David by Michelangelo Essay Example

David by Michelangelo Paper Name: Tutor: Course: Date: We will write a custom essay sample on David by Michelangelo specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on David by Michelangelo specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on David by Michelangelo specifically for you FOR ONLY $16.38 $13.9/page Hire Writer David by Michelangelo David is a Renaissance sculpture that was formed between 1502 and 1504, by the Italian sculptor, Michelangelo. The sculpture is a 17-foot marble bust that displays a naked standing male. The character used in the sculpture represents the biblical King David, a special subject in Florentine art. The sculpture was initially commissioned as one of a set of masterpieces of prophets to be situated alongside the roofline of the Florence Cathedral. However, the statue was alternatively placed in the Palazzo della Signoria public square, in Florence City where it was made public in 1504. Because of the personality of the individual it represented, it soon came to denote the defense of social liberties embodied in Florence, a self-governing city-state endangered from all directions by powerful adversary states. The original statue was relocated to the Accademia Gallery in Florence and replaced with a replica at the same location. Historical background Before Michelangelo became involved in the development of the statue, the management at the Florence Cathedral had planned to erect twelve massive Old Testament effigies that would also act as the buttresses for the building. In fact, work had already started on these sculptures led by Donatello (Joshua and David sculpture) and Agostino’s unfinished David sculpture. However, just before the project was complete, the cathedral management ran into the challenge of how to hoist the sculpture onto the roof. Finally, they appointed a team of several artists to deliberate on the most appropriate location for the statue. Interpretation of the sculpture Michelangelo’s David was slightly different from earlier representations of the theme in that the biblical character was not portrayed as the killer of the giant Goliath. Typically, David was always represented as holding Goliath’s head, and, in fact, Verrocchio and Donatello sculpted their own works with this traditional inclusion. Most academics believe that the masterpiece showed David when he was preparing for a battle with Goliath. Instead of showing signs of victory over an enemy mightier than he was, David’s face displayed a lot of tension and preparedness for combat. The muscles in his neck stood out stiffly; his facial especially his upper lip was taut; his forehead was wrinkled, and his eyes appeared to concentrate attentively on a far away object. While veins were protruding from his lowered hand, his body was in a tranquil pose, and he was armed with his sling that was lying offhandedly over his shoulder. The calm pose itself was dissimilar from any other earlier representations of David; Both Verrocchio and Donatello had created sculptures of David standing triumphant over Goliath’s head while Andrea del Castagno had portrayed the character while he was swinging his weapon and Goliath’s head down at his feet. However, the entire range of masterpieces done by earlier Florentine artist had not failed to include the Philistine giant overall. The difference between his powerful appearance and his peaceful pose, possibly suggested that David’s sculpture represented his demeanor after he decided to wrestle Goliath, but before the real encounter. The large part of his body mass was stressed on his back leg in a manner consistent with the Renaissance tradition of portraying its subjects in retreated, composed positions, just before they sprung into action. Michelangelo’s representation was that of the period between mindful choice and conscious battle. Michelangelo’s David was a Renaissance understanding of a general historical Greek theme of the upright valiant male nude. In the High Renaissance, contrapposto styles were regarded as a characteristic feature of historic sculpture. In David, the form stands with one leg supporting its complete weight and the other leg loosened up. This traditional pose makes the statue’s shoulders and hips to sit at conflicting angles, creating a small s-curve to the complete upper body. Additionally, the head was twisted to the left, whereas the left arm was lifted towards his left shoulder and his sling that was thrown on his back. Michelangelo’s David became one of the most celebrated sculptures of Renaissance sculpture, becoming a representation of both might and youthful human attractiveness. The gigantic mass of the sculpture was the most extraordinary feature of Michelangelo’s statue compared to that of his rivals. One of the artists, Vasari described the sculpture as a marvel created by Michelangelo that had the ability to bring to life the past memories of the dead. He concluded by mentioning all the other marvelous creations that were done by Michelangelo over the Renaissance period. The sizes of David and other sculptures were an atypical feature of Michelangelo’s efforts; the effigy had an abnormally large head and limbs especially the right hand. These exaggerations may be because the effigy would have been initially displayed on the cathedral rooftop, where the significant parts of the statue would unavoidably be emphasized in order to be noticeable from below. The statue was also abnormally slim when compared to its height. While most artist would have attributed this difference to individual taste, it was probably Michelangelo’s oversight that could not be rectified. It is probable that David was envisaged as a political effigy before Michelangelo started to sculpt it. Definitely, David had long been perceived as a political character in Florentine culture, and pictures of the Biblical personality were already influencing political actions there. Donatello’s David made of pure bronze as a distinct feature in the Medici family quarters. Later on, it still assumed a political role at the Palazzo della Signoria courtyard, where it represented the Republican government. Analysts have even pointed out that David’s undamaged penis that went against Judaic practice was in line with the traditions of Renaissance art. Conclusion Michelangelo’s David arrived from the Piazza della Signoria in 1873 due to the threat of natural erosion that would erode the sculpture as well as intentional damage. There were undocumented reports of vandalism in 1991 hen a man defaced the statue. After this incident, the statue was considered for renovation several times. A replica of the sculpture was however, made and placed in the exact position, in Piazza della Signoria. In spite of the awareness of the statue’s illustration, the utter magnitude of the marble effigy always surprised all the contemporaries and even the present day viewers. The present connection between Florence City and David is highly political. Since the Renaissance period, Florence perceived the David statue as a symbol of the city. David’s power, bravery and youthful assurance were the picture that Florence needed to project. In the 14th century, Florence regained its position as a republic. David signified the city’s sovereignt y from unknown authority, both the aristocracy and colonialists. Like Florence, David illustrated a calm power that was often overlooked by many. The strategic position outside the state offices also made it seem like he was a guard that reminded the citizens to defend bravely and lead fairly.

Free Essays on Colorism

Introduction The various shades of complexion within the African American people should be something celebrated. The different hues of skin should be an attribute that differentiates, but still unites the black society. However, this is not always the case. African Americans, today, seldom celebrate their differences in the respect to complexions. Differences in skin color, in the past, has not united, but divided black communities. This division and racism within a group of people based on skin tone is called colorism (Goetz 2001). This is a newer term for the intraracial discrimination that has been occurring since slavery. This paper will discuss colorism, whom it affects, how those people are affected, where this intraracial discrimination stems from, and what people are trying to do to stop the problem. Historical Context Colorism affects an abundance of people of color, but mainly African Americans. It roots back to early slavery. White slave owners often had what was called a â€Å"house† Negro. The â€Å"house† Negro was most often a light-skinned slave. The darker skinned slaves mostly occupied the field slave positions. There are many theories to this separation of jobs. Some say that the lighter skinned slaves were used within the house because the lighter the skin, the less â€Å"threatening† the slave seemed. Other historians feel that the master would place the light skinned slaves within the house because they were usually offspring (Crawford 2004). This biracial aspect explains their fairer skin. House slaves were always treated better than field slaves. They were always around the family, sometimes taking care of the master’s children. They were fed better, and received hand-down clothing from the family. They were trusted more, and sometimes even se rved as spies for the master. House slaves were the first considered for freedom, when it was offered. â€Å"All of these aspects made the house slav... Free Essays on Colorism Free Essays on Colorism Introduction The various shades of complexion within the African American people should be something celebrated. The different hues of skin should be an attribute that differentiates, but still unites the black society. However, this is not always the case. African Americans, today, seldom celebrate their differences in the respect to complexions. Differences in skin color, in the past, has not united, but divided black communities. This division and racism within a group of people based on skin tone is called colorism (Goetz 2001). This is a newer term for the intraracial discrimination that has been occurring since slavery. This paper will discuss colorism, whom it affects, how those people are affected, where this intraracial discrimination stems from, and what people are trying to do to stop the problem. Historical Context Colorism affects an abundance of people of color, but mainly African Americans. It roots back to early slavery. White slave owners often had what was called a â€Å"house† Negro. The â€Å"house† Negro was most often a light-skinned slave. The darker skinned slaves mostly occupied the field slave positions. There are many theories to this separation of jobs. Some say that the lighter skinned slaves were used within the house because the lighter the skin, the less â€Å"threatening† the slave seemed. Other historians feel that the master would place the light skinned slaves within the house because they were usually offspring (Crawford 2004). This biracial aspect explains their fairer skin. House slaves were always treated better than field slaves. They were always around the family, sometimes taking care of the master’s children. They were fed better, and received hand-down clothing from the family. They were trusted more, and sometimes even se rved as spies for the master. House slaves were the first considered for freedom, when it was offered. â€Å"All of these aspects made the house slav...

Scientology Essay Example | Topics and Well Written Essays - 500 words

Scientology - Essay Example A religious person does not blame God for his failures he faced in life. However, whatever he does should not be a show off and he shall not be a hypocrite. (a). A spiritual man looks upward. It means his earnest desire to be one with God. He spent most of his time in prayers. The worldly matters such as wealth, conveniences etc never bother their spiritual life. His ultimate hope is in God. (b). Secondly, a spiritual man looks inward. He is always aware of what he does. He is a good judge of himself. If there is something that destroys his spiritual life, he is ready to do away with whatsoever important it is in his personal life. (c) Finally, a spiritual man looks outward. It means he is willing to impart the goodness that God has bestowed on him to others. He is ready to forgive his trespassers as he knows God forgives his trespasses. He is not worried about his own happiness and life but finds bliss in making the men around him happy. Religion has got both social and psychological functions. As the part of social function, it ensures social control and reduces conflict. Every religion sets a standard for behavior that is expected to be followed by the believers. Secondly, religions avoid social conflict by reducing tension and frustrations. As Ferraro and Andreatta (2009) point out, religion controls the animosity of people and makes them compassionate and charitable through various religious experiences; and when it comes to psychological functions, religion provides mental peace to the believers by consoling them during the time of crisis and helplessness (pp. 354-355). From the religious leaders, one gets emotional support and peace. It encourages him to face the problems with a renewed punch. We cannot understand religion by setting aside its functions. Religion becomes an integral part of the society only through its functions. So, it is impossible to thoroughly understand a religion merely from

Lenovo computer company Essay Example | Topics and Well Written Essays - 250 words

Lenovo computer company - Essay Example CSR ensures that industries and other businesses commit their policies to improving and protecting the lives of the community members and workers. In the contemporary business operations, CSR reports address issues such as worker hiring, opportunity and training, governance and ethics, energy and environment impact. CSR reports rely on philanthropy (Lee & Kotler 2013, p. 30). Lenovo computer company management understands the centrality of a functional CSR within its operations. The company recognizes that it possesses a unique heritage, which comprises of different cultures of west and East countries. Lenovo understands the essence of having an active public relation that will enable it to compete with rival companies such as apple. Lenovo Company has taken social responsibility for its manufacturing process and overall business operations by shaping the future of humanity through technological advancements. The company prides in observing environmental laws such as pollution, producing quality and high performing products (Lenovo 2014, p. 1). Lenovo Company, therefore, prides in commitment to serving consumers and responsibility to the products. Lenovos CSR success results from its guiding principles such that binds it to sustainable and social

Business Excellence Essay Example | Topics and Well Written Essays - 5000 words

Business Excellence - Essay Example It is in this context that since its inception, the company had been strategically designing its products focussing on the customers’ needs. By adopting the customer centric strategies, Dell was determined to become the low cost leader while providing high value products and services (Dell, 2012). After successfully doing business in the global markets for almost a decade, Dell began facing challenges in terms of competition, rapidly losing its market share and witnessing reduction in its customer bases (Paul & et. al., 2007). Furthermore, the company was losing its market share in all the segments, namely, desktops, servers and notebooks during the same year to its major competitors. Notably, the major factors that led to the declining market share of Dell from all segments can be identified as the company’s emphasis on its traditional business model lacking in terms of innovation and transformation. Due to the company’s resistance to change in the global compet itive market, other players in this industry such as HP and Lenovo emerged as the new leaders. They focussed on the emerging markets and segments such as Laptops, whereas Dell with a market share of 4.2% ranked eighth among other manufacturers (Paul & et. al., 2007). Drivers for Strategic Change In today’s modern era, the process or rather the conception of change is attributed as the only continuous and inevitable phenomenon of the business world. Due to the incessant changes occurring in the external business environment, businesses are becoming increasingly swayed to implement strategic changes in their business processes. It is in this context that due to the ongoing changes in the global business environment, business entities are forced to alter their operational vision, goals and methodologies too often causing the risk of unplanned and chaotic changes in the working process which in turn are quite likely to give rise to perplexity within the human resources and thus l ead towards a greater disruption in the overall operational functions of the organisation. Taking these aspects into concern, the major drivers of change in today’s business context can be stated as the alterations in the external business environment in terms of innovation, competition, legal as well as economic variations, and social changes which accumulatively lead to the alterations of consumer needs, demands along with their perceptions (Yokota & et. al., 2005). Focus Areas for Enhanced Business Performance In today’s global scenario, competition and financial liberalization are considered to be the most influential factors that effectually enable a company to sustain in the prevailing fierce competition. Consequently, with an effect of such fierce competition and growing need for product differentiation, quality has emerged to be one of the prime concerns of global companies in order to enhance its competitive advantages over its rivals. It is owing to the belie f that best quality with

Aravind Eye Hospital, India: Mission and Vision

Aravind Eye Hospital, India: Mission and Vision Aravind Eye Hospital:Â  Improving Lives One Eye at a Time A Brief Introduction Imagine having the world as you know it cease to exist, the things you once saw be erased, and having no hope to gain control of your life. This is how life for many people in India once was, and how it still is for some even today. A cataract, a curable infliction of the eye, has attacked men and women of every age, sparing no one, not even a child. They build up in size over time, and leave many blind. Once struck, the individual in question can no longer work, and has no way to take care of themselves, making them entirely dependent on their family for support. Living in an already impoverished area, blindness has dire consequences, resulting in many cases of premature death. There is a simple procedure that can reverse the effects of cataracts and return sight to the user. However, this surgery is too costly for some to afford. In India, a country with an extremely high poverty rate, cataracts had become a major problem for the inhabitants. Cataracts have left millions to suffer with an unnecessary disability, but one man came about to challenge its hold on the people of India. Dr. Govindappa Venkataswamy revolutionized the medical field of eye care, and built a health institution that would allow everyone afflicted to get the help they needed, despite their ability to pay. This case analysis examines that institution, how it came into existence, how it operates, its creator, and the general background of the country of origination. Poverty and Healthcare in India Poverty is one of the biggest social issues in India. According to the Indian government, of its nearly 1 billion inhabitants, an estimated 260.3 million are below the poverty line. More than 75% of these poor people reside in impoverished villages (Azad, 2008). The causes of rural poverty include inadequate and ineffective implementation of anti-poverty programs, and the unavailability of irrigational facilities. The poor irrigation systems result in crop-failure and low agricultural productivity, forcing farmers into a debt-trap. Economic development since independence has been lopsided. There has been an increase in unemployment rates that have forced many people into a state of poverty, and the population continues to grow at an alarming rate (Economy, 2009). Overpopulation of an already scarce job field has kept many individuals trapped by poverty. India has a Universal Health Care System operated by the government, like many other industrialized countries. The governmental hospitals offer health care to the masses at the tax-payers expense. The Indian government set up the health care system to help people who are below the poverty line, but many people have problems using the hospitals. One reason for this is the fact that there are an extremely low number of medical practitioners available for the people. Another reason is that most public hospitals are inefficient, and provide poor quality medical services to their patients. Quality could be better, but public hospitals generally only provide basic treatment, and have lower quality equipment to perform with. Inefficiency in the system is caused by the imbalance between medical providers and the needy population. For example, although India requires more than 74,000 hospitals to satisfy demand, it just has about 37,000 health care centers (Liberty, 2009). Due to the impoverished peoples lack of resources, they cannot afford to go to a private eye hospital to get their cataracts removed. And because of the limited availability and help from government hospitals, and their inability to perform eye surgery, most individuals are left with no choice but to remain blind. This in turn adds to the increasing rate of unemployment, as it is difficult for a blind person to get or maintain a job. And that leads to having even more people below the poverty line, as it is not only the individual in question, but their entire family as well. If there was a place they could go to be treated, it would help stop the cycle of poverty, and give them a fighting chance to live. Enter the Vision, Aravind Eye Hospital Aravind Eye Hospital has risen from its humble beginnings to promote eye health not only in India, but also throughout the world. Doctor Govindappa Venkataswamy, along with his sister and brother-in-law, started Aravind in 1976 (Maurice, 2001). This eye hospital was first opened in a rented house that contained only ten beds. The three founders were the only doctors at Aravind when it first opened. Since then it has grown little by little each year. This hospital has grown into a five-story building that is located in Madurai, in the southern Indian state of Tamil Nadu. This particular hospital now contains 1,900 beds. As of 2001, approximately 1.5 million blind people have left this one hospital with their sight completely restored. In addition to this, Aravind Eye Hospital has now expanded into a total of five hospitals throughout India (Maurice, 2001). The Aravind franchise includes a hospital created specifically to help restore sight to children (Maurice, 2001). The Internationa l Institute for Community Ophthalmology, which is a part of Aravind Eye Hospital, trains eye care workers from low-income countries. There is a medical research foundation as well as an eye bank that handles about 900 corneas a year that are associated with Aravind. Aurolab is a manufacturing facility that makes lenses, pharmaceuticals, and surgery supplies for Aravind (Maurice, 2001). Aravind Eye Hospital later branched out and opened Aurolab, despite disagreements from the Indian government, because imported intraocular lenses, IOLs, were too expensive for low-income patients to afford (Shah, 2004). Aurolab makes approximately 700,000 IOLs each year (Maurice, 2001). These IOLs are then sold, not only to Aravind but to eye care facilities in over eighty countries, for a price that is ten times less expensive than the same quality of IOLs used in western countries (Maurice, 2001). Aurolab also manufactures spectacles, sutures, and medications along with the IOLs, to sell to the hosp itals for reduced costs (Chang, 2004). The Aravind group worked with approximately 1.3 million patients in 2000 (Maurice, 2001). This is about 85-90% more than most other hospitals in India. Also, Aravind holds mobile eye camps throughout the year to raise eye care awareness in India (Maurice, 2001). These eye camps screen villagers on a Sunday, then bus the patients into Aravind in the evening (Chang, 2004). The surgeries are then performed on Monday. There are usually 300-400 cases on Mondays, with the record being 500 cases (Chang, 2004). Most eye surgeons in the world perform less than 350 surgeries each year. At Aravind, the average number of surgeries per doctor is 2000 per year. Aravind looks to multiply its benefits by hiring and training local doctors and surgeons. Even though Aravind pays slightly more than the government hospitals, seven to ten doctors leave each year. The reason is, since Aravind is nonprofit organization, it is unable to compete pay wise with private practice institutions (Maurice, 2001). The Path to Aravind As previously mentioned, Aravind was founded by Govindappa Venkataswamy, who is commonly known as Dr. V (Maurice, 2001). Dr. V does not view his job as work, but rather as something that he is excited to be able to do. According to Dr. V, if there is something you can do, you should do it. Dr. V was born in 1918 and died at the age of 87 on July 7, 2006 (Govindappa, 2009). He received a Bachelors of Arts in chemistry from American College in Madurai in 1938. Then, in 1944, he received a doctor of medicine from Stanley Medical College in Madras. Finally in his education he received a doctor of ophthalmology from the Government Ophthalmic Hospital in Madras in 1951. From 1976 until his death in 2006, Dr. V was the chairman of Aravind Eye Hospital. In 1956 he was named the head of the Department of Ophthalmology at the Government Madurai Medical College. At the same time, he was an eye surgeon at the Government Erksine Hospital. He held both of these positions for twenty years until his forced retirement from the government hospital in 1976 (Govindappa, 2009). Dr. V was partly influenced in the creation of Aravind by his mentor, the philosopher and mystic Sri Aurobindo, whom Dr. V was a disciple of for fifty years (Maurice, 2001). When Dr. V was asked about the influence of his mentor into Aravind, he made the following statement: You do your best in your job and higher ideas come to you, and then you try to realize those ideas too (Maurice, 2001). Dr. V was also motivated from his work at the government hospital (Shah, 2004). The government asked him to have four camps a year while he still worked with the government hospital in 1961. This also proved to be a part of his opportunity identification. He saw the number of patients attending rise each time the camp was held (Shah, 2004). The fact that eighteen million people are blind by curable cataracts worldwide is another part of Dr. Vs opportunity identification (Chang, 2004). This number is growing at an alarmi ng, nearly epidemic rate. Blindness causes reduced life expectancy, and productivity is lost for both for the blind as well as for those that care for them (Chang, 2004). Dr. Govindappa Venkataswamy: A True Social Entrepreneur Dr. V had entrepreneurial quality, which is one of the four categories used to evaluate Ashoka nominees (Bornstein, 2004). People with entrepreneurial quality seek to change an entire field, not just get something done locally. People with this trait not only want to express their ideas, but they want to go out and be a part of solving the problems by executing their ideas (Bornstein, 2004). Dr. V has shown entrepreneurial quality through his work at standardizing the procedures for cataract surgery because this allowed the change to spread throughout the field, not just at his hospitals in India. Another way he has shown entrepreneurial quality is through the training that Aravind does for doctors in other countries. Finally, the fact that Dr. V did over 100,000 eye surgeries successfully himself shows that he was willing to be a part in executing his idea (Govindappa, 2009). The Six Qualities of Social Entrepreneurship Dr. V has also demonstrated the six qualities of a successful social entrepreneur as laid out by David Bornstein (2004). These six qualities are as follows: the willingness to self-correct, the willingness to share credit, the willingness to break free from established structures, the willingness to cross disciplinary boundaries, the willingness to work quietly, and a strong ethical impetus (Bornstein, 2004). Dr. V asked for help from business schools to on how to keep doctors from falling back into complacency at their own hospitals after completing training with Aravind (Shah, 2004). This shows his willingness to share credit because he publicly sought their help. It also shows his willingness to self-correct because when he saw the problem of doctors becoming complacent, even after receiving Aravinds training, he took active measures to fix the problem. He also shared credit with the other doctors that work with him, acknowledging the fact that Aravind could never have become such a success without the hard work put forth by everyone involved. And as mentioned earlier, the government was against the creation of Aurolab (Shah, 2004). By creating the facility anyway, Dr. V demonstrated his willingness to break free from established structures. Dr. V was able to cross disciplinary fields from medical and into manufacturing when he opened Aurolab. Also, by working privately at creating Aurolab and making it affordable, Dr. V demonstrated his ability to work quietly (Shah, 2004). Dr. V has repeatedly demonstrated his strong ethical impetus. During an interview Dr. V said that the focus of Aravind was on honesty and respecting the patients (Shah, 2004). Also, he said he tries to choose compassion over cost. This is exemplified when they spend more than the fixed charge for a patient because they do not charge the extra cost to the patient. R.D. Thularsiraj, the executive director of Aravind, says that Dr. V instituted a system of values into the hospital that has the effect of guiding their work to wanting to help others and away from focusing too much on money (Maurice, 2001). Finally, Dr. V has capacity building programs that basically work to instill integrity and quality into new hospitals (Shah, 2004). Structuring Sustainability, the Core of Aravind Dr. V wanted to reach those who had not been reached before, and help the poverty stricken individuals, who without his help, would not be able to see. He removed barriers, promoted community involvement, and had a growing market model for healthcare. Even after his death, his dream is still living on. Aravind continues to explore new approaches to the primary eye care market, and continuously seeks new innovations to help the population. When opening the first hospital in Madurai, in Tamil Nadu, his sister and her husband, both eye surgeons, joined Dr. V in his efforts. To cut costs, all three doctors took significant pay cuts since bankers would not finance a clinic that, regardless of ability to pay, gives eye care to the rich and poor. Dr. V even mortgaged his house to get the necessary finances to start the hospital. Within a year, all the efforts paid off and the hospital quadrupled in size. There are now five Aravind Eye Hospitals, and all are self sustaining, thanks to a blueprint copying system that has allowed for easier knowledge transfusion throughout the hospital chain. Dr. V took the unusual step of asking even poor patients to pay whenever they could, believing that the volume of paying business, which amounts to approximately 30% of clients, would sustain the rest (Aravind, 2007). Two thirds of patients receive the free outpatient services, while paying patients receiving additional amenities, such as private rooms for extended recovery, and hot meals. The profit made from every one paying customer covers the costs of two patients that cannot pay. Aravind is famous for its fee structure. The consultations are free for poor patients while others pay 50 Rs (their currency, approximately $1 US). Impoverished patients can be expected to pay as little as nothing, or up to 250 Rs, which is as much as they can spare. A subsidized rate is 750 Rs (approximately $15 US). The regular patient fee, which is aimed for middle income patients, is 3,500-6,000 Rs. For a Phaco surgery, the rate is 6,500-12,000 Rs (Saravana,2002). This is a need based transparent financial system, and it is this kind of trust and care Aravind has built that attracts paying patients. The lower than market cost for even the paying patients, at least 25% lower, attracts them also. The Business Model of Aravind Aravind Eye Hospital operates with a business model unlike that of any other business in the health care industry, bearing striking similarities to the fast food industry instead. Dr. V. was impressed with how a chain like McDonalds could offer the same quality product no matter where you went, and still get it to you quickly (Health, 2007). He became adamant about the fact that a hospital could be run under the same principle, and trained his employees to treat large amounts of people without sacrificing quality. Today, Aravinds network of hospitals has the distinction of being the most productive eye care organization in the world in terms of surgical volume and the number of patients treated. The success of Aravinds business model is dependent on numbers, as it is the high-volume of low cost procedures that offsets the costs associated with delivering such a high quality service. In order to reach more patients, Aravind Eye Hospital advertises its services heavily, and is benefite d by the positive word of mouth that has quickly spread about them. They have also implemented technology that allows his staff to serve people that are not able to come to the hospital; they do this by video conferencing, instant messaging, online patient questionnaires, and through the use of web cams. One example of how they have used technology to help their business can be seen through the internet kiosks the place in remote villages. Here, they have women trained to take pictures of the patients eyes using a webcam, then they send the images to the Doctor along with the filled out patient questionnaire. The doctor then receives the file via e-mail almost instantaneously, and is able to interact with the patient through an online chat program. This is made possible because of collaboration with the University of Berkeley Information Technology center, with a low cost Wi-Fi connection. This provides access to the patient, and a remarkable cost reduction. This also allows the sta ff to provide consultations with people who would otherwise not be able to make it to the hospital, and makes it easier for the team to transfer information between each other (Aravind, 2007). What Makes Aravind Different A core part of Aravinds model is to never turn away a patient due to economic reasons. In fact, it has even been recorded that Dr. V once accepted a chicken as payment for surgery. The goal of Aravind is to help as many people as they can, not to make a profit. Their business model is formatted in a way that provides a level of self-sustainability that allows them to use all income towards expanding their processes, improving their work, and keeping services free to those who need them. Dr. V set up this model believing that people will pay when they can, even if its months after their surgery. Aravinds business model originally focused on just eye surgery and care, but after time it expanded into manufacturing in order to create low cost lenses. This change in the model was necessary because importing the lenses from the West was too expensive, and in order to comply with their vision of providing eye care to the disadvantaged, they needed to come up with a way to lower costs. Anoth er way they have put into their system to help them reach more clients is by using a two tiered pricing structure. Wealthy people are expected to contribute more, and for every one paid surgery, Aravind can afford to do many free surgeries. And because Aravind is the best eye hospital in the region, wealthy people choose to go there. In order to maintain maximum levels of efficiency and resource usage, the hospital staff performs just their specific specialization, and the surgery procedures themselves are standardized. And to make sure that all who want to go to Aravind are able to, the clinic provides buses that pick people up in the morning, and then drive them back to their communities after the day is over (Shah, 2009). Before the patients are brought to the hospital, they must go through an eye screening at their local community, using one of the internet kiosks as mentioned earlier. They are then evaluated, and transported to the hospital if it appears that surgery or a live consultation will be necessary. This process is promoted, organized, and financially backed by local business leaders. In keeping staffing cost low, Aravind recruits locally. The majority of the staff is from local villages. Being trained and having grown up in the same community as they will be working, they share the dream of the hospital. And since local wages expectations and cost of living are low, the hospital can pay these individuals less than individuals coming from out of the country. The medical staff is also trained, not only for a job, but a prestigious life long career. For each surgeon, the hospital has four highly trained paramedics for support. Aravind Eye Hospitals ophthalmologists are linked with video conferencing with their Vision Centers technicians for each patient. Expanding their business model, Aravind ventured into lens production. They now have a factory that can produce parts at low-cost prices. Compared to the $200 for imported lenses, they produce these for about $5 at their home factory (Dan, 2008). Now, because of outside funding they export their products to over 80 countries. Their method to production lens was branched out to produce other products such as blades, instruments, sutures, and pharmaceuticals. They can produce these products for fractions of what the western world can, and make a handsome profit. This also cuts costs on buying them from somewhere else. The income gained from the paying patients contributes to approximately 20% of the budget. The other income comes from the production of manufactured products and the provision of training and consultations. In order to retain a sustainable operation Aravind is constantly looking to improve. Since they adopted many technologies earlier than other hospitals they are remain ing high in breakthrough technology. They utilize their technology to communicate easier with fellow staff members, patients, partners, and other hospitals across the globe. Aravind has regular reviews of their system, and follows up on executive decisions to ensure they stick to their intended model. But they are always looking for new ways to better themselves, and to grow. Scalability of the Aravind Model The Aravind System has a great approach to overcoming obstacles in the cataract surgery industry. The main characteristic of the Aravind model is that they provide quality care at prices that everyone can afford. They are self sustaining, yet still able to provide their services to the poor and rich alike. Their business model stresses a maximum use of all resources. This is all achieved by their high volume quality, and a well structured system. The Aravind model can be replicated in countries with inexpensive labor. For example, the model would work well in Asia or underprivileged areas in Africa. Their model will work well if you have a large population with a social need, and if you can find doctors who are willing to operate many times daily. Also, to be financially stable there must be enough revenue to cover the free services from the paying ones. The cost of the service cannot be too high. In order for the need-based service to work, there must be incentives to paying. The people at Aravind pay because they want to have a bed in a private room with air conditioning, or the other amenities that they offer. Aravind eliminated non-beneficial activities and wait time. By having standardized protocols of clinical procedures, activities, and administrative measures, it cuts down on the error count and makes procedures more efficient. The surgeons do not do tasks such as preparing patients, taking measurements, or diagnostic s testing, this is all done by trained assistants. Letting the surgeons focus on just the surgical procedure itself. It cuts down on transition time between surgeries. The state of the art technology requires surgeons to exhibit less energy, and allows them to operate more times per day. Since surgeons average 1700 more surgeries than the national average, there are many benefits to being an Aravind surgeon. Surgeons here do not only want to make a difference in the lives of the people, but by performing many more surgeries than they would otherwise, they are also bettering themselves. Aravind has reached over 200 hospitals through their consultancy process, and they hope to reach many more in the near future. The Aravind model makes scalability in developing nations limitless through their fee system, management techniques, high aspirations, and quality of care. From the David Bornsteins book example of blueprint copying, Aravind wants to be used as an example. They want their techniques, management protocols, and philosophies to be copied by others, as well as they have in making their hospitals across India. Just as the Grameen Banks idea of Micro-credit has spread to numerous lending programs, Aravinds basic model, a 250-bed hospital was adopted in Mumbai, Kolkata and Nepal hospitals. Also, the Indian government is adopting Aravinds medical protocol doctrine for their training centers around the country. Aravinds goal is to be an example of efficient management and inexpensive care to patients, since any ophthalmologist can provide eye care, but can only sustai n affordability to the masses as long as it is managed properly. This is their new focus called Managed Eye Hospitals. In the long term, according to their website, they want to affect a larger population, by exceeding 100 eye care hospitals spreading to other parts of the world. They want to be an example for other health care hospitals to become more efficient, and to grow and thrive. Aravinds ultimate goal is to join together with others to help eliminate treatable blindness entirely by the year 2020 (Aravind, 2009). A Bittersweet Critique It is hard to critique a social business, as we try to negate or justify the flaws in the system by contrasting it with the good it does for the public. However, a company, no matter how well intentioned, cannot grow to its full potential if not given the criticism necessary to improve their system. In this section, we will first explain the flaws we found within Aravind and how we believe they might negatively affect the company in the future. Then we will explain some of the great benefits or pros of Aravind, and how we believe they will perform in the future. The Bad The business model of Aravind, although scalable, is very reliant upon having a strong client base. In particular, it needs a constant influx of paying customers to negate the costs incurred by offering their services for free or for extremely reduced prices. The location of new ventures is also a factor of success for the model to work, as their structure involves hiring local residents to work in the hospitals. If the quality of workers is diminished in the area attempted, then the Aravind system will not run as efficiently or effectively as intended. Also, it would cost them more to bring in employees from outside the area, which would raise the overall cost level, and reduce their ability to offer their services to the impoverished people of the area. Another flaw in the Aravind system is the high turnover rate they must deal with. Doctors come from all over the globe to train in these hospitals, as they perform more surgeries in a day than they would otherwise perform in a few m onths time. But since Aravind is trying to operate on as small a cost budget as possible, they cannot afford to pay their staff rates that are high enough to compete with private practice firms. One final flaw we saw when examining Aravind, was the fact that they make staff members work even when they are sick. Although this is done to keep production up, it also makes room for errors, and contagion. The dedication seen by the employees is admirable, but when sick, you should not be performing any service in the medical field. The Good Aravind has greatly enlarged the social impact they have on society by not only providing a necessary service to meet one of their healthcare needs, but also by creating jobs and hiring locally. This is seen both with Aravind hospitals and with their manufacturing plant, Aurolab. Aravind could easily outsource to get employees and resources, but instead they choose to continue helping the social sector in their respective areas. And even though Aravind Eye Hospitals treat more patients than any other eye care facility in the world, they continue to advertise their service across the country in order to find and serve more individuals. They are actively seeking out their target market instead of waiting for them to come to them. Eye camps, kiosks, and bus runs have been created by the Aravind system to get them closer to their market, and physically bring their clients in. Their use of technology allows them to consult and share their practices with hospitals worldwide, and increases productivity among staff members, and allows them to reach the population that cannot make it into the hospitals. Aravind Eye Hospitals have created an efficient and effective service that best serves the social sector, and provides much needed help to the economically disadvantaged and blind population. And because Aravind is renowned worldwide for its innovation in the field, technical excellence, and operational efficiency, it attracts new ophthalmologists to the system. Once these new surgeons get trained in the Aravind way, it betters the surgeon himself because of the massive amount of surgeries he will complete, and it also extends the Aravind practice into even more hospitals across the globe. We believe that Aravind is doing an excellent job so far, and has a very sustainable model. They have been critical in their decision making thus far, and we feel confident that they will only become stronger as time goes by. This will hit a cap at some point though, as Aravind gets closer to reaching its vision of curing all the worlds treatable blindness, their market will start to decline. Once demand sinks low enough, the current model used by Aravind will become useless, and they will need to undergo some major revisions to their model. Overall though, it really is an excellent business model, and is doing a great deal of good for the people of India. Work Citations Azad India Foundation: http://www.azadindia.org/social-issues/poverty-in-india.html Economy Watch: http://www.economywatch.com/indianeconomy/poverty-in-india.html Reason For Liberty: http://www.reasonforliberty.com/current-affairs/indian-health-care-an-overview.html Bornstein, David. How to Change the World: Social Entrepreneurs and the Power of New Ideas. New York, NY: Oxford University Press, Inc., 2004. Print. Chang, David F. Three programs offer hope. (Cover story). Ophthalmology Times 34.9 (2009): 1-43. Health Source: Nursing/Academic Edition. EBSCO. Web. 27 Oct. 2009. Govindappa Venkataswamy, MD (deceased). ASCRS: The American Society of Cataract and Refractive Surgery. 2009. ASCRS. Web. 17 Nov. 2009. Maurice, J. Restoring sight to the millionsthe Aravind way. Bulletin of the World Health Organization 79.3 (2001): 270. CINAHL. EBSCO. Web. 27 Oct. 2009. Shah, Janat, and L. S. Murty. Compassionate, High Quality Health Care at Low Cost: The Aravind Model. IIMB Management Review 16.3 (2004): 31-43. Business Source Complete. EBSCO. Web. 4 Nov. 2009. Aravind Eye Hospitals: http://74.125.93.132/search?q=cache:-V-GZ0L9JZMJ:www.aravind.org/tribute/A%2520Man%2520Who%2520Saved%25202.4%2520Million%2520Eyes.pdf+aravind+eye+hospital+business+modelcd=7hl=enct=clnkgl=us Health Scribe Media: http://health.scribemedia.org/2007/01/03/aravind-eye-clinic/ Saravanan, S., Organisational Capacity Builting- A Model Developed by Aravind Eye Care System http://laico.org, retrieved on 11-29-2009, http://laico.org/v2020resource/files/capacity_build.pdf. Dan, Sorin A.,ARAVIND EYE HOSPITAL:Assignment Public Managementhttp://www.people.umass.edu, retrieved on 11-27-2009. http://www.people.umass.edu/sdan/projectspapers/Aravind.pdf. Last opened 11/29/2009.

Bilateral Shoulder Dislocation from Weight Lifting Essay -- essays res

While doing seated behind-the-neck military presses, a young man of 22 years, experienced bilateral anterior dislocation of the shoulders. He came into the emergency department complaining of acute bilateral shoulder stiffness and pain. He claimed to have been performing behind-the-neck military presses with a 108-lb (50kg) weight while being spotted by a training partner. While performing the military presses, he suddenly felt that his shoulders were going out of place, and lost control of the bar. Unfortunately, his training partner was unable to prevent injury. The injured man stated that he felt immediate pain and lost mobility of his arms. He was then rushed to the emergency department.   Ã‚  Ã‚  Ã‚  Ã‚  When the patient first arrived at the emergency department, his shoulders were in abduction and external rotation. He complained of stiffness and pain. Tests showed bilateral flattened contour of the shoulders below the tip of the acromion. Anterior fullness was present, but luckily, the patient did not suffer from any neurological or vascular injuries. Further examinations showed a bilateral anterior shoulder dislocation but no fracture.   Ã‚  Ã‚  Ã‚  Ã‚  The young man was a 22-year-old, right-handed accountant, who had 3 years of weight training experience. He was 5 ft 10 in. (178 cm) tall and approximately 180 lb (83.3 kg). Upon investigation, the patient had no history of any type of injury to either of his shoulders. None of his family had ...