What HP Is Doing Right And Why

Hewlett and Packard (HP) is an American technology company that provides technology services to large enterprises, individual customers, and small and large businesses. It is the leading manufacturer of personal computers and associated accessories in the world.Advertising We will write a custom essay sample on What HP Is Doing Right And Why? specifically for you for only $16.05 $11/page Learn More It has experienced tumultuous times in past years that have affected it adversely. However, it has changed its strategy and is pursuing reinvention strategies and initiatives. It is currently engaging in several projects and initiatives that will steer it back to prosperity in different field away from manufacture of computers. These initiatives include high-impact research, acquisition of Autonomy, a British software company, cloud services, corporate strategic overhaul, and management change. HP has increased its efforts of doing research in order to find so lutions to problems facing the technology industry. As a result, they have established research labs in seven different locations around the globe. The labs will focus research on eight areas that are central to technology. These include information management, content transformation, cloud, digital commercial print, intelligent infrastructure, analytics, sustainability, and immersive interaction. The main objective of the project is to shift its focus to cloud computing and EaaS, which are key areas of emerging technologies. HP has also acquired Autonomy, a British software company. The acquisition has brought wrangles in the corporation leading to exit of the chairman, Raymond Lane. The main objective of acquiring the company is to diversify their service delivery to focus mostly on software development and compete with other software development companies. HP intends to exit the personal computer market and explore the more profitable software market. This is in an effort to rein vent the company after many years of failed business operations. Recently, HP announced its corporate and strategic overhaul plan that had an adverse effect on its share price. The overhaul is intended to push HP into profitable market segments such as software, connectivity, and cloud services. Their strategy includes doing away with its Webos mobile devices and exiting the PC market that is not as profitable as it was in past decades. Its Webos devices include the Veer Smartphone and the Touchpad tablet. In addition, it is looking for alternatives to its Personal Systems Group (PSG). This might include separating operations of PSG form those of HP.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Another recent HP initiative is exploration of cloud services. HP has devised ways to provide cloud services to enterprises, consumers, and small and medium sized businesses. It has developed cust omized cloud services for each of the three groups of consumers. Services offered to each group offers solutions to problems that present challenges in the modern world where technology is an important aspect of achieving goals and objectives. The initiative’s main objective is to revamp HP’s service business in order to guarantee stability and high profit margins. This is a positive move because cloud services are under high demand and HP could seize the opportunity to reinvent itself. HP has also elected a new interim chairman, Ralph Whitworth after exit of Raymond Lane. He left after fallout with the corporation’s top management regarding acquisition of Autonomy Corporation. This move is an effort by the management of the corporation to avoid cases of past wrangles that cost it dearly. The new interim chairman has been serving at HP in the capacity of Board member for approximately two years. Lane said that he stepped down because he did not want to disrupt H P’s reinvention efforts. The new interim chairman is known for reviving failed corporations by introducing change. The election of Whitworth is a move towards adopting leadership that embraces change, a factor that is synonymous with their recent initiatives and corporate overhaul strategy. This essay on What HP Is Doing Right And Why? was written and submitted by user Dan1M00nstar to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Whitmans Song of Myself Spirituality and Religion

Whitman's Song of Myself Spirituality and Religion Spirituality is a mixed bag for the great American  poet, Walt Whitman.  While he takes a great deal of material from Christianity, his conception of religion is much more complicated than the beliefs of one or two faiths mixed together. Whitman seems to draw from the many roots of belief to form his own religion, putting himself at the center. Examples From the Text Much of Whitmans  poetry resounds with Biblical allusions and innuendo. In the very first cantos of Song of Myself, he reminds us that we are formed from this soil, this air, which brings us back to the Christian Creation story. In that story, Adam was formed from the dust of the ground, then brought to consciousness by the breath of life. These and similar references run throughout Leaves of Grass, but Whitmans intent seems rather ambiguous. Certainly, he is drawing from Americas religious background to create poetry that will unify the nation. However, his conception of these religious roots seems twisted (not in a negative way) - changed from the original conception of right and wrong, heaven and hell, good and bad. In accepting the prostitute and murderer along with the deformed, trivial, flat, and despised, Whitman is trying to accept all of America (accepting the ultra-religious, along with the godless and un-religious). Religion becomes a poetic device, subject to his artistic hand. Of course, he also seems to stand apart from the grime, putting himself in the position of the  observer. He becomes a creator, almost a god himself, as he speaks America into existence (perhaps we could say that he really sings, or chants, America into existence), validating every element of the American experience. Whitman brings philosophical significance to the most simple objects and actions, reminding America that every sight, sound, taste, and smell can take on a  spiritual importance to the fully aware and healthy individual. In the first cantos, he says, I loafe and invite my soul, creating a dualism between matter and spirit. Throughout the rest of the poem, though, he continues this pattern. He constantly uses the images of body and spirit together, bringing us to a better understanding of his true conception of spirituality. Divine am I inside and out, he says, and I make holy whatever I touch or am touchd from. Whitman seems to be calling to America, urging the people to listen and to believe. If they wont listen or hear, they may be lost in the perpetual Wasteland of the modern experience. He sees himself as Americas savior, the last hope, even a prophet. But he also sees himself as the center, the one-in-one. Hes not leading America toward  T.S. Eliots  religion; instead, he is playing the part of the Pied Piper, leading the masses toward a new conception of America.

How to Open and Read a GEDCOM File

How to Open and Read a GEDCOM File One of the most common methods used to exchange genealogical information is a GEDCOM file, an acronym for GEnealogical Data COMmunication. In simple terms, GEDCOM is a method of formatting your family tree data into a text file which can be easily read and converted by any genealogy software program. The GEDCOM specification was originally developed in 1985 and is owned and managed by the Family History Department of the Church of Jesus Christ of Latter-Day Saints. GEDCOM is 5.5 and 5.5.1 (legacy GEDCOM) are no longer maintained as development continues on GEDCOM X.   Using GEDCOM Almost all major genealogy software packages and websites - including Reunion, Ancestral Quest, My Family Tree, and others - both read and write to the GEDCOM standard, although most of those tools also have their own proprietary formats. Depending on the GEDCOM version and the version of any given genealogy software program, you might encounter some standards problems that lead to imperfect interoperability. For example, Program X might not support a few tags that Program Y supports, so some data loss might occur. Youll want to check each programs technical specifications to see if and how it differs from the GEDCOM standard. Anatomy of a Genealogy GEDCOM File If you open a GEDCOM file using your word  processor, youll see a jumble of numbers, abbreviations, and bits and pieces of data. There are no blank lines and no indentations in a GEDCOM file. Thats because it is a specification for exchanging information from one computer to another and was never intended to be read as a text file. GEDCOMs basically take your family information and translate it into an outline format. Records in a GEDCOM file are arranged in groups of lines that hold information about one individual (INDI) or one family (FAM) and each line in an individual record has a level number. The first line of every record is numbered zero to show that it is the beginning of a new record. Within that record, different level numbers are subdivisions of the next level above it. For example, the birth of an individual may be given level No. 1 and further information about the birth (date, place, etc.) would be given level No. 2. After the level number, you will see a descriptive tag, which refers to the type of data contained in that line. Most tags are obvious - BIRT for birth and PLAC for place - but some are a little more obscure, such as BARM for Bar Mitzvah. A simple example of GEDCOM records: 0 I2 INDI 1 NAME Charles Phillip /Ingalls/ 1 SEX M1 BIRT2 DATE 10 JAN 18362 PLAC Cuba, Allegheny, NY1 DEAT2 DATE 08 JUN 19022 PLAC De Smet, Kingsbury, Dakota Territory1 FAMC F21 FAMS F30 I3 INDI1 NAME Caroline Lake /Quiner/1 SEX F1 BIRT2 DATE 12 DEC 18392 PLAC Milwaukee Co., WI1 DEAT2 DATE 20 APR 19232 PLAC De Smet, Kingsbury, Dakota Territory1 FAMC F211 FAMS F3 Tags can also serve as pointers - for example, I2 - which indicate a related individual, family or source within the same GEDCOM file. For example, a family record (FAM) will contain pointers to the individual records (INDI) for the husband, wife, and children. Here is the family record that contains Charles and Caroline, the two individuals discussed above: 0 F3 FAM1 HUSB I21 WIFE I31 MARR2 DATE 01 FEB 18602 PLAC Concord, Jefferson, WI1 CHIL I11 CHIL I421 CHIL I441 CHIL I451 CHIL I47 A GEDCOM is basically a connected web of records with pointers that keep all of the relationships straight. While you should now be able to decipher a GEDCOM with a text editor, you will still find it much easier to read with the appropriate software. GEDCOMs contain two additional pieces: A header section (led by the line  0 HEAD) with metadata about the file; the header is the very first section of the file. The final line - called a  trailer - indicates the end of the file. It simply reads  0 TRLR. How to Open and Read a GEDCOM File Opening a GEDCOM file is usually straightforward. Begin by ensuring that the file is truly a genealogy GEDCOM file and not a family tree file created in some proprietary format by a  genealogy software program. A file is in GEDCOM format when it ends in the extension .ged. If the file ends with the extension .zip then it has been zipped (compressed) and needs to be unzipped first.   Back up your existing genealogy databases, then open the file (or import it) with your software. How to Save Your Family Tree as a GEDCOM File All major family tree software programs support the creation of GEDCOM files. Creating a GEDCOM file does not overwrite your existing data or change your existing file in any way. Instead, a new file is generated by a process called exporting. Exporting a GEDCOM file is easy to do with any family tree software by following the basic instructions offered in the software help tool. Remove private information such as birth dates and  Social Security numbers  for people in your family tree who are still living in order to protect their privacy.   List of Tags The GEDCOM 5.5 standard supports quite a few different tags and indicators: ABBR  {ABBREVIATION} A short name of a title, description or name. ADDR  {ADDRESS} The contemporary place, usually required for postal purposes, of an individual, a submitter of information, a repository, a business, a school or a company. ADR1  {ADDRESS1} The first line of an address. ADR2  {ADDRESS2} The second line of an address. ADOP  {ADOPTION} Pertaining to the creation of a child-parent relationship that does not exist biologically. AFN  {AFN} A unique permanent record file number of an individual record stored in Ancestral File. AGE  {AGE} The age of the individual at the time an event occurred or the age listed in the document. AGNC  {AGENCY} The institution or individual having the authority or responsibility to manage or govern ALIA  {ALIAS} An indicator to link different record descriptions of a person who may be the same person. ANCE  {ANCESTORS} Pertaining to forbearers of an individual. ANCI  {ANCES_INTEREST} Indicates an interest in additional research for ancestors of this individual. (See also DESI) ANUL  {ANNULMENT} Declaring a marriage void from the beginning (never existed). ASSO  {ASSOCIATES} An indicator to link friends, neighbors, relatives, or associates of an individual. AUTH  {AUTHOR} The name of the individual who created or compiled information. BAPL  {BAPTISM-LDS} The event of baptism performed at age eight or later by priesthood authority of the LDS Church. (See also BAPM, next) BAPM  {BAPTISM} The event of baptism (not LDS), performed in infancy or later. (See also  BAPL, above, and CHR.) BARM  {BAR_MITZVAH} The ceremonial event held when a Jewish boy reaches age 13. BASM  {BAS_MITZVAH} The ceremonial event held when a Jewish girl reaches age 13, also known as Bat Mitzvah. BIRT  {BIRTH} The event of entering into life. BLES  {BLESSING} A religious event of bestowing divine care or intercession. Sometimes given in connection with a naming ceremony. BLOB  {BINARY_OBJECT} A grouping of data used as input to a multimedia system that processes binary data to represent images, sound, and video. BURI  {BURIAL} The event of the proper disposing of the mortal remains of a deceased person. CALN  {CALL_NUMBER} The number used by a repository to identify the specific items in its collections. CAST  {CASTE} The name of an individuals rank or status in society, based on racial or religious differences, or differences in wealth, inherited rank, profession, occupation, etc. CAUS  {CAUSE} A description of the cause of the associated event or fact, such as the cause of death. CENS  {CENSUS} The event of the periodic count of the population for a designated locality, such as a  national or state  census. CHAN  {CHANGE} Indicates a change, correction or modification. Typically used in connection with a DATE to specify when a change in information occurred. CHAR  {CHARACTER} An indicator of the character set used in writing this automated information. CHIL  {CHILD} The natural, adopted or sealed (LDS) child of a father and a mother. CHR  {CHRISTENING} The religious event (not LDS) of baptizing or naming a child. CHRA  {ADULT_CHRISTENING} The religious event (not LDS) of baptizing or naming an adult person. CITY  {CITY} A lower level jurisdictional unit. Normally an incorporated municipal unit. CONC  {CONCATENATION} An indicator that additional data belongs to the superior value. The information from the CONC value is to be connected to the value of the superior preceding line without a space and without a carriage return or newline character. Values that are split for a CONC tag must always be split at a non-space. If the value is split on a space the space will be lost when concatenation takes place. This is because of the treatment that spaces get as a GEDCOM delimiter, many GEDCOM values are trimmed of trailing spaces and some systems look for the first non-space starting after the tag to determine the beginning of the value. CONF  {CONFIRMATION} The religious event (not LDS) of conferring the gift of the Holy Ghost and, among protestants, full church membership. CONL  {CONFIRMATION_L} The religious event by which a person receives membership in the LDS Church. CONT  {CONTINUED} An indicator that additional data belongs to the superior value. The information from the CONT value is to be connected to the value of the superior preceding line with a carriage return or newline character. Leading spaces could be important to the formatting of the resultant text. When importing values from CONT lines the reader should assume only one delimiter character following the CONT tag. Assume that the rest of the leading spaces are to be a part of the value. COPR  {COPYRIGHT} A statement that accompanies data to protect it from unlawful duplication and distribution. CORP  {CORPORATE} A name of an institution, agency, corporation or company. CREM  {CREMATION} Disposal of the remains of a persons body by fire. CTRY  {COUNTRY} The name or code of the country. DATA  {DATA} Pertaining to stored automated information. DATE  {DATE} The time of an event in a calendar format. DEAT  {DEATH} The event when mortal life terminates. DESC  {DESCENDANTS} Pertaining to the offspring of an individual. DESI  {DESCENDANT_INT} Indicates an interest in research to identify additional descendants of this individual. (See also ANCI) DEST  {DESTINATION} A system receiving data. DIV  {DIVORCE} An event of dissolving a marriage through civil action. DIVF  {DIVORCE_FILED} An event of filing for a divorce by a spouse. DSCR  {PHY_DESCRIPTION} The physical characteristics of a person, place or thing. EDUC  {EDUCATION} Indicator of a level of education attained. EMIG  {EMIGRATION} An event of leaving ones homeland with the intent of residing elsewhere. ENDL  {ENDOWMENT} A religious event where an endowment ordinance for an individual was performed by priesthood authority in an LDS temple. ENGA  {ENGAGEMENT} An event of recording or announcing an agreement between two people to become married. EVEN  {EVENT} A noteworthy happening related to an individual, a group or an organization. FAM  {FAMILY} Identifies a legal, common law or other customary relationship of man and woman and their children, if any, or a family created by virtue of the birth of a child to its biological father and mother. FAMC  {FAMILY_CHILD} Identifies the family in which an individual appears as a child. FAMF  {FAMILY_FILE} Pertaining to, or the name of, a family file. Names stored in a file that is assigned to a family for doing temple ordinance work. FAMS  {FAMILY_SPOUSE} Identifies the family in which an individual appears as a spouse. FCOM  {FIRST_COMMUNION} A religious rite, the first act of sharing in the Lords supper as part of church worship. FILE  {FILE} An information storage place that is ordered and arranged for preservation and reference. FORM  {FORMAT} An assigned name given to a consistent format in which information can be conveyed. GEDC  {GEDCOM} Information about the use of GEDCOM in a transmission. GIVN  {GIVEN_NAME} A given or earned name used for official identification of a person. GRAD  {GRADUATION} An event of awarding educational diplomas or degrees to individuals. HEAD  {HEADER} Identifies information pertaining to an entire GEDCOM transmission. HUSB  {HUSBAND} An individual in the family role of a married man or father. IDNO  {IDENT_NUMBER} A number assigned to identify a person within some significant external system. IMMI  {IMMIGRATION} An event of entering into a new locality with the intent of residing there. INDI  {INDIVIDUAL} A person. INFL  {TempleReady} Indicates if an INFANT- data is Y (or N). LANG  {LANGUAGE} The name of the language used in a communication or transmission of information. LEGA  {LEGATEE} A role of an individual acting as a person receiving a bequest or legal devise. MARB  {MARRIAGE_BANN} An event of an official public notice given that two people intend to marry. MARC  {MARR_CONTRACT} An event of recording a formal agreement of marriage, including the prenuptial agreement in which marriage partners reach an agreement about the property rights of one or both, securing property to their children. MARL  {MARR_LICENSE} An event of obtaining a legal license to marry. MARR  {MARRIAGE} A legal, common-law or customary event of creating a family unit of a man and a woman as husband and wife. MARS  {MARR_SETTLEMENT} An event of creating an agreement between two people contemplating  marriage, at which time they agree to release or modify property rights that would otherwise arise from the marriage. MEDI  {MEDIA} Identifies information about the media or having to do with the medium in which information is stored. NAME  {NAME} A word or combination of words used to help identify an individual, title or other items. More than one NAME line should be used for people who were known by multiple names. NATI  {NATIONALITY} The national heritage of an individual. NATU  {NATURALIZATION} The event of obtaining  citizenship. NCHI  {CHILDREN_COUNT} The number of children that this person is known to be the parent of (all marriages) when subordinate to an individual, or that belong to this family when subordinate to a FAM_RECORD. NICK  {NICKNAME} A descriptive or familiar that is used instead of, or in addition to, ones proper name. NMR  {MARRIAGE_COUNT} The number of times this person has participated in a family as a spouse or parent. NOTE  {NOTE} Additional information provided by the submitter for understanding the enclosing data. NPFX  {NAME_PREFIX} Text which appears on a name line before the given and surname parts of a name. i.e. (Lt. Cmndr.) Joseph /Allen/ jr. NSFX  {NAME_SUFFIX} Text which appears on a name line after or behind the given and surname parts of a name. i.e. Lt. Cmndr. Joseph /Allen/ (jr.) In this example jr. is considered as the name suffix portion OBJE  {OBJECT} Pertaining to a grouping of attributes used in describing something. Usually referring to the data required to represent a multimedia object, such as an audio recording, a photograph of a person or an image of a document. OCCU  {OCCUPATION} The type of work or profession of an individual. ORDI  {ORDINANCE} Pertaining to a religious ordinance in general. ORDN  {ORDINATION} A religious event of receiving authority to act in religious matters. PAGE  {PAGE} A number or description to identify where information can be found in a referenced work. PEDI  {PEDIGREE} Information pertaining to an individual to parent lineage chart. PHON  {PHONE} A unique number assigned to access a specific telephone. PLAC  {PLACE} A jurisdictional name to identify the place or location of an event. POST  {POSTAL_CODE} A code used by a postal service to identify an area to facilitate mail handling. PROB  {PROBATE} An event of judicial determination of the  validity of a will. May indicate several related court activities over several dates. PROP  {PROPERTY} Pertaining to possessions such as real estate or other property of interest. PUBL  {PUBLICATION} Refers to when or where a work was published or created. QUAY  {QUALITY_OF_DATA} An assessment of the certainty of the evidence to support the conclusion drawn from evidence. Values: [0|1|2|3] REFN  {REFERENCE} A description or number used to identify an item for filing, storage or other reference purposes. RELA  {RELATIONSHIP} A relationship value between the indicated contexts. RELI  {RELIGION} A religious denomination to which a person is affiliated or for which a record applies. REPO  {REPOSITORY} An institution or person that has the specified item as part of their collection(s) RESI  {RESIDENCE} The act of dwelling at an address for a period of time. RESN  {RESTRICTION} A processing indicator signifying access to information has been denied or otherwise restricted. RETI  {RETIREMENT} An event of exiting an occupational relationship with an employer after a qualifying time period. RFN  {REC_FILE_NUMBER} A permanent number assigned to a record that uniquely identifies it within a known file. RIN  {REC_ID_NUMBER} A number assigned to a record by an originating automated system that can be used by a receiving system to report results pertaining to that record. ROLE  {ROLE} A name given to a role played by an individual in connection with an event. SEX  {SEX} Indicates the sex of an individual - male or female. SLGC  {SEALING_CHILD} A religious event pertaining to the sealing of a child to his or her parents in an LDS temple ceremony. SLGS  {SEALING_SPOUSE} A religious event pertaining to the sealing of a husband and wife in an LDS temple ceremony. SOUR  {SOURCE} The initial or original material from which information was obtained. SPFX  {SURN_PREFIX} A name piece used as a non-indexing pre-part of a surname. SSN  {SOC_SEC_NUMBER} A number assigned by the United States Social Security Administration. Used for tax identification purposes. STAE  {STATE} A geographical division of a larger jurisdictional area, such as a state within the United States of America. STAT  {STATUS} An assessment of the state or condition of something. SUBM  {SUBMITTER} An individual or organization who contributes genealogical data to a file or transfers it to someone else. SUBN  {SUBMISSION} Pertains to a collection of data issued for processing. SURN  {SURNAME} A family name passed on or used by members of a family. TEMP  {TEMPLE} The name or code that represents the name of a temple of the LDS Church. TEXT  {TEXT} The exact wording found in an original source document. TIME  {TIME} A time value in a 24-hour clock format, including hours, minutes, and optional seconds, separated by a colon (:). Fractions of seconds are shown in decimal notation. TITL  {TITLE} A description of a specific writing or other work, such as the title of a book when used in a source context, or a formal designation used by an individual in connection with positions of royalty or another social status, such as Grand Duke. TRLR  {TRAILER} At level 0, specifies the end of a GEDCOM transmission. TYPE  {TYPE} A further qualification to the meaning of the associated superior tag. The value does not have any computer processing reliability. It is more in the form of a short one- or two-word note that should be displayed any time the associated data is displayed. VERS  {VERSION} Indicates which version of a product, item, or publication is being used or referenced. WIFE  {WIFE} An individual in the role as a mother or married woman. WILL  {WILL} A legal document treated as an event, by which a person disposes of his or her estate, to take effect after death. The event date is the date the  will  was signed while the person was alive. (See also PROB)

Discuss the pros and cons of private vs. public defense. Please Research Paper

Discuss the pros and cons of private vs. public defense. Please remember this is not an opinion question - Research Paper Example When charged for criminal or civil offences, people always have to choose the type of attorney to use because of the benefits they can accrue from them. This paper reports on the pros and cons of a public and private attorney. The first advantage that associated with public defenders is that they are professionals whose services are given to the public free of charge. Anyone entitled to the services of public attorney does not need to pay. Since they are paid by the county and state governments, the public do not need to spend even a single cent on them. Meaning, they are the cheapest attorneys whose services are guaranteed so long as one qualifies to be represented by them. However, this does not apply to the private defenders who are directly hired by the client who fully pays for their services in case they need to be represented in a court of law. In fact, this is a disadvantage of private defenders (Reyrauch, 2011). Unlike their counterparts, private attorneys only represent one in the court of law if they are properly paid by the same client. Meaning, if one does not have enough money, one might be forced to borrow, take a loan or forfeit the services of a private defender. The other advantage of a public defender is that their presence in a case might make the case to be presided over and finished within the shortest time possible. As public officers, public defenders often have a backlog of cases to represent. Therefore, in order to save on time, they have to liaise with the prosecutor and the bench to ensure that a case is heard and decided upon within a short time. This is the only way through which they can create room for other cases which are obviously awaiting them. Surprisingly, this does not apply to the private defenders who are keen on simultaneously handling a few cases and spending a lot of time in conducting private investigations and conducting all the other logistical. So, with

Affirmative Action Essay Example | Topics and Well Written Essays - 500 words

Affirmative Action - Essay Example This multipurpose term is used for the set of programs developed by government in order to eliminate the discrimination based on race and gender. The affirmative action programs provide opportunities in education and employment. This facilitates the opportunities that can help beneficiary group to improve its skill, opportunities and uplift the social status. There are various studies that have covered the controversies around the affirmative action within the American society and politics. This has been viewed a politically motivated activity to increase or maintain the vote banks. The controversy is also linked with the tangibility factors of the affirmative action. This is termed as ‘reverse discrimination or preferential treatment’ by Mangum. Berry (2004) has studied the expansion of the affirmative action programs to the private sector by providing educational, training and employment opportunity to the protected groups with increase their recruitment in the organiz ation. There have been various studies and debates over the controversies around affirmative action.

Effective Leadership Is A Tool To Organisational Performance Management Essay

Effective Leadership Is A Tool To Organisational Performance Management Essay Leading people in the course of accomplishing certain goals and objectives needs certain skills; amid them is the leadership skill. Leadership is a process by which a group of people are inspired and influenced to achieve organizational objectives and long-term goals. This essay is aimed at examining critically, some of the main theories of Leadership and will be structured into two parts. The first part will focus on leadership and evaluation of the leadership theories. The second part will be linking leadership to performance and giving examples of some organisations that have succeeded through good leadership practices. The concept of Leadership has no universal definition. It is imperative to understand the meaning of leadership before going into the different theories of leadership. Leadership has been defined as the relationship that exists among leaders and their followers in expressions of power relationship, here leaders through their power effects change in others, the skills and knowledge a leader possess to effect this change through others makes effective leadership possible (Northouse, 2004). Although leadership, has been defined to mean different things to various authors. It is thought to be unknown and mysterious (Adair, 2006), but to have a general conclusion, it is seen as an important ingredient to achieve effective management and mainly about the ability to influence people, driving them towards achieving organizational goals, objectives and aims. Roger (1997) suggests that leadership is not necessarily the same as management, that although managers have authority, they may not have power. Hackman (2002) argues that leaders can also control personnel resources by creating a situation for team effectiveness, enabling structure. Enabling structure which can be formed through the manner within which work is considered, the encouragement of core norms of conduct and team work is organised. Bernard (1926) posits that anybody who is ordinarily efficient in delivery psychological stimuli to others and hence effective in cultivating cooperative responses can be called a le ader. This means that a leader must have prestige, know which stimuli that is adequate to response to the purposes and device a procedure for presenting the stimuli. Despite the diverse ways by which leadership has been conceptualized, there are central components that can be identified as fundamental to its phenomenon. Key Elements in leadership definition Just as there are many definition of leadership, there are also approaches to leadership that has help to in-depth understanding of leadership. Trait Approach Trait theory asserts that certain qualities of being an effective leader may possibly be inherited; these traits can be intelligence, social status, physical traits like weight and strength, or personality traits like self-honesty, self confidence, and creativity (Mullins, 2005; Northouse, 2004; Rogger, 1997). Most Scholars that take the trait approach attempt to categorize physiological, demographic, personality, self-confidence, and assertiveness, task-related and social characteristics with leader effectiveness. Whitener (2007) suggests that these lists of traits are what potential leaders should aspire to have in other to be seen as an effective leader. Trait approach has been seen to be incoherent, as there are no traits that differentiated leaders from non- leaders in that a leader in one situation may not necessarily be a leader in another position, instead of the qualities that individual have, leadership was reconceptualised as a relationship among people in a social situat ion (Stogdill, 1948). Trait explanation of effective leadership has been regarded with little esteem by leadership researchers, although some steady relationship were found, the discovery suggest that leadership is not just a sheer possession of mixture of traits, situation specific analysis took over if not dominating( Zaccaro et al, 1991; Stogdill, 1948; Bass, 1990). Conger et al (1998) saw trait approach as being too simplistic, House et al (1997) concluded that there were few, if any common trait is linked to leadership effectiveness. Trait approach gave rise to the question whether leaders are born or made and whether is an art or science. Even if they are born it still needs to be developed through training and encouraged and if it is an art, it still requires the application of certain special skills or techniques (Mullins, 2005). Furthermore, researchers have found that there is no one and only trait or leadership style to lead effectively and that it all depends on organizational culture, employee behaviour, readiness to achieve and tasks to be performed or aspects of the situation. This is in conformity with the situational leadership model according to Hersey Blanchard (1969) which basically suggest that the knowledge of employees is vital in effective leadership. Although trait approach have a century of research to back it up and has given us a benchmark on what to look out for if we want to be a leader, it failed to define ultimate list of leadership traits, take situation into consideration and has resulted in highly subjective determinations of the most important trait (Northouse, 2004). Behavioural Approach The Behavioural approach believes that leaders are made and not born and to be a leader needs to be learnt and develop through observation and creativity. This school of thought concentrates on the kind of behaviour of people in leadership situations, how they treat their subordinates and its result on performance (Mullins, 2005; Antonakis et al, 2003). The Michigan University and Ohio State was used in the study of this approach, the survey acknowledged two scope of leadership referred to as consideration which is employee oriented leadership and structure which is production oriented leadership (Antonakis et al, 2003). McGregor recommended that a leaders behaviours depend on his assumptions about people and the human nature. For instance, if a person is appointed a manager and he see people as being naturally lazy, reluctant to take responsibility, resistant to change the theory -X employees the leader may adopt autocratic style of leadership and if he see employees who works hard, quick to change and seek responsibility rather than avoid it the theory- Y employees he will adopt a participative leadership style (Roger, 1997). This approach to leadership is contradictory because the type of behaviour a leader enacted depends on the situation. The Leadership styles The leadership styles can be attributed essentially to the philosophy of the leaders. Mullins, (2005) suggest that leadership style is the way within which the functions of leadership are carried out and the way managers typically behaves towards their subordinate. In this regards three styles can be distinguished via: autocratic, participative, and laissez-faire. The autocratic style also known as authoritarian style of leadership can be termed tellers. They feel that they know best what they want and tend to express those wants as direct orders to their associate. This style according to Roger (1997) can be dictatorial or paternalistic. Dictatorial in the sense that the leader tells the followers what to do without comment. Reward and penalty for poor performance becomes the order of the day. While the paternalistic style, imposes close supervision and control. Although this type of leadership is looked upon as negative, many autocratic leaders have been successful in accomplishing goals. Its strength can be seen when employees are submissive and prefer not to be responsible for participating in planning and decision making, autocratic leaders are effective since they keep decisions and control to themselves. However autocratic leadership style has number of disadvantages. Here employee ideas are not fully applied, it suppresses workers idea, and staff cannot be developed to their maximum potential Roger (1997). The participative leadership style encourages the feeling of involvement, being relevant, valued, team work and part of the decision making process. It involves the employees in the whole process towards implementation and effecting change. Here workers like to feel that their ideas are important and feel more committed, they also tend to develop greater feelings of esteem and are therefore better motivated, there is also high quality decision and productivity, it also encourages team work and interpersonal exchange and finally eliminates feelings of hostility Roger (1997). This style can also be disadvantageous in that decision making can be slow because of the time taken to consult the employees, it also works on the principles of consensus and lack of positive direction, may prevent the achievement of the objectives and employee participation in minor operation rather than the major decisions which may lead to resentment. The laissez-faire also called the free rein. Here the leader observes that the members of the group can work well on their own. With the goal of the organisation in view, the leader presents task to the group members who then work out their best own techniques for accomplishing those goals within the frame work of the organizational objectives and policy, this is to allow them freedom of action to think best but ever ready to help when the need arises. Although there is freedom of action, it can degenerate into chaos, decision making is performed by the dominant peers in the group, work generally is sloppy and productivity low Roger (1997). The Situational Contingency Approach The situational and Contingency emphasises that in leadership study in organization, certain variables and situations should be put into consideration as there could be unforeseen situation which can emerge anytime. That flexibility and dynamic styles should be used in different situations. This approach emphasises that situation is the dominant feature for determining an effective leadership as situation is one of the main forces influencing managerial behaviour and the contingency model assumes that there is no one best way or style of leadership(Mullins, 2005). Although this approach is appealing there are some managers who have the knowledge and skill and appear to be the most appropriate leader in given situation but do not appear as effective leaders (Mullins, 2005). The Functional Approach The functional approach concentrates on the roles, functions and responsibility of an effective leadership, what the leader do and the character of the group (Mullins, 2005). This approach sees leadership as distributed function. The most important ingredient of this leadership approach is its attention on how rather than who (shead, 2010). John Adairs three circles in his action centred leadership deeply influenced the functional leadership approach. These three circles symbolize the areas where leadership functions take place. Those areas are: task, team, individual. This approach believes that the skills of leadership can be learnt, developed, and perfected through training and development (Mullins, 2005). In recent times most organization does not wait for leaders to look for them but search for those who have leadership potential to develop them and expose them to their careers (Mullins, 2005). This model encourages team work, considers the changing role of leaders and followers in organization and can help in selecting team leaders. Although it encourages team work it does not offer a specific situation for team leader and the direction for leadership training is unclear, compound and demoralizing (Northouse, 2004). Transformational Leadership Transformational leadership is quite appealing and emphasizes on the most effective way to use human resources to achieve result, which has led management concentration on how leaders transform organization (Mullins, 2005). Leadership should not just be about an elite few that distributive leadership should be among the key factors to effective organisational success (CIPD, 2010a). Burns in his writing upon transforming leadership Posits that the transforming leader shapes, alters, and elevates the motives, values and goals of subordinates attaining considerable change in the process. Transformational leaders may; develop a followers needs, change a followers self-interest, enhance the confidence of followers, promote followers prospect, enhance the value of the leaders intended outcomes for the follower promote behavioural change, motivate others to higher levels of personal success Bass (1990). Tichy Devanna (1986) in Bolden et al. (2003) propose that transformational leadership cannot just be attributed to charisma but also as a behavioural process. All this can be achieved through employee involvement, motivation and engagement because a charismatic leader is the one who inspires their followers with the idea that they can accomplish great task through extra exertion. Transformational leadership has seen to be effective in most of the organisation that has succeeded through effective leaders. This leadership approach is individually considerate in that it considers the difference among their employee and acts as mentors to the employee who need help the leaders also through stimulation shows their followers new ways of tackling problems by making them understand difficulties as problem solved Bass (1998). An illustration of this leader is Lorenze Iversen, a former president of Mestas Machine Company, who said to the employees, we got this job because u re the best mechanics in the world. This president believes in walking around inspiring his employees and he is known for instilling pride and commitment. Although Transformational leadership has intuitive appeal, treats leadership as a process that occurs between followers and leaders, lays emphasis on followers needs, values, and morals and as effective form of leadership, its functions connect with each other and it is elitist and antidemocratic (Avolio, 1999; Bass Avolio, 1993). Yukl, (1999) in Northouse, 2004 argues t hat transformational leadership suffers from heroic leadership and also likely to be abused. Evidence that effective leadership is a tool to organisational performance It will be important to define what we mean by organisational performance and success before delving into the way it is affected by leadership practices. Richard et al (2009) posits that organisational performance consists of three main areas of firms outcomes which includes; financial performance involving (profit, return on assets, and return on investment etc.), shareholder return (total shareholder return, economic value added etc.) and product market performance (sales, market share etc.). Richard went further to explain that many organisation have tried to manage performance using the balance scorecard method in which performance is tracked and measured in multiple ways such as; financial performance, customer service, social responsibility (corporate citizenship and community outreach) and employee stewardship. Organisational success differs from one sector of business to another. Nevertheless organisations use key performance indicators (KPI) to determine their level of success. For instance key performance indicator (KPI) for a sales or retail sector could be profit, customers loyalty. Also for service sectors their success could be measured by key performance indicators (KPI) such as employee satisfaction, customers satisfaction and achieving the goals and objectives set by management (Forsaith Hall 2000). However, when we talk about high performance it is not enough to say that an organisation is performing high during the short-term or during economic progression periods, organisation that can be recorded as a high performing organisation is the one that can face both of the internal and external challenges (CIPD, 2010b). Darwin E. Smith who was appointed the CEO of Kimberly Clark a paper company whose stock had fallen from 36% is a typical example of a leader who can thrive in economic challenges and progression. Smith created a transformation at Kimberly Clark turning it into the leading consumer paper products company in the world and beating its rivals Scott paper and Procter Gamble. In so doing he generated a cumulative stock return of 4.1 times greater than those of the general market outpouring companies such as Hewlett-Packard, 3m, Coca-Cola and General electric (Collins, 2001a). Effective leaders, understands that high performance in organisation is not all about instant su ccess but long-term feasibility and they tend to also focus on training and development programmes that is linked to high performance. They tend to concentrate more on on-the-job training (Ashtons, 2002). Leadership has been seen to be central to individual, team and organisational performance. Many factors both internal and external have a posture on sustainable performance and employee engagement lies at the heart of organisational performance, leadership can be said to be inexplicably influential in terms of its impact on employee engagement and performance(Collins, 2001a). To lead effectively, leaders ought to know that it takes the inspiration, commitment and engagement of their employees and they should know how to influence them towards achieving organizational objectives. Engaging employees is quite vital as leadership is very much about it (CIPD, 2008). Engagement could be said to be the sum of effort an employee is willing to apply in their work. This can be influenced if the engaging leadership scheme is assumed and this is can be illustrated using its model: Figure 1: The Structure of the Engaging Transformational Leadership Questionnaire Engaging Individuals Showing genuine concern Enabling Being Accessible Encouraging questioning Personal qualities and core values Acting with integrity Being honest and consistent Engaging the organization Inspiring others Focusing team effort Being decisive Supporting a developmental culture Moving forward together Networking Building shared vision Resolving complex issues Facilitating change sensitivity Adapted from www.cipd.co.uk/shapingthefuture This chart shows that engaging leadership has a key role on employee motivation, job satisfaction and commitment and can reduced work-related stress which will in turn lead to high performance in organisation. Therefore, in other for organisation to compete effectively and achieve competitive edge that will ensure long-term success and survival of business, there is a need to foster a leadership that takes into consideration human relations, and its responsive to the dynamics of the business environment McGunagle (2010). Various authors have proposed several forms of leadership that will enhance performance in organisation. These forms of leadership range from Transformational, charismatic and participative leadership styles. Transformational could be said to be linked with adaptive behaviours which has to do with getting the employees to think creatively and learn new skills, it also takes into consideration the need and ability to manage and control challenging situations while accommodating different social factors (Han Williams, 2008; Pulakos et al, 2000; Rosen et al, IN PRESS), (Moss, Dowling Callanan, 2009). Transformational leadership is seen to be effective because it presents a leader who focuses on challenging visions as such input commitment into the employees, this kind of leadership favours and empowers teams in achieving organisational goals (Shin Zhoug, 2003). Several authors have identified transformational leadership to function at both team and individual level (Kirkman, Chen, Farh, Chen, Lowe, 2009; Liao Chuang, Zohar Tenne-gezit, 2007). Very importantly at the individual level transformational leadership assumes the position of discretionary stimuli that arises as a result of different relationship between the leader and the lead (Wang et al., 2005). While at the team level transformational leadership creates an atmosphere where team members are creative and they willingly share ideas capable of transforming the organisation (Chen Bliese, 2002). Bass Avolio (1994) posit that transformational leaders engage more with their colleagues. They behave in different ways to a ttain superior result using the Four Is which is idealised influence, intellectual stimulation, inspirational motivation individualised consideration (Avolio, Waldman Yammarino, 1991). However in achieving effective organizational success, leaders who adopts bottom-up strategy rather than top-down system seems to be more effective. The top-down system is rule from above, with little or no involvement of those at the bottom, who are highly needed for the execution of tasks. It blocks flow of information in an organisation which will lead to misinformation to the employees. Bottom-up strategy promotes employee involvement, help free flow of information and feedback, ideas and suggestions from the employees (Wright Taylor, 1994). Good to great leaders do not start from vision and strategy rather they start from people first and then strategy second. They get the right people on the bus and move the wrong people off the bus, then ushers the right people on the seats and then figure out where to drive it (Collins, 2001a). Collins, (2001b) also identified some factors of moving from a good to a great leader. The prime is the level 5 leadership which emphasises that leaders should be an epitome of humility to be able to do whats best for their organizations by accomplishing advantageous outcomes. Examples of leaders in this class are Yun Jong-Yong of Samsung Electronics, Japan, Makesh Ambani of reliance Industries in India etc. Jong Yong Yun, Samsung Electronics chief executive officer since December 1996, has restructured Samsung by challenging traditional Korean corporate culture of hierarchy and lifetime employment. Yun inculcated a sense of perpetual crisis among his employees and encouraged them to come up with innovative products that according to him, were essential for Samsungs survival. His emphasis was on quality products with unique designs and effective brand promotions. In 2004, Samsung surpassed Sony to earn profits of $9.4 billion over revenues of $72 billion 34. Roopa Chaudhuri (2005) in 2003-2010 IBS Case Development Centre Effective leaders understand the importance of employee empowerment which in turn leads to organisational success. This can be made evident in the case of Sao Paulo in Brazil. When Ricardo Semler, became the Chief Executive Officer, Semco expanded into other businesses like banking, environmental services and e-business. Ricardo preferred to change Semco into a democratic organisation for which he adopted the philosophy of employee empowerment. Ricardo was against the autocratic style of management, and was for participative management. Under Ricardo, Semcos revenues rose from $35 million in 1990 to $160 million in 2003. Semco soon came to be known as the unusual kind of workplace 25. Kiran, B. Chaudhuri , (2009) in 2003-2010 IBS Case Development Centre. However, many organisations have succeeded through good leaders who understand the need to invest in their people. An example of this can be seen from Vineet Nayar, CEO of Indian IT service giant HCL Company who likes to rock the boat. When Vineet was asked his greatest legacy, he responded without missing word That I have destroyed the office of the CEO his company has 55,000 employees and a market cap of $24 billion which is growing faster than Indians red-hot economy. He also led the charge that gave rise to the companys motto, Employee first, customer second an idea that gave many managers hives (Cappelli et al., 2010). In an interview with the senior executive of the Indian companys like the Tata, Mahindra Mahindra, and Infosys etc. on how they derive their organisation to high performance none of these leaders said that they succeeded because of their own cleverness at strategy or top team effort. These leaders said that their source of competitive advantage lies deeply in their companies, in their people (Cappelli et al., 2010). This entails that when employees are made the epitome of performance in an organisation they will be willing to contribute effectively to the organisational success that is to say good leadership cannot be separated from organisational success. A leader that takes the loyalty of their employees for granted jeopardises the collective foundation of that organisation, while this leaders go in one direction, the rest of the organisation will be trapped in another way. The High Commitment High Performance leaders (HCHP) such as Tim Solso of Cummins, Jorma Ollila of Nokia, Russ Fradin of Hewitt Associates, Allan Leighton etc. focuses attention on involvement with their people and operations; they try to create a link between the people who do the job and the performance they deliver (Russell et al. 2008). These leaders were able to achieve a greater height by combining four strategies such as earning the trust of their organisation through their openness to the unadorned truth, they were greatly engaged with their employee, were also able to assemble their people around a determined agenda and finally they realised that they can only succeed as part of a committed team and endeavoured to make their firms collective leadership cap abilities (Russell et al 2008). Allan Leighton practiced management by working around; before he became the CEO of Royal mail they were losing  £1.2m. Mr Leighton has already had some success in turning the company around. In May, the company posted its first improvement in trading performance for five years. By then, it said, it was losing just  £750,000 a day, down from an average of  £1.2m a day the previous year (Russell et al., 2008).). These HCHP leaders believes that investing in people is a means to achieving their goal because achieving a greater organisational height depends highly on how an employee is happy enough and feels committed to contribute effectively to attain high performance (Russell et al, 2008). Leaders in High performance organisation are inspiring and accessible; they do this through effective communication, high employee involvement and engagement, training and development. In fact they believe in their people, this can be made evidence through Stella David of Bacardi-Martini UK, she not only shaped various phase of the Bacardi-Martini work practices and performance systems, but was also known by all employees at Bacardi-Martini as inspiring and accessible. To the employees, she is highly discernible with the day-day operations of the business. Through her leadership style the company had  £400m turnover with 550 employee each earning  £35,000 p.a.; 19% (Ashton, 2008). Also Chris Galanty the managing director of Flight Centre UK said their company have built up a reputation as a people-focused business and their culture is about cultivating personal and career development, which gives their employees a strong degree of empowerment (2010 Flight Centre (UK) Limited). This company has a Turnover rate of  £19.4m with 550 employees earning  £35,000 p.a.; their business strategy is Shared high performance and profit one big global family and One Best Way (Ashton, 2008) In achieving sustainable organisational success one can see that distributive leadership plays an important role because it encourages line managers and employee empowerment which results to positive effect on performance. Caroline Sharp the director of HR and Workforce Strategy at Dumfries and Galloway NHS Board in her interview on distributed leadership pointed out that the traditional hierarchical form of leadership was not working well for their organisation in terms of making their teams changeable to enhance performance and the need for distributive leadership aroused which made them to deliver a leadership programme called Delivering Dynamic Improvement, this programme was a success because it helped the organisation to restructure their general management team (CIPD, 2010a). In summary successful leaders concentrate on the factors that derive profitability which revolves around investment in people, technology that supports frontline workers, serious recruitment and training and compensation which is related to performance for employees (Heskett et al, 2008). From the above explanation and examples one can see that effective leadership cannot be separated from high performance in the organisation, the both term are linked together and for organisation to attain a greater height there is need for distributive leadership and employee satisfaction (CIPD, 2010a).

Battered women

Designation from other forms of abuse is necessary due its frequent occurrence today. A battered woman is one who due to the physical and mental abuse shows symptoms of fear most of the time and feels very helpless. The condition is caused by conjugal abuses, domestic violence, alcoholism, drug abuse and encounters such as rape.Apart form being common, the term is confused to refer to women who have encountered some of the forms of abuse that women face today. Understanding the meaning of the word and the difference is Important in making sure that it is not mistaken for a specific form of abuse.Men are the perpetrators of this abuses that result to battering in the end. The victims exhibit fear most of the time with major reactions to minute issues. Apart from that they are helpless in most circumstances that they encounter due to the trauma. Aside from creating fear in the lives of the victims, there are other effects that result from battering. Arthritis, hypertension and other he art diseases like heart attacks are some of the adverse medical conditions diagnosed in many battered women.Some of the words that come into mind like conjugal abuses, domestic violence, drug abuse, alcoholism and rape should not be individually taken to be the cause of battering in women. Rather they should be considered as some of the causative agents. Battered women: Designation from other forms of abuse to avoid misuse and reduce the ambiguity, especially now that it has become an issue of concern due to its frequency. Step 3: Definition paragraph Revised Draft Battered women: Designation from other forms of abuse is necessary due its frequent occurrence today.A battered woman is one who due to the physical and mental abuse shows symptoms of fear most of the time and feels very helpless. The condition results from is caused by conjugal abuses, domestic violence, alcoholism, drug abuse and other encounters such as rape. Apart form being common, the term is confused to refer to wo men who have encountered some of the forms of abuse that women face today. Understanding the meaning of the word and the difference is Important in making sure that it is not mistaken for a specific form of abuse. Men are the perpetrators of this abuses that result to battering in the end.The victims exhibit fear most of the time with major reactions to minute issues. Apart from that, they are helpless in most circumstances that they encounter due to the trauma. Aside from creating fear in the lives of the victims, there are other effects thatother effects result from battering. Arthritis, hypertension and other heart diseases like heart attacks are some of the adverse medical conditions diagnosed in many battered women. Some of the words that come into mind like conjugal abuses, domestic violence, drug abuse, alcoholism and rape should not be individually taken to be thenotably are not the only causes of battering in women.Rather they should be considered asare some of the causativ e agents. Battered women: Designation from other forms of abuse to avoid misuse and reduce the ambiguity is important,. This is especiallyespecially now that it has become an issue of concern due to its frequency. Step 4: Definition paragraph Revised Draft Battered women: Designation from other forms of abuse is necessary due its frequent occurrence today. A battered woman is one who due to the physical and mental abuse shows symptoms of fear most of the time and feels very helpless.The condition results from conjugal abuses, domestic violence, alcoholism, drug abuse and other encounters such as rape. Apart form being common, the term is confused to refer to women who have encountered some of the forms of abuse that women face today. Understanding the meaning of the word and the difference is Important in making sure that it is not mistaken for a specific form of abuse. Men are the perpetrators of this abuses that result to battering in the end. The victims exhibit fear most of the time with major reactions to minute issues. Apart from that, they are helpless in most circumstances that they encounter due to the trauma.Aside from creating fear in the lives of the victims, other effects result from battering. Arthritis, hypertension and other heart diseases like heart attacks are some of the adverse medical conditions diagnosed in many battered women. Some of the words that come into mind like conjugal abuses, domestic violence, drug abuse, alcoholism and rape notably are not the only causes of battering in women. Rather they are some of the causative agents. Battered women: Designation from other forms of abuse to avoid misuse and reduce the ambiguity is important.This is especially now that it has become an issue of concern due to its frequency. Step 5: Definition Paragraph Final Draft Battered women: Designation from other forms of abuse is necessary due its frequent occurrence today. A battered woman is one who due to the physical and mental abuse shows symp toms of fear most of the time and feels very helpless. The condition results from conjugal abuses, domestic violence, alcoholism, drug abuse and other encounters such as rape. Apart form being common, the term is confused to refer to women who have encountered some of the forms of abuse that women face today.Understanding the meaning of the word and the difference is Important in making sure that it is not mistaken for a specific form of abuse. Men are the perpetrators of this abuses that result to battering in the end. The victims exhibit fear most of the time with major reactions to minute issues. Apart from that, they are helpless in most circumstances that they encounter due to the trauma. Aside from creating fear in the lives of the victims, other effects result from battering. Arthritis, hypertension and other heart diseases like heart attacks are some of the adverse medical conditions diagnosed in many battered women.Some of the words that come into mind like conjugal abuses, domestic violence, drug abuse, alcoholism and rape notably are not the only causes of battering in women. Rather they are some of the causative agents. Battered women: Designation from other forms of abuse to avoid misuse and reduce the ambiguity is important. This is especially now that it has become an issue of concern due to its frequency. REFERENCE The Clark County Prosecuting Attorney, 2010. Domestic violence. Retrieved on 9th August < http://www. clarkprosecutor. org/html/domviol/effects. htm