Idea of translation and related issue Essay Example | Topics and Well Written Essays - 1250 words

Idea of translation and related issue - Essay Example That is why there is such an aspect as a misunderstanding or not understanding of the spoken or heard information. As the practice shows, such a thing as a pure translation is impossible. In any case there are some contributing factors such as the existence of opinions or attitudes to what is translated or interpreted by the person who translates, even some ethical or political reasons with the intention to influence the person who is aimed to hear the message, and so forth. So let’s see how the issue of translation is considered by different scientists – Emmanuel Levinas, Karl Marx in the context of the theme of colonialism and translation and whose ideas and statements are supported by Dr. Suh and whose ones are denounced by him. To begin with it is necessary to admit that both translation theories of Emmanuel Levinas as well as Karl Marx are linked with each other as the first one serves as a basis for the existence of the second one. We will start with Levinas who is well-known by his critics of the tradition of Western philosophical though. According to him â€Å"The sociality of language (or dialogue): cannot be reduced to the exchange of ideas between those who share the same ground of understanding and belong to the commonness† (Suh). So the theory of Levinas’s translation is attached with the main theme of ethical and political practice with the concepts of the â€Å"self† and the â€Å"other†, that is, â€Å"the problem of politics comes up because there are multiple others in the world† (Suh). Another important part in realizing of Levinas’s theory of translation is his concepts of the â€Å"saying† and the â€Å"said† – â€Å"The key t o connecting Levinas’s ethics to actual politics is understanding the relationship between saying and the said† (Suh). In other words, the â€Å"self† and the â€Å"other† have almost nothing common between them that’s

Leader and organizational behavior Research Paper

Leader and organizational behavior - Research Paper Example I maintain that I am the ideal candidate for this job because I am sufficiently educated and possess the adequate qualities that would help me greatly in filling this position. A typical Vice President of Operations of a company as large and progressive as yours would be entitled to be a committed worker. I understand that the duties include creating and upholding the vision and overall direction of the company, and supervising and evaluating the work of other top position-holders, such as department directors, operations managers. Moreover, a Vice President would play a crucial role in the approval and laying out of the day-to-day operations of the company, aiding and assisting subordinates should the need arise while identifying potential areas of improvement. In addition, at times, a Vice President could be required to coordinate with the directors of different departments. Lastly, a Vice President would, of course, be required to analyze a company’s overall performance by reviewing financial statements, customer feedback and sales and activity reports. In general, a good Vice President of Operations would have to be sharp and in control of the operations at hand while maintaining a cohesive work environment to maximize productivity and eliminate internal conflicts. If I were to be awarded this position, I would be fully committed to being hard working and dedicated to the company and, in particular, to my job. In my experience, I have learnt that I work best in demanding conditions by being organized from the get-go and assigning myself goals and aims from the beginning of the project (Smith, 1992). I have found that goal setting helps me greatly because it allows me a sense of focus as opposed to being distracted by unnecessary objectives that should not be given precedence. Simply put, lacking a goal could disperse my attention over all the possible, yet needless, objectives in a certain circumstance. Moreover, because it has been found that the mo re challenging the goal, the greater the motivation to achieve it, I believe my work quality would improve dramatically as I would be more inclined and persistent to work harder. Furthermore, setting goals would help me in using my time more productively by allocating it to the pressing tasks at hand (Wilson, 2008). In addition, I would be using my resources most efficiently (with the least waste) to productively aid the company. I believe setting goals helps in personal growth, all the while motivating you to work harder and more diligently to strive for what you set out to achieve. Setting targets for myself would show me clearly the vision I aim to uphold and would push me harder and harder until I successfully achieve it. For someone in a position as demanding as that of Vice President, some direction is necessary. I feel that setting goals such as being prompt with my work, or being thorough in my reports would better motivate me into becoming a good Vice President for the comp any and would give me a sense of confidence once these goals are realized. In the past, I have worked for various companies and have had to deal with demanding circumstances such as rushed deadlines, miscommunications in the chain-of-command, and conflicting behavior of coworkers and lack of

Romeo and Juliet Essay Example for Free

Romeo and Juliet Essay The story of Romeo and Juliet has been well known for many centuries. It has been interpreted and adapted by many people, including Shakespeare himself! Two of the most famous versions are the 1968 film by Franco Zeffirelli and the 1996 film by Baz Luhrmann. Each director has adapted the story for his own purposes. I am going to study how these two films have interpreted Shakespeares play in a modern style for a modern audience. I feel that each version will appeal to a different audience compared to the other. Language for example, should be closely reviewed as it has to be appropriate for the humour of the particular time in each film. This is because puns were very popular in Shakespearean times so throughout the play there is a great deal used. In the first scene Capulets servants, Sampson and Gregory, joke together by using puns. Here are two examples of the way they use them: I strike quickly, being moved But thou art not quickly moved to strike. And I will be civil with the maids; I will cut off their heads. The heads of the maids? Ay, the heads of the maids, or their maidenheads, take it in what sense thou wilt. A modern audience however, would not find this humorous so the directors would have had to accommodate to this and adapt to it. The use of common, everyday language has also changed dramatically since the 16th Century so people today would not necessarily understand the plot if they went to watch Romeo and Juliet in its original theatre form. Zeffirelli and Luhrmann both kept Shakespeares language in their films, which was a great risk to take if they were to be box-office successes. I think Zeffirelli did this because the film was based in medieval times so the language reflected this. Luhrmann however, thought that language was very important to the story and he did not want to lose the Shakespearean idea and effect of the play. In the prologue Shakespeare conveys the outline of the story and makes it clear that fate has doomed the two lovers. Again, each film version has been adapted in very different ways to fit their audience. The first scene establishes the quarrel between the two families and introduces Benvolio and Tybalt who are contrasting characters- Tybalt being very aggressive and violent and Benvolio being a peacemaker. Each filmmaker created their own idea of the two characters with Zeffirellis remaining more in-keeping with the original play and Luhrmann interpreting the two characters as modern-day American gangsters especially Tybalt. The prologue of Zeffirellis version is very calm and peaceful; it begins with an aerial view of the city and pans around it as the voice-over reads the famous passage that begins Two households, both alike in dignity in a dull and unemotional tone. The scenery is very romantic and the camera uses soft lens to show this. The citys architecture is shown to be medieval and visually beautiful. The music too is very renaissance and one of the musical themes is established. The title Romeo and Juliet that appears on the screen is written in old, medieval and rather gothic lettering in keeping with the setting. Overall, the prologue is dull and dreary and I do not feel that it would appeal to a wide audience. However, it is very much the same as Shakespeares as Zeffirelli has not made any extreme changes. Baz Luhrmanns prologue however, is the complete contrast; it begins with a shot of a 1950s T. V broadcast showing that it is a modern adaptation of the play. The news reader then announces the plays prologue like a 60 second segment as part of the local news. It then moves onto a confusion of images one after another as the pace increases dramatically. The music builds to a crescendo, which increases the tension and excitement, in tone the music is slightly religious. The characters are introduced in freeze-frames, which seems like a typical American modern programme. There are many violent images portrayed to establish, like Shakespeare does, a long running feud between the two families, many of which are religious symbols (e.g. Christ, Virgin Mary and the Capulet and Montague buildings with Christ statue in between). Newspaper headlines also reinforce images. Through the blur and rush it shows a lot of destruction and fire and a violent society is shown through images for example, magazine covers. Baz Luhrmanns prologue sets the scene of the play by illustrating the violence occurring between the two wealthy families, the Montagues and the Capulets. Overall, Luhrmanns is fast-paced and very exciting, thus keeping the viewer intrigued and wanting to watch more. Zeffirellis first scene is very different from the prologue; it moves from being calm and sadistic to a loud, lively and bustling market place. It is an authentic mise-en-scene, which seems very medieval. There is a lot of laughter that appears more ironic than genuine. The characters are introduced from their feet upward including Tybalt later on in the scene. The Capulets begin the scene and are wearing bright, light and rather clownish clothes; their main use of colour is orange. The Montagues clothes however, are dark and sombre with colours such as navy/dark blue. The sexual humour in Shakespeare is not present in the Zeffirelli version as a modern audience would not understand and would not find it humourous. As the puns are omitted, humour is introduced through images and action, for example a modern audience may find the costumes funny because they are authentic and medieval (this makes it seem more realistic). The fight scene is made more exciting by involving the audience through the use of a hand-held camera and some shots are out of focus to add to the atmosphere and tension as if the audience is part of the crowd. During the fight it is extremely noisy; there are bells ringing, rallying cries and lots of shouting and ambient sound makes it seem realistic. The Prince then arrives on a horse and the camera shot is looking up to make him seem powerful. Zeffirelli succeeds in accomplishing the interpretation of Shakespeares play as it appears very realistic and he has kept to the storyline. Luhrmanns next scene opens with the Montague Boys behaving loud and aggressive and very much in the mood to enjoy themselves. They arrive at a gas station which is a perfect, modern location to incorporate Shakespeares original text that says Verona: A public place. The camera zooms in on the numberplate of the car which reads MON 105 with Verona Beach underneath. This clearly illustrates what gang they belong to. The Montagues are wearing colourful beachwear and they have pink hair and tattoos, their car is orange/yellow with an open-top. I think that their clothes reflect their personality. As the Montagues gas up their car whilst being loud, vulgar and riotous some Capulets pull in to the gas station. The Capulets are in a blue car with heavily tinted windows to make them appear sinister. The camera shows a close-up of their number plate too which shows that the enemy has arrived. They are mainly wearing black and have metal on their heels along with religious symbols on their T-shirts. One Capulet even has sin written on his teeth. Luhrmann has clearly changed the sequence of characters because in his version the Montague boys begin the first scene, however, in Zeffirellis and Shakespeares it is the Capulets beginning the scene by joking around etc. When the two gangs notice each other it then turns into a Spaghetti Western like film with each side representing their families and are ready to fight. Mexican music then begins to also represent this and highlight the effect. At the beginning there is a great deal of laughter, which is largely similar to Zeffirellis version. When the Capulets arrive they are laughing and joking which is what both families do in Zeffirellis. The characters do not say anything that is humourous, however, the actions and noises that some of them make may be humourous to the audience. This implies for Zeffirellis too. For example, In Luhrmanns the sound effects are exaggerated when a passenger in one of the cars is shown hitting one of the Montagues over the head repeatedly. This adds humour to the atmosphere. Luhrmann also omits the puns for the same reason as Zeffirelli. When the Capulets are chasing the Montagues there is screeching of tyres to add excitement and tension to the atmosphere. As the challenge to fight is being issued the music stops and the only sound the audience can hear is screaming in the background. Tybalt is then introduced in the same way as he is in Zeffirellis- from the feet upwards to make him seem very important. He is portrayed as aggressive and violent which is how Shakespeare shows him in the original play too. The atmosphere becomes increasingly tense as he slowly lights a match and drops it while the background is blurred to highlight the act; this is to increase the drama of the scene. Tybalt then grinds the match with his metal heel and the sound is exaggerated to make it seem more dramatic. The camera goes into a close-up of the two gangs guns and gun emblems bearing words like 9mm Sword. Luhrmann has used Shakespeares use of knives and swords and adapted the significance in the use of the makes of their guns instead. This is a way of explaining why gangsters say things like Put up your swords. I think that this is a very inventive interpretation of the original text to a modern-day story. Benvolio is then introduced using a close-up shot and freeze frame. He is portrayed as a peacemaker even by the first words he says which are Part fools you know not what you do! Again, Luhrmann is adapting from the original text by creating him the way Shakespeare does as non-aggressive. The music then stops and all the audience can hear are the flames of the fire (this is called ambient sound). The camera then focuses on the car notice that says Add more fuel to your fire. This is ironic because the sign is reflecting real life as the fuel in the gas station actually is ablaze. During the gun fire exchange the music and sound effects come together to make the quick changing camera shots seem rapid. There is dramatic Mexican/Spaghetti Western music rising in volume in the background and lots of gunshots and screams are heard. Background noises of horns of cars in traffic jams can also be heard in the din. It then returns to the chanting music of the opening titles, which dramatically increases tension as the gas station explodes in flames. The camera then focuses on the Capulet and Montague buildings and goes into an aerial view as though in the helicopter by looking down at the chaos on the ground. The music reaches its climax as Benvolio and Tybalt drop their guns to the floor. This is done in slow motion to emphasise what is happening. At this point, everything is extremely tense as the audience watch the two guns slowely drop to the ground in unison. Although Luhrmann has adapted this play and changed many things about it he has kept the original idea and characters of the play. In other words, this is no West Side Story, loosely interpreting a Shakespearean play for its own ends. Rather, it IS Shakespeares Romeo and Juliet, uprooted into a new setting for a new generation and I feel that Luhrmann has achieved this very well. This is because Shakespeares plays were designed to adapt to any audience and with this in mind, Baz Luhrmann has created a film that applies to the modern audience through this updating. I also watched a part of West Side Story, however, this takes a very free view of its source material as it uses Shakespeares tragedy for its plot value more than anything else. This is unlike Zeffirellis or Luhrmanns as they have produced an interpretation of the film and included most of Shakespeares text. It is difficult to compare West Side Story to the other two versions as it departs so much from the story Romeo and Juliet that it is hardly recognizable as an adaptation. However, it does keep to the idea of the two rival gangs.

Strategic Management Report on Toyota

Strategic Management Report on Toyota Toyota Motor Corporation (Toyota) is the largest producer of automobiles in Japan and the worlds second largest automotive manufacturer based on production and sales. In 2010, Toyota sold 7.24 million units (Toyota, 2010). Toyota diversified operations include financial services, telecommunications, prefabricated housing and leisure boats. Besides its 12 plants and a number of manufacturing subsidiaries and affiliates in Japan, Toyota has 52 manufacturing companies in 27 countries that produce Lexus and Toyota brand vehicles and components. Toyota employs approximately 320,590 people worldwide, and markets vehicles in more than 170 countries. The company is headquartered in Tokyo, Japan and had an operating income of approximately 397.05 billion Yen (Toyota, 2011). And the main competitors of Toyota are General Motors, Honda Motors and Ford Motors (Daily Finance, 2011). 3. Analysis of Toyota Strategic Capabilities: 3.1 Company Capabilities Grant (2010) says about Lean production integrates capabilities relating to the manufacture of components and subassemblies, supply chain management, production scheduling, assembly, quality control procedures, systems for managing innovation and continuous improvement and inventory control. 3.1.1 Resources Innovation has always been a Toyota resource. In the 1970s Toyota began to produce smaller, more fuel-efficient cars, which customers desired after oil prices rocketed. Recently, it has used both diesel technology and the electric car. 3.1.2 Organizational Culture However, Toyotas main resource is the Toyota Way, the 14 principles behind the Toyota Production System (Combe, 2011). These originated in the post 1945 environment, when it was imperative to make the maximum use of scarce resources. Challenges, improvement, Kaisen, go and see (genchi genbutsu); respect and teamwork are the main tenets of these principles, which can be outlines as follows. Management decisions should be long term, as opposed to short term, although they should be arrived at consensually. Problems should be highlighted by continuous process, not hidden and resolved immediately so that a quality product is produced immediately. Only existing and trustworthy technology should be used and tasks need to be standardized so that the workload is leveled out and the workers are continually improving. Management should understand all aspects of the companys operations, and pass on their dedication to the companys goals to others. All workers, suppliers and affiliated should always be challenged to improve their performance. The latter means that Toyota becomes a leaning organization with workers being empowered to make changes as they perform their daily tasks. The Toyota Way has given Toyota a comparative advantage in both quality and reliability. 3.1.3 Supply Chain According to Winfield and Hay (1997) part of the strategic capabilities of Toyota includes the strategic capabilities of the supply chain. The pattern and organization of a supply chain is perceptibly a comprehensive topic, concerning inter dependencies between research and development, marketing and production roles, creating considerable courses of goods and technical, market and financial information. 3.2 Core Competencies Toyotas global competitive advantage is to build trust and confidence with customers by delivering outstanding quality products and services that add real value to their business. According to Drejer (2002), However, in recent years there has been a number of recalls of multiple models of Toyota, which are amazingly reliable. How could this possibly happen to the car company that was the undisputed leader in quality. 4. Evaluation of Possible Future Strategies for the Company: The main strategic issue for Toyota is maintaining its position as the worlds leading car manufacturer after the recent mass vehicle recall. 4.1 Future Strategies for Culture Change Based on the book titled 7 Lessons for Leading in Crisis written by George (2009), Toyota needs a credible leader with a strong, cohesive plan (George, 2010). 4.1.1 Face reality, starting with yourself Toyota blamed the problems on stuck floor mats and panicky drivers. Instead, Toyota should acknowledge that its vaunted quality system failed. CEO Toyoda should take personal responsibility by saying that he pushed too hard for growth and neglected quality. 4.1.2 Dont be Atlas; Get the world off your shoulders Toyoda needs a crisis team reporting directly to him, working 24/7 to get problems fixed permanently. He should add the worlds top quality experts to his fix it team and listen carefully to their advice. 4.1.3 Dig deep for the root cause Management should have required its best engineers to get to the root cause of this problem and every other quality problem being reported. 4.1.4 Get ready for the long haul These problems wont just fade away. In fact, they are likely to get worst before getting better. Toyota must invest heavily in corrective actions while its sales shrink and profits implode, requiring major cash resources until its reputation can be restored. 4.1.5 Never waste a good crisis For all the pain Toyota is experiencing, this crisis provides a unique opportunity to make fundamental changes required to restore Toyota quality. Employees are ready for new direction, and they are willing to make radical changes to renew the company. With Toyodas leadership, Toyota automobiles can be restored to the worlds highest quality. 4.1.6 Youre in the spotlight: Follow True North Toyoda must come out of hiding, take personal responsibility, and subject himself to intense questioning by regulators and the media. Then he should make a personal commitment to every Toyota customer to repair the damage, including buying back defective cars. 4.1.7 Go on offense; focus on winning now Coming out of this crisis, the market will never look the same. Toyota cannot wait until all its quality problems are resolved. It must play defense and offense simultaneously. To win, Toyota has to offer advanced features and superior quality, better value for consumers, greater safety, and improved fuel efficiency. 4.2 Future Strategies for Innovation Like Volkswagen, Toyota could design cars for specific markets (Welch, 2010). Penetration of the price sensitive Indian market could be achieved by producing its low cost car soon (The Economic Times, 2010). Toyota needs to pay more attention to the Chinese market, which is the largest and fastest growing. As Chinese families are smaller than their Western equivalents, this could be an opportunity for increased sales of the smaller Camry model (Xinhua, 2010). Retracting in Europe could fund expansion into these blossoming Asian markets. Specific markets could also be entered by joint ventures with local manufacturers. Volkswagen is aiming to do this in India, by acquiring a stake in Suzuki, which is a market leader there through its subsidiary Maruti (Ran Kim and Hetzner, 2009). Another possible strategy for Toyota is to restore its benchmark for quality and reliability, which has been severely impaired with the second recall of 4.2 million vehicles in 2009 (Bunkley, 2010). Crucial to this strategy, is the introduction of twenty dedicated technology facilities to highlight defects as quickly as possible (Guardian, 2010). In addition, the new regional quality subcommittees have the power to make improvements without head office approval. This would eradicate defects quickly, and, in turn reassure customers. 5. Implementation of the Strategic Change: Recently, public criticism focuses on complaints of too much computerization, problems with global sourcing, and the effects of Toyotas single-minded pursuit of becoming the worlds largest automaker. In fact, the recent criticism of Toyota in these areas demonstrated how leadership holds the keys to success and failure to organizational transformation. New Technology and Leadership Toyotas recent strategy to become the worlds number one automaker has been underpinned by using new know-how, new technology and new materials to improve, perfect and break through auto design and manufacturing. However, the strategy also required that Toyota shifted its focus form manufacturing engineering and built-in-quality toward research and development product design. When a company shifts its focus form lean production to technology innovation, there is an embedded obstacle culture change. On one hand, the essence of lean production dictates the elimination of waste. On the other hand, the uncertainties in new product development require that the manufacturer build in redundancy to manage the risks of the unknown and unsure a high level of safety. Trying to balance lean production with the need for redundancy is a difficult act that requires the leadership to be instrumental in making key decisions as well as leading and managing the change. Global Sourcing and Leadership Toyotas decisions on strategic positioning impacts its cooperation with suppliers. The suppliers original alignment of competitive advantages, core capabilities and value propositions needs to change along with that of Toyotas. such changes, unavoidably, will be reflected in vehicle quality, customer satisfaction and even customer safety. Some would view this as a by-product of the vehicle makers strategic move directed by its leadership. Others think the leadership should consider such impact as part of the change management alongside strategic planning shifts. Whatever it is, the key is the alignment, especially with corporate culture, people capabilities, acceptance of stress and pressure, and the ability to coordinate and change. World No. 1 and Leadership The new leadership certainly has felt the pressure. It is the responsibility of the leaders to sort out the alignment and coordination between strategic direction and operating model. Hopefully, the recall crisis will be treated once more as an opportunity to align its lean production culture and its operation excellence capabilities with its desire to leverage new technology, to continue sourcing from the globe while continuing to stay on the No. 1 pedestal. A transformation already is apparent. Toyota has become less defensive and has responded quickly to new complaints of defects. Leadership is no longer absent and now appears to be leading from the front. In consideration of the various issues, Toyotas growth strategy for the continued realization of Genchi Genbutsu and high quality at affordable prices will centre on a thorough customer first perspective (Toyota, 2010). Specifically, Toyota will review their product lineups to match customer needs in each region and create a production system that responds to changes in market structure while optimally allocating resources in areas where Toyota want to advance. 6. Conclusion Recommendations: Toyota seems to have abandoned one of its core competencies quality. Toyota is suffering from trying to get too big, too fast. Toyota sensed weakness from its auto rivals in the American market, and also noted opportunity in emerging markets such as China and India. So, it started enormous expansion around the world. In doing so, Toyota abandoned one of its core values, which is to never build a new product in a new factory with a new workforce. Toyota may have won the rights to brag as the worlds biggest car company, however, that appears to have come at a heavy cost to its reputation for quality and in turn customer dissatisfaction. Management needs to make sure that their projects and their goals are aligned with organizational values and core competencies. Understanding the importance of competencies and core values, and how they need to work in conjunction, is profoundly important for management success. Management should give thought and efforts towards developing both of these sets of attributes and remain focused on business goals. This is a challenging menu, and this crisis is the true test of Akio Toyodas leadership. Believe this is a great company that will resurrect its reputation and restore its leadership.

Motherhood and the Politics of Native Americans :: Culture Cultural Sociology Essays

Motherhood and the Politics of Native Americans Community, rituals, magical beliefs and practices are very important things to Native American people. Native American people live by these rituals and beliefs, they live around their community; their community isn’t just that, but their family as well. Parents don’t just raise their children but the whole community has a hand in raising all of the children. Family is a very important part of Native American people’s lives, they keep traditions going with their families, parents raise their children the same way that they were raised by their parents. â€Å"Reclaiming Culture and the Land: Motherhood and the Politics of Sustaining Community† is about a mother who is a Native American activist who has two children, she wants them to be raised and go to school in an Indian community. â€Å"I put my children in that school because I wanted them to be in the Indian community.† She explains that she is not sure if her children know what she is doing is common, but they know that what she is doing is right. â€Å"My children do have the sense that what I do is not necessarily common. Recently my daughter started asking me if I’m famous.† She has fought for her children to have a good life, full of community, ritual, and an understanding of who they are and where they come from. â€Å"Body Ritual Among the Nacirema† explains that magical beliefs and practices is a big part of being Native American. They feel that they must practice their rituals daily to get a sense of belonging in the community. Nacirema Indians have a shrine which they keep charms and magical potions. They believe without them, no member can live. They perform rituals with these potions to make the ill healthy again, once the potion has been used it is put in the shrine box to be kept; normally these boxes are full or overflowing with potions. There are so many that the Narcirema Indians normally don’t know what all of them are and what they do, so they don’t use them again. One of the most common rituals performed is the mouth-rite; this includes inserting a small bundle of hog hairs into the mouth, along with magical powders, and then moving the bundle around in the mouth in a highly formalized series of gestures.

Essay --

Succinimidyl-4-(N-maleimidomethyl) cyclohexane-1-carboxylate (SMCC) is a non-cleavable and membrane permeable crosslinker. It contains an amine-reactive N -hydroxysuccinimide (NHS ester) and a sulfhydryl-reactive maleimide group. NHS esters react with primary amines at pH 7-9 to form stable amide bonds. Maleimides react with sulfhydryl groups at pH 6.5-7.5 to form stable thioether bonds The staining procedure starts by placing the slides in a slide rack, immersed in a staining dish containing PBS and incubated for 5 min. PBS was removed from slides by tipping the slides and allowing the PBS solution to drip out. Residual PBS around the samples was also removed by gently absorbing the solution with Kim wipes without contaminating and damaging the samples. Diluted antibody solution (1/10 v/v in PBS) were directly inoculated to the regions encircled with wax pen and incubated for one hour without letting the sections dry. The slides were washed in PBS solution for 10 min. This step was triplicated. One drop of prolong) media as an antifading agent was applied to each section and covered with a coverslip to preserve the QDs from photobleaching during fluorescence microscopy experiments. The edges of the coverslips were sealed with nail polish to prevent drying. Slides were placed in a dark room and we waited until the nail polish dries at room temperature for 12 hours. They were kept for another 12 hours at 4  ºC in a refrigerator.A confocal laser scanning microscope (Zeiss LSM 710, Carl Zeiss Micro imaging GmbH, Germany) was used to visualize dough sample microstructure. Starch granules were identified by simple polarized light .The excitation wavelengths of the QDs were 405 nm for the reflection and 615 nm for the fluoresce... ...mages of are illustrated in figure for†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The results showed that antibody-quantum dots conjugates successfully diffused into the 3D matrix and were bound to gliadins. Distribution and location of gliadin at different focal planes in each section were found to show similar patterns for a given mixing time. Gliadins were evenly dispersed in dough sections and typically localized in the center of the sections. This supports the observation and hypothesis that the mobility of gliadin due to its lower viscosity enables gliadin to diffuse to the inner sections of the dough along with all other parts of the sample. Intensities of gliadins at top and bottom stacks were relatively low compared to ones located at center. It might be because of optical sectioning of starch molecules found at top and bottom surfaces of sections play a dominant part in the imaging process.

A Clinical Assessment and Management of a Patient

A CLINICAL ASSESSMENT AND MANAGEMENT OF A PATIENT WITH FACULTATIVE HYPEROPIA Prepared By: Santos, Clarence O. Abstract Ametropia is an anomaly of the refractive state of the eye in which, with relaxed accommodation, the image of objects at infinity is not formed on the retina. Thus vision may be blurred. The ametropias are: astigmatism, hyperopia (hypermetropia) and myopia. The absence of ametropia is called emmetropia. The word â€Å"ametropia† can be used interchangeably with â€Å"refractive error† or â€Å"image formation defects. Types of ametropia include myopia, hyperopia and astigmatism. They are frequently categorized as spherical errors and cylindrical errors. Those who possess mild amounts of refractive error may elect to leave the condition uncorrected, particularly if the patient is asymptomatic. For those who are symptomatic, glasses, contact lenses, refractive surgery, or a combination of the three are typically used. Keywords Hyperopia, Ametropia, Facul tative Hyperopia IntroductionHyperopia, also known as farsightedness, longsightedness or hypermetropia, is a defect of vision caused by an imperfection in the eye (often when the eyeball is too short or the lens cannot become round enough), causing difficulty focusing on near objects, and in extreme cases causing a sufferer to be unable to focus on objects at any distance. As an object moves toward the eye, the eye must increase its optical power to keep the image in focus on the retina. If the power of the cornea and lens is insufficient, as in hyperopia, the image will appear blurred.The causes of hyperopia are typically genetic and involve an eye that is too short or a cornea that is too flat, so that images focus at a point behind the retina. In severe cases of hyperopia from birth, the brain has difficulty merging the images that each individual eye sees. This is because the images the brain receives from each eye are always blurred. A child with severe hyperopia has never seen objects in detail and might present with amblyopia or strabismus. If the brain never learns to see objects in detail, then there is a high chance that one eye will become dominant.The result is that the brain will block the impulses of the nondominant eye with resulting amblyopia or strabismus. Case Report Michelle Tizon, a 19 year old female had a routine eye checkup last July 23, 2012. She does not wear any corrective lenses. The patient does not report any symptoms of visual deficiencies and declares that she has clear vision at any distance. The patient claims that both of her parents are hypertensive, and likewise she is too. Clinical Findings The patient’s vision is 20/20 monocular and binocularly for both distance and near, with an interpupillary distance of 60/58mm and a pupil diameter of 4mm.All the patient’s ocular adnexae are within normal limits. Static retinoscopy reveals a gross finding of +2. 50 sph for both eyes and a net finding of +0. 50 sph. The fin dings enable her to achieve 20/20 vision. Upon refinement during subjective refraction, her final prescription is of +0. 50 sph for the right eye and +0. 25 sph for the left eye. The patient’s near point of convergence was measured at 8/13 which is within normal limits and with push-up amplitude finding of 12 cm or 8. 33 D. Corneal reflex testing showed a reflex located slightly nasally for the left eye and centered on the right eye.Upon further verification through alternate cover tests a slight amount of exophoria was revealed for both distance and near. Motility testing shows jerking in the patient’s smooth pursuit in all directions but smooth, accurate, full and extensive on saccades. Fundoscopic examination revealed that the internal eye for both eyes of the patient are well within normal limits and absent of any pathology. Phorometric testing reveals a habitual phoria for the patient measured at 2 xop for distance and 1 xop for near, with the same values for the induced phoria.The amplitude of accommodation of the patient was at 7. 75D which is a determinant that the patient does not need any correction for near vision Diagnosis: The patient has Facultative Hyperopia. Discussion: Various eye care professionals, including ophthalmologists, optometrists and opticians, are involved in the treatment and management of hyperopia. At the conclusion of an eye examination, an eye doctor may provide the patient with an eyeglass prescription for corrective lenses. Minor amounts of hyperopia are sometimes left uncorrected.However, larger amounts may be corrected with convex lenses in eyeglasses or contact lenses. Convex lenses have a positive dioptric value, which causes the light to focus closer than its normal range. Management: Full prescription should be given to the patient to aide her refractive error. 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