Abstract This paper explains that Constraint-Induced Movement Therapy (CIMT), or Constraint-Induced Therapy, has become a promising choice for the treatment of patients with hemiparesis, especially after a brain insult such as a stroke; hemiparesis involves the partial impairment resulting from one side of the body being more affected than the other. The author points out that CIMT involves the constraint of the unaffected limb to stimulate use of the affected area by constraint and training to improve the ability of the affected limb. This paper relates that the proposed research will be a phenomenological, qualitative, assessment study and will be of use to patients and practicing occupational and physical therapists.
Table of Contents
Research problem
Study Proposal
Research Question
Research Design
Sample Design
Data Collection
Data Reduction and Analysis
Ethical Considerations
Limitations of the Study
Appendix A: Interview Guide
Appendix B: Data Collection Sample Form
Appendix C: Informed Consent Form
From the Paper "An examination of the literature surrounding CIMT reveals that virtually all of the studies focus exclusively on measurements of improved performance. The only studies that acknowledge qualitative investigations do so in the context of recognizing the current lack of findings. In the context of the current literature on constraint-induced therapy it is important to recognize the lack of qualitative findings, and acknowledge the need for them as well. Therapy choices are only as effective as the patients they are used on. In the case of hemiparetic stroke patients, psychosocial impacts of therapies cannot be ignored."
Abstract This paper examines the soft budget constraint (SBC) as a commitment problem under socialism, presents the Dewatripont and Maskin basic model of the theory behind the SBC, and explains how the SBC can be hardened. Additionally, it closely follows the transition processes in China, as well as several Central and Eastern European Countries by focusing on efficient markets, federalism, demonopolization. The paper ends with a summary of the efficiency outcomes of a hard budget constraint.
From the Paper "The soft budget constraint syndrome is an incentive dilemma that has been primarily observed in socialist centrally planned economies, and has created major problems in their transition to the market. The term "soft budget constraint" was coined by Kornai in 1980, and can be summed up as follows: ?If the firm acts as a price maker, if the tax system it faces is soft, if it can rely on access to free state grants, if it can get credits and external financial investment on soft terms, then the budget constraint is soft; that is it will not bind the ex ante choices of the firm.? Ambrus-Lakatos (1997)"
An in-depth look at the use of constraint=based modeling and programming as a basis for creating an failure mode and effects analysis (FMEA)-based constraint model.
Abstract This paper discusses the use of constraint-based models for monitoring and predicting the applicable aspects of FMEA, depending on the specific requirements of the product tested and the environment(s) in which they are used. According to the paper, FMEA-based constraint modeling is proposed as an approach to customizing and tailoring the integration of FMEA standards to highly unique and specific production requirements. This paper specifically discusses constraint-based modeling and programming as a foundation for creating an FMEA-based constraint model.
Table of Contents:
Implementation and Management of a Constraint Based Model
Introduction
Implementation of a Constraint Based Model
Proposed Management Model
Summary
Conclusions
From the Paper "Successive prototype builds: Product managers determine a certain number of prototype cycles, and fix the dates for these cycles. Prototype cycle deadlines are met even if the prototype has shortcomings that require rectification. This rectification process takes place by the deadline of the next prototype cycle.
The final production line is used to produce the prototypes. While the engineering staff cannot produce a complete production line for the first prototype cycles, engineers manufacture the final prototypes completely on the line. This allows engineers to test the production line and the prototypes simultaneously."
Abstract This paper explains the triple-constraint theory of change management, which is based on the fact that all projects are subject to three basic constraints: time, cost, and scope. The author describes what each constraint entails, and uses a Verizon Wireless project to show where this theory would have helped to complete the project in a more timely and cost-efficient manner.
From the Paper "Verizon set a projected time frame over two years, whereby it moved significant portions of its ten-year-old VISION billing system from non-mainframe desktops to mainframe Java and Enterprise JavaBeans running WebSphere on IBM's AIX operating system. This proved trickier than expected in its execution, given the difficulty managing a temporarily mixed mainframe and application server environment and the fact that different teams had different schedules and workflow patterns. The project took more time and human resources, and thus more financial resources, but it also suffered an additional constraint, not entirely allotted for in the triple-constraint theory, that of good will on the part of employees suffering the change."
Abstract This paper examines the book "Theory of Constraints" by Eliyahu Goldratt and looks at how Goldratt, using his main character Alex Rogo, establishes the idea or premise that the goal of any manufacturing organization is simply to make money. It shows how Goldratt successfully in his work creates the idea that a company must make money and turn a profit to succeed and how the path to this goal is recognition of an organization's constraints, or potential bottlenecks to success. It discusses how his ideas are supported in the field by like minded entrepreneurs that are seeking to realize reduced inventory and profit.
Outline
Introduction
Financial Measurements
Conclusions/Assumptions
Dependent Events/Statistical Fluctuations
Support of Goldratt's Premises/Ideas
References
From the Paper "Goldratt establishes three types of financial measurements that he believes are necessary to measure the achievement of the ultimate goal, making money (CBPA, 2003). He studies net profit, ROI and cash flow. Net profit refers to the amount of sales after operating expenses are subtracted (CBPA, 2003). ROI measures net profit as divided by investment and cash flow is according to Goldratt, a "standard measurement of survival" (CBPA, 2003). Goldratt assumes correctly that financial measurements are critical to measuring the success of the company and progress toward the ultimate goal (Goldratt, 1990). They provide insight as to the conditions currently present in a plant environment, and the conditions necessary to provide a profitable and safe environment."
Abstract This paper presents the argument that there is no evidence to suggest that running budgetary deficits can adversely impact future prospects of a nation. The paper suggests that more research is required to conclusively decide fiscal policies effectiveness or ineffectiveness due to budget constraints.
From the Paper "Fiscal policy involves the level and structure of taxes and it requires decisions on priorities on public expenditures, such as basic social services, infrastructure, and regulation of economic activity and ownership of productive assets. To carry out its role adequately, fiscal policy should be governed by one self-evident principle: it should be appropriate in the sense of improving 'long term' welfare."
Abstract This paper analyses the theory and puts into practice Eli Goldratt's "Theory of Constraint". The purpose of any management theory is to achieve maximum productivity from limited resources. According to the author of this paper, Eli Goldratt provides practical approaches to identify management problems and their resolution.
From the Paper "The theory of constraint as explained by Goldratt is about identifying the weakest link in the management process and eradicating it to boost performance of any process of a series of interdependent steps. Unlike boosting performance of the whole process, Goldratt teaches us to take measures to eradicate bottlenecks and hence improve efficiency of the process through increased output. At GFC we have been too busy facilitating solutions to client's problems that we neglect our own."
Abstract This paper describes the far reaching impact of globalization. Four factors that contribute to globalization are highlighted in the paper: (1) technological change, particularly the ICT revolution; (2) the spread of market-based systems; (3) domestic politics--pro-globalization forces are more politically significant; and (4) inter-state rivalries. The writer further states that location and constraint in globalization are two key issues that require studying and understanding before embarking on this re-emerging trend.
From the Paper "Globalisation has been part of human existence since the dawn of civilization. Since the first wanderers went off the land to hunt, and the ancient traders crossed the seas to trade, globalisation became part of human evolution. In a sense, "Globalisation is not just a recent phenomenon. Some analysts have argued that the world economy was just as globalised 100 years ago as it is today. Economic 'globalisation' is a historical process, the result of human innovation and technological progress. It refers to the increasing integration of economies around the world, particularly through trade and financial flows. The term sometimes also refers to the movement of people (labor) and knowledge (technology) across international borders. There are also broader cultural, political and environmental dimensions of globalisation that are not covered here. At its most basic, there is nothing mysterious about globalisation. The term has come into common usage since the 1980s, reflecting technological advances that have made it easier and quicker to complete international transactions--both trade and financial flows. It refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity--village markets, urban industries, or financial centers. (IMF Staff, 2002)""
This paper analyzes how to accomplish successful project management in order to create a smooth transition of an oil refinery company's operating activities into a newly created subsidiary.
Abstract This paper discusses the importance and implementation of successful project management in order to transfer an oil refinery company's operating activities into a newly created subsidiary as well as to transform the crux of the business activity from cost to a profit center. In general, this paper describes project management as the discipline of organizing and managing resources, including people, in a manner that allows for the project to be completed within a defined scope, quality, time and cost constraints. Specifically, this paper defines the specific objectives of project management, such as ensuring optimized allocation and integration of all the inputs needed in order to meet the previously defined objectives, including the previously defined constraints. Also, the paper looks at successful methods of management, such as the project management body of knowledge (PMBOK) method, in which the project manager is responsible for supervising the activities and resources of the project to ensure that it is completed within the given constraints. Further, it examines Tom Robinette's equal triangle approach for working with the constraints of budget, project scope and timeline.
Outline:
Introduction
Project Integration Management
Basic Requirements
PMBOK
The Project Manager
Traditional Approach
Core KA
Functional Control
Human Resources
Project Management Essentials
Facilitating KA
Competing Constraints Equal Triangle Approach
Role of Technology
Conclusion
From the Paper "To do this, the project manager must understand the real business problem that is being solved, create a solution for the problem, and then create a project team capable of implementing that solution. Further, it is essential that the project manager ensure that his or her team is committed to the project. To do this, the project manager must work with the team member's individual manager and take the necessary steps to ensure that all milestones and deliverables are being met. More so, using such external motivators as cash, especially when connected to performance reviews, is, according to Robinette, 'always a great motivator'."
Abstract In this study, the writer's three beliefs about language teaching are discussed. The writer also identifies possible constraints that affect putting these beliefs into practice and evaluates whether these constraints can be overcome. The writer maintains that the teacher's beliefs about language teaching reflect the attitudes toward different types of teaching approaches and the constraints affect the teaching practice. According to the writer, establishing a link between beliefs and practice offers a number of implications for language teaching practitioners that might help to improve their attitudes, methods, and approach.
Outline:
Introduction
Teaching Environment
Teacher as a Motivator
Lessons Should Be Interactive
Language Teaching is Culture Teaching
Constraints Conclusions
From the Paper "In most cases, the setting contributes to the way in which language is taught depending on availability of resources, types of tests, value of the language and so forth. Therefore, it is necessary to outline my teaching environment before going any further. As a tutor of Japanese, I have been teaching intermediate level oral and written Japanese to college students ranging in age from 18 to 25 in New Zealand since the beginning of 2007. Teaching involves approximately five hours a week in classroom and the classrooms are adequate for the average class size, which is between ten and fifteen, with equipment for presenting visual materials. The university has a language laboratory and a very small collection of books written in Japanese. Course materials consist of the set textbook, which can be classified as predominately a situational based syllabus with a functional syllabus, and the accompany workbook. Not many other supplementary teaching materials are available so teachers are encouraged to prepare their own materials."
Examines the cultural constraints on the ability of Hispanic, Middle Eastern and Southeast Asian women in the U.S. to make decisions on having an abortion.
2,475 words (approx. 9.9 pages), 16 sources, 1999, $ 87.95
Abstract This research examines cultural constraints influencing decisions by women in relation to abortion. A focus of this examination is on such cultural constraints that apply to women who are members of specific ethnic population groups in the United States, with a special emphasis on women whose ethnic origins are Hispanic, Middle Eastern, and Southeast Asian.
From the Paper "A COMPARISON OF CULTURAL CONSTRAINTS ON THE ABILITY OF WOMEN TO MAKE DECISIONS ON ABORTION AMONG HISPANIC, MIDDLE EASTERN, AND SOUTHEAST ASIAN ETHNIC COMMUNITIES IN THE UNITED STATES
Introduction
This research examines cultural constraints influencing decisions by women in relation to abortion. A focus of this examination is on such cultural constraints that apply to women who are members of specific ethnic population groups in the United States, with a special emphasis on women whose ethnic origins are Hispanic, Middle Eastern, and Southeast Asian.
Culture and Behavior
Culture may be described as the ideals, values, norms, and assumptions about life that are widely shared among a group of people. While these traits may not be apparent to persons ..."
Abstract In the book "The Goal", plant manager Alex Rogo turned to his former professor, Jonah, after being told that the manufacturing plant will shut down if profits don't increase. Jonah helps Alex turn the plant around my employing Jonah's Theory and Constraints (TOC) and Throughput Accounting practices to improve operational management. At the heart of TOC, is the notion that the goal of achieving greater profits requires the management of constraints that limit the system from getting more of what it is trying to achieve as is discussed in this paper.
From the Paper "A bottleneck is defined as any resource whose capacity is equal to or less than the demand placed upon it (137-138). The first objective of TOC is to identify the bottleneck that is holdup up everything else, gauge the input into the system by the capacity of the bottleneck, never let the bottleneck be idle, and then elevate the capacity of the bottleneck. Jonah asserts that the capacity of the entire plant is equal to the capacity of its bottlenecks and the only true way to increase throughput is by fixing the bottleneck. "
Abstract Consequentialist ethical theories maintain that right and wrong depend only on the consequences; while non-consequential theories claim that right and wrong do not depend entirely on consequences. Following the generally admitted differentiation between the two theories, philosophers draw the conclusion that a successful defense of the non-consequentialist ethical theory elies greatly on the existence and proper justification of the "constraints" that appear in such cases. This paper begins by defining non-consequentialist constraints and follows through by justifying their necessary presence. In the second part of the essay, the paper compares some of the defenses we were described and draws relevant conclusions.
From the Paper "Kant's theory relies exactly on the existence of a set of mutually accepted and recognized moral norms, ethical criteria which help a person make the right decision at the right time. Kant's entire ethical theory relies on the existence of deontological constraints. These universal laws, as Kant sees them, allow us to function correctly in a society."
Abstract This paper explains that project management is the discipline of organizing and managing resources, including people, in a manner that allows for the project to be completed within a defined scope, quality, time, and cost constraints. The paper then points out that a project is a temporary endeavor undertaken to create a unique product or service which, in the end, creates a beneficial change or added value. The paper relates that management is needed to coordinate and supervise the project with the operation using specific skills, resources and philosophy. The paper then goes on to discuss what is required for succesful project management.
Table of Contents:
Introduction
Project Integration Management
Basic Requirements
PMBOK
The Project Manager
Traditional Approach
Core KA
Functional Control
Human Resources
Project Management Essentials
Facilitating KA
Competing Constraints Equal Triangle Approach
Role of Technology
Conclusion
From the Paper "At the center of any project management system is the project manager. The job of the project manager is not to actively participate directly in the activities that lead to the end result but instead to oversee and supervise the progress and productive mutual interaction of the project's participants that will lead to a decrease in the overall risk of failure. In other words, the project manager is responsible for supervising the activities and resources of the project to ensure that it is completed within the given constraints."
Tags: allocation, integration, motivators, constraints, team
An analysis of how security considerations and time constraints are completely reshaping the dynamics of supply chain analytics, management, partnerships and planning.
Abstract This paper illustrates how all companies who rely on supply chains to deliver their products and services to customers are working to become more efficient and, in the process, overcome the time constraints that increased security is imposing on them. The paper discusses the successes of third (3PL) and fourth party logistics providers (4PL) and the collaborative approaches to supply chain planning, management and execution. The paper also explores how security time constraints are also forcing 4PL providers to become manufacturing outsourcing partners, and in the case of the cellular phone industry, outsourcing design manufacturing (ODM) partners as well.
Outline:
Introduction
Strategic Reliance on Logistics Partnerships Dominate the Supply Chain Landscape
Supply Chain Collaboration through Supplier Relations Management Strategies
Why 3PL and 4PL Partnerships and Supply Chain Collaboration Are Growing
Exploring Supply Chain Process Re-Engineering for Cellular Phones
Key Success Criteria in Managing Partnerships based on Supply Chains
Recommendations and Conclusions
From the Paper "By far the most common strategy in use today to gain greater efficiencies in supply chains is the growing practice of relying on 3rd (3PL) and 4th party logistics providers (4PL), many of which have licensed their supply chain practices and been audited by the Department of Homeland Security in the U.S., and comparable governmental organizations globally. For purposes of this example, the cellular phone industry is used as the basis of the analysis. This industry typifies highly competitive pricing, shortening product lifecycles, and the convergence of substitute and often conflicting technologies. As the lifecycle of a cell phone is measured in months and not years, the critical nature of having a highly efficient supply chain is clear."
