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Written Assignment

Written Assignment. I’m trying to study for my Psychology course and I need some help to understand this question.

Choose any of the disorders discussed on week 4 of the Lectures area and write a research paper (5 minimum content pages/10 APA style pages). Also, compare your chosen disorder with one of the other disorders. Look for diagnostic similarities and/or differences, if any. Continue to include an Abstract and a conclusion and also make sure you justify your paragraphs. Value of this paper is 25 points. Begin using the APA Style Manual 7th Edition structure. i will be grading this written assignment based on this edition style.
Written Assignment

Reactive Arthritis: Causes, Features and Treatments

Share this: Facebook Twitter Reddit LinkedIn WhatsApp Reactive arthritis Minor changes. References reduced. 64.58 Reactive Arthritis Ramesh M Bhat M and Rochelle C Monteiro Introduction Reactive arthritis (ReA) is defined as an episode of peripheral arthritis of more than one 1-month duration occurring in association with conjunctivitis and urethritis and/or cervicitis. It is triggered by an infection, most often in the gastrointestinal or urogenital tract. It is also known as Reiter’s syndrome, Feissinger–– Leroy’s disease, Brodie’s syndrome and conjunctivo-urethro-synovial syndrome. The term ReA Reactive arthritis was originally introduced to define a sterile joint inflammation during and after an infection elsewhere in the body. The definition was later modified since nucleic acids and bacterial antigens were found in the inflamed joints.² Etiology Aetiology Reactive arthritis (ReA) follows an infection in the urogenital tract (venereal form) or gastrointestinal tract (dysenteric form). The venereal form follows recent sexual contact, whereas the dysentricdysenteric form is associated with a wide variety of intestinal pathogens and non-specific diarrhoeal illnesses. The most common organisms implicated are as follows: Post Post-dysenteric form: Salmonella (different serotypes), Yersinia tuberculosis, Shigella flexneri, Shigella S. sonnei, and Campylobacter jejuni. These organisms are found to be HLA HLA–B–27– dependent. Hence, Individuals individuals with HLA-B27 positivity are strongly predisposed to develop the disease. Post Post-venereal form: Chlamydia trachomatis. Some newer organisms have been implicated recently in causation of reactive arthritisReA, namely Chlamydia C. pneumonia, Mycoplasma hominis, Mycoplasma M. fermentans, Neisseria Gonorrhoeagonorrhoeae, Borrelia burgdorferi, Clostridium difficile, β-haemolytic streptococci, Propionibacterium acnes, EscherischiaEscherichia coli, Helicobacter pylori, Calmette Calmette–Guerin bacillus, Brucella abortus, Leptospira , Bartonella, Tropheyreyma whippeli, Gardnerella vaginalis, Giardia lamblia.³ Drugs are generally not implicated in the aetiology of reactive arthritisReA;, however, a single case of Lithium lithium precipitating pre-existing ReA1: Kindly check for clarity>aOKctive arthritis has been described.⁴ Pathobiology The prevalence of ReAactive arthritis is estimated to be 0.1% worldwide. The disease mainly affects people in the 2nd– 4thsecond to fourth decade of life. The Infection infection occurs 1––4 weeks following genitourinary infection, with a male––female ratio of 9:1. The Enteric enteric type has an equal incidence in both males and females.⁶ Systemic Featuresfeatures The disease primarily affects the joints, eyes⁷, the skin and genitalia. Rarely, patients present with cardiac, renal, and neural abnormalities. Arthritis Articular manifestations are most commonly of an acute, non-destructive oligoarthritis usually affecting the large joints of the lower limbs which persists for 4––5 months. ‘Sausage digit’ or diffuse swelling of an entire toe/finger occurs in 16% of patients. Enthesitis is another characteristic feature of patients with ReA. It is defined as an inflammation of the ligaments and tendons at their site of insertion into the bone. Patients may also develop heel pain and achilles Achilles tendonitis. Sacroiliitis is another distinctive feature of the disease which results in a low back pain.8-10 Urethritis ReAactive arthritis usually follows 1––3 weeks after an episode of urethritis. Urethritis may occur even in post post–dysenteric cases. The non non–specific urethritis presents with mild non-purulent urethral discharge. Haemorrhagic cystitis and prostatitis may develop in a few patients. In females, it manifests as cervicitis associated with cervical discharge. Rarely, bleeding and abdominal pain may occur.⁵ Mucocutaneous lesions Keratoderma blennorrhagica or Pustulosis pustulosis palmoplantaris is a specific cutaneous lesion in ReA. Patients present with pustules over the palms and soles which are gradually covered with thick horny crusts. Lesions may coalesce. Psoriasiform lesions are also common (Fig. 58.1). The biopsy of of skin lesions with acanthosis and epidermal neutrophilia (Fig. 58.2) Circinate balanitis is a painless geographic dermatitis occurring over the glans penis (Fig. 58.31). In addition, small, shallow ulcers are seen over the glans and urethral meatus and also over the oral cavity. Nail changes are a common finding and include subungual hyperkeratosis, onycholysis, ridging and nail shedding.10,11 Visceral lesions Visceral involvements mainly include the cardiac, renal and neural systems. Cardiovascular manifestations present as conduction delays and aortic disease. Proteinuria, microhaematuria, aseptic pyuria, and rarely, glomerulonephritis occur when the renal system is involved. Transient neurologic dysfunction such as cranial or peripheral nerve palsies have been described in some patients.10 The disease is usually self self–limiting. The joint manifestations regress completely within a few months (3––5 months). Enthesopathy, balanitis and psoriatic lesions may persist even after joint inflammation has subsided. Recurrences are common. Some patients develop chronic polyarthritis, usually HLA HLA–B–27– positive individuals.12 Ocular Featuresfeatures Bilateral mucopurulent conjunctivitis is the most common ocular manifestation of ReA that occurs in more than 50% of patients. It is one of the important components of the triad of the disease. Occasionally, the conjunctivitis may be purulent but remains transient, mild and associated with a sterile discharge. It subsides within 1––4 weeks. Acute anterior uveititsuveitis may be found in about one-fifth of cases, especially in those who are positive for HLA-B27.7 Other ocular complications of ReA include keratitis, corneal ulcer with or without hypopyon, episcleritis, scleritis, papilloedema, retinal oedema, retinal vasculitis and retrobulbar neuritis.¹³ Vision is usually impaired from corneal scar or recurrent chronic uveitis causing secondary glaucoma, complicated cataract or cystoids macular oedema.¹â´ Diagnosis Laboratory findings in ReA are non-specific and do not usually provide a conclusive diagnosis regarding the aetiology. Prognosis Individuals who are HLA HLA–B27– positive have a more severe disease form. Male gender and a positive family history for spondyloarthropathies, ankylosing spondylitis and recurrent episodes of arthritis are indicators of a bad prognosis.9 Treatment Patient education has plays a major role in patients with ReAactive arthritis. The chronic relapsing nature of the disease should be explained to the patients for better compliance with therapeutic modalities. Conjunctivitis is usually self-limiting. A slit slit–lamp examination is necessary to rule out uveitis, which if present has to be managed with topical corticosteroids, cycloplaegics and mydriatics. Keratoderma blenorrhagicablennorrhagica is treated using topical steroids and keratolytics. Low potency topical steroids are used in circinate balanitis.10 Non Non–steroidal anti anti–inflammatory drugs (NSAID’s) are highly effective in pain management in patients with ReAactive arthritis. Intra Intra–articular steroids are advocated in oligo/monoarticular disease. The use of systemic steroids has been discouraged except in severe cases where short courses may be given.15 Antibiotics are useful in the post post–venereal form of ReAactive arthritis. Their role in the post post–dysenteric form remains controversial. Commonly used antibiotics include erythromycin, ciprofloxacin, tetracycline and doxycycline.11 In patients who fail to respond to the above mentioned conventional therapy, a more aggressive therapeutic approach is needed. This includes Disease disease modifying anti anti–rheumatic drugs (DMARD’s). References 1. Fisk PK. Reiter’s disease. British Med J 1982; 284:3. 132. Kingsley G, Sieper J. Third international International workshop Workshop on Reactive arthritis Arthritis, 23–-26 September, 1995, Berlin : An overview. Ann Rheum Dis 55:564––570. 143. Kiss S, LetkoE, Qamruddin S, et al, Long-term progression, prognosis and treatment of patients with recurrent ocular manifestations of Reiter’s syndrome. Ophthalmology 2003;110::1764––1769. 154. Schumacher HR Jr., Reactive arthritis. Rheum Dis Clin North Am 1998; 24:261–-273. Share this: Facebook Twitter Reddit LinkedIn WhatsApp

Political Science homework help

help writing Political Science homework help. Middle East security has become an increasingly troublesome conundrum for the United States. U.S. objectives in the region have been complicated by the strategic dilemma of Iran-Arab and Iran-U.S. tensions;,Middle East security has become an increasingly troublesome,Middle East security has become an increasingly troublesome conundrum for the United States. U.S. objectives in the region have been complicate d by the strategic dilemma of Iran-Arab and Iran-U.S. tensions; the persistence of both transnational and sub-state terrorism; the growing difficulty of U.S.-Saudi relations as a result of 9/11 and the Jamal Khashoggi Affair; the U.S. position on the Israeli-Palestinian issue; and U.S. efforts at “regime change” across the region, particularly during the administrations of George W. Bush and Barack Obama.,These factors have been further complicated by increasing Russian assertiveness, especially in Syria, as well as by an ongoing ,proxy war, between Saudi Arabia and Iran in Yemen. Evaluate the security situation in the Middle East in light of these factors. How has the security situation changed over the past twenty years? What mistakes has the U.S. made? What strategic objectives should the U.S. pursue, and how should it achieve those objectives? Be sure to cite the relevant (geopolitical) sections of Ali Soufan, Anatomy of Terror: From the Death of Bin Laden to the Rise of the Islamic State (2017).,More details;,What are the tensions between US and Iran?,The United States attributes the worsening of relations to the 1979–81 Iran hostage crisis, Iran’s repeated human rights abuses since the Islamic Revolution, and its growing influence in the Middle East. Since 1995, the United States has had an embargo on trade with Iran.,Lastly, what is the main reason for terrorism?,Animal rights activists, ‘eco- terrorists’ and racist groups have all used violence directed at individuals and property in the name of their beliefs. Socio-economic factors – Research has shown that deprivation (poverty, lack of education, lack of political freedom) can drive people to terrorism.,Attachments,Click Here To Download,Political Science homework help

VC Brakes Company Case Study

Introduction VC Brakes specialises in manufacturing aftermarket brake components that are used in commercial and passenger vehicles. The firm has attained steady growth since its inception in 1985 despite the intense competition from Japanese firms. Lantana Industrial acquired VC Brakes in 1998, which specialised in aftermarket and original equipment. Lantana adopted a hands-off approach in the acquisition process, which meant that managers within VC Brakes were responsible of operations of the acquired firm. VC Brakes experienced remarkable performance after the acquisition, which was driven by sports utility vehicles [SUV] and the truck market segment. The 2008 financial crisis affected the automotive industry adversely. The industry experienced a 35% reduction in demand for original equipment motor vehicle components. Additionally, the consumers’ shift to fuel-efficient and affordable vehicles also led to a decline in the automobiles’ demand. On the contrary, VC Brakes was not affected extensively by the crisis, as opposed to the original equipment producers due to an increment in demand for replacement of motor vehicle parts. However, the competition of Japanese aftermarket imports affected VC Brakes’ performance adversely. The industry turmoil coupled with the poor management by the parent company led to the acquisition of VC Brakes by Crossroads Corporation, which specialised in the production of friction systems, aerospace products, heavy vehicles, and friction systems. This paper entails a case study of VC Brakes. The case identifies some of the major participants in the operations of VC Brakes and the issues that they faced in their management process. Description of the issues faced Resistance to change VC Brakes had adopted a top-down management system, which affected the collaboration amongst the various functional departments such as the professional staff. Every department operated independently and it was unresponsive to the concerns of other departments. The firm was also characterised by a ‘finger-pointing’ mentality, which affected accountability amongst employees. Get your 100% original paper on any topic done in as little as 3 hours Learn More The Engineering Department, led by the Vice President, Mitchell Medved, and the Senior Manager, Engineering Services, Mr. Andrew Ryan, intended to change the department’s culture in order to achieve operational efficiency. Ryan was charged with the responsibility of enhancing the firm’s new product development. Prior to his appointment as a senior manager in the Engineering Services, the department’s effectiveness in new product development was limited by poor product designing, documentation, and concealing underperformance by blaming other departments. Some of the projects that the Engineering Services department had commenced failed due to the high rate of turnover by some of the key project contributors because of frustration. Subsequently, the Engineering Services department was unable to engage in new product development. As the leaders in the Engineering Services department, Ryan and Medved focused on turning around the operations of their department. Ryan was of the view that he could utilise his management expertise and experience in promoting business start-ups to rejuvenate the performance of VC Brakes. Ryan adopted an open communication and participative management approach in implementing the desired change. The motive of adopting this management style was to ensure that all the employees’ inputs were heard in the decision-making process. Some junior employees appreciated the approach. However, some of the departmental leaders were resistant to the proposed changes. Despite the resistance, Ryan was in a position to steer his department towards successful completion of the intended Ceramic Composite Brakes [CCB] project, which confirmed that the adoption of a different management perspective could stimulate VC Brakes’ competitiveness. Lack of collaboration amongst managers Crossroads Corporation intended to transform VC Brakes performance by enhancing its profitability. One of the strategies that were adopted in pursuit of this goal involved transforming the organisation into a customer-centric entity. Therefore, the organisation invested in Total Quality Management as one of the management approaches. We will write a custom Case Study on VC Brakes Company specifically for you! Get your first paper with 15% OFF Learn More However, successful adoption of TQM as an organisational culture depended on the extent of involvement amongst the various internal stakeholders. In a bid to achieve this goal, the firm organised a management-training program, which was meant to equip managers with skills on how to transform the organisational culture. However, lack of collaboration amongst the organisation’s managers hindered the transfer of knowledge to lower level employees, which hampered the implementation of the desired changes. Analysis of issues faced Organisations are not immune to change due to diverse environmental pressures. Therefore, organisational leaders have the responsibility of steering their firms in implementing the change. One of the aspects that leaders should focus on involves organisational development (Brown 2011). Kathiravelu (2014) affirm that investing in organisational development fosters an organisation’s ability to deal with internal and external environmental forces. Thus, the chance of implementing change improves remarkably. However, implementing change is often subject to resistance. Abram et al. (2003) are of the opinion that resistance is one of the major factors that affect managers’ quest to implement organisational change. Resistance to change might be signified by different aspects such as high rate of absenteeism, lack of motivation amongst employees, and high rate of employee turnover. Brown (2011) emphasises that resistance to change can either be organisational or individual. Some of the factors that might trigger individual employee resistance include economic, personal, or social factors. Conversely, Brown (2011, p.46) argues that organisational ‘resistance might originate from organisational structures, organisational constraints, threats to power, and influence’ (p. 94). Ryan and Medved experienced both organisational and individual forms of resistance. VC Brakes had adopted a bureaucratic management structure, which meant that the communication system in the organisation was top-down and the lines of authority were clearly outlined. This organisational structure limited the flow of ideas amongst employees. In their quest to turnaround the performance of VC Brakes, Ryan and Medved adopted an approach that challenged the existing management philosophy by adopting a participative approach and open communication. This approach made some of the organisational managers to develop the perception that their status quo, influence, and supervisory authority were under threat. Not sure if you can write a paper on VC Brakes Company by yourself? We can help you for only $16.05 $11/page Learn More Brown (2011) argues that employees ‘who have been in an organisation for a long time invest a substantial amount of energy in protecting the traditional way of operation’ (p. 96). This aspect is commonly referred to as ‘sunk costs’ of skill and energy. Brown (2011) further affirms that some individuals have low propensity to change, and thus they do not appreciate change. One the other hand, some of the personal reasons that hinder change include ego-defensiveness and fear of the unknown. Change management theory and application Previous attempts to explain organisational change has led to the formulation of diverse change management theories. Examples of such theories include the contingency theory and the power-influence theory coupled with the behavioural and trait theory. The prevailing uncertainty in the contemporary business environment requires organisations to adjust their operations in order to succeed. Ryan and Medved encountered remarkable behavioural challenges in their quest to implement the desired organisational change, as evidenced by resistance of some individuals in the management team. The resistance experienced in VC Brakes can be well explained by different change management theories/ models as evaluated herein. Kurt Lewin change management theory This model is based on a force-field analysis, which means that successful implementation of change depends on the effectiveness with which an organisation balances the opposing forces in implementing change. Cornelissen (2011) affirms that change occurs if the prevailing equilibrium situation is disturbed by favouring and opposing forces. However, a new equilibrium must be established. The theory postulates that organisational leaders must take into account three main stages in an effort to implement change. These stages include the unfreezing, moving, and unfreezing. Unfreezing – this phase is based on cultural influences and it argues that it is imperative for organisational leaders to incorporate new forces by influencing the prevailing human behaviour. The model asserts that organisations are motivated to change by diverse forces such as intense competition, technological changes, and poor financial performance. However, the existence of opposing forces such as lack of adequate managerial skills, negative employee attitude towards change, and the existence of organisational culture limit the change process. Ryan and Medved experienced diverse opposing forces in their quest to implement diverse change interventions such as implementing the Total Quality Management system. Some managers in VC Brakes did not perceive the importance of adopting the change initiative, which increased tension and collaboration amongst the managers. Despite this aspect, it is imperative for organisational leaders to focus on developing a positive attitude towards the intended change. This goal can be attained by ensuring that all the internal stakeholders understand the relevance of the intended change by pointing the prevailing gaps. Cummings and Worley (2009) affirm that the unfreezing stage is mainly focused on reducing employee resistance. Changing – this step involves making the necessary organisational adjustments in order to foster an organisation’s excellence and long-term existence. In a bid to succeed in implementing change, it is crucial for organisational leaders to focus on changing the employees’ attitude or behaviour. The change process should be undertaken in phases in order to ensure that the desired change is implemented effectively (Hellriegel

Exercise Toward Starting In Practice

Exercise Toward Starting In Practice. Help me study for my Health & Medical class. I’m stuck and don’t understand.

Create a comprehensive plan of action for developing and managing a primary care practice as a family nurse practitioner in an outpatient clinic center or wellness center. 1) describe the practice as a nurse practitioner who is preparing to enter independent practice (FNP Students)
The plan should focus on the following two subjects;
1) List the services provided in the practice and the various lines of service available.
2) Develop a marketing strategy that communicates to the public the services of the practice and customer satisfaction.

Length: Minimum of 2000 words
Format: APA 6th edition
Research: At least three high-level scholarly reference in APA from within the last 5 years

Exercise Toward Starting In Practice