Critical Review of a Performance (Luisa Miller by Verdi) with as Essay

Critical Review of a Performance (Luisa Miller by Verdi) with as correlated main theme ''LOVE AND FEAR INTERACTION'' - Essay Example This insurgency brought with it another market economy, in view of new innovation machine devices and machine control rather than human instruments and creature power. Towns blasted into urban focuses and individuals moved to them from homesteads and the farmland to take employments in recently opened plants. With next to zero regulations set up, these occupations could be severe. Men, ladies, and kids worked 14 hour shifts; where they had once read a clock by the sun, now they could go weeks without seeing the light of day. Quick development handled urban areas that were filthy and packed, the working poor regularly existed in filthiness, and smokestacks obscured the air with ash (Baldini, 1980). While industrialization made shopper products less expensive and expanded the preparation of nourishment, there were the individuals who thought over on the past longingly, seeing it as a sentimental period before individuals were commoditised and nature scourged and demolished. In the meantime, there was a developing response against the theory of the Enlightenment, which underscored science, exact confirmation, and sound thought most importantly. Sentimental people tested the thought that reason was the one way to truth, passing judgment on it lacking in understanding the extraordinary secrets of life. These riddles could be uncovered with feeling, creative energy, and instinct. Nature was particularly celebrated as a classroom for divulgence toward oneself and profound taking in, the spot in which secrets could be uncovered to the psyche of man. Sentimental people underscored a life loaded with profound feeling, otherworldly existence, and free outflow, seeing such ethics as a defence against the dehumanizing impacts of industrialization. They additionally lauded the quality of individuals, which they accepted to have endless, divine

Masi Tupangato project Essay Example | Topics and Well Written Essays - 2250 words

Masi Tupangato project - Essay Example In relation to the increasing pace of the global business environment, it is highly essential for an organisation to develop a well-built structure to effectively operate its various practices. An appropriate structure of an organisation is one of the vital factors to attain substantial benefits as the aspect provides effective coordination between the organisational processes and enables it to accomplish the determined goals (Massa & Zhang, 2010). With relation to the management process concerning the Masi Tupungato project, building effective project team can be identified as one of the major and initial decisions which can facilitate the accomplishment of each phase of the project implementation plan in a more efficient way in terms of cost efficiency, time effectiveness and quality assurance. Notably, as the company intends to manufacture wine following the native procedure in the Venetian regions, its organisational structure and project team should involve professionals who are highly skilled and aware of the rudiments of such winemaking culture. With this concern, the organisational structure of the project shall involve authoritative bodies from Masi who would be responsible to direct the entire process of wine manufacturing and warehousing for the export functions. This particular group of professionals will also be responsible to direct the skilled and trained personnel in the Tupungato region. Additionally, the required numbers of staff and labourers will be hired from the Tupungato valley. and the surrounding

Interpersonal and Transferable Skills Essay Example for Free

Interpersonal and Transferable Skills Essay Youre probably familiar with the phrase ‘what gets measured gets done. Defining and measuring effectiveness – especially the performance of workers – is a critical part of your job as a manager. The question is: How do you define the skills, behaviors, and attitudes that workers need to perform their roles effectively? How do you know theyre qualified for the job? In other words, how do you know what to measure? Some people think formal education is a reliable measure. Others believe more in on-the-job training, and years of experience. Still others might argue that personal characteristics hold the key to effective work behavior. All of these are important, but none seems sufficient to describe an ideal set of behaviors and traits needed for any particular role. Nor do they guarantee that individuals will perform to the standards and levels required by the organization. A more complete way of approaching this is to link individual performance to the goals of the business. To do this, many companies use ‘competencies. These are the integrated knowledge, skills, judgment, and attributes that people need to perform a job effectively. By having a defined set of competencies for each role in your business, it shows workers the kind of behaviors the organization values, and which it requires to help achieve its objectives. Not only can your team members work more effectively and achieve their potential, but there are many business benefits to be had from linking personal performance with corporate goals and values. Defining which competencies are necessary for success in your organization can help you do the following: †¢ Ensure that your people demonstrate sufficient expertise. †¢ Recruit and select new staff more effectively. †¢ Evaluate performance more effectively. †¢ Identify skill and competency gaps more efficiently. †¢ Provide more customized training and professional development. †¢ Plan sufficiently for succession. †¢ Make change management processes work more efficiently. How can you define the set of practices needed for effective performance? You can do this by adding a competency framework to your talent management program. By collecting and combining competency information, you can create a standardized approach to performance thats clear and accessible to everyone in the company. The framework outlines specifically what people need to do to be effective in their roles, and it clearly establishes how their roles relate to organizational goals and success. This article outlines the steps you need to take to develop a competency framework in your organization. Design Principles of a Competency Framework A competency framework defines the knowledge, skills, and attributes needed for people within an organization. Each individual role will have its own set of competencies needed to perform the job effectively. To develop this framework, you need to have an in-depth understanding of the roles within your business. To do this, you can take a few different approaches: †¢ Use a pre-set list of common, standard competencies, and then customize it to the specific needs of your organization. †¢ Use outside consultants to develop the framework for you. †¢ Create a general organizational framework, and use it as the basis for other frameworks as needed. Developing a competency framework can take considerable effort. To make sure the framework is actually used as needed, its important to make it relevant to the people wholl be using it – and so they can take ownership of it. The following three principles are critical when designing a competency framework: 1. Involve the people doing the work – These frameworks should not be developed solely by HR people, who dont always know what each job actually involves. Nor should they be left to managers, who dont always understand exactly what each member of their staff does every day. To understand a role fully, you have to go to the source – the person doing the job – as well as getting a variety of other inputs into what makes someone successful in that job. 2. Communicate – People tend to get nervous about performance issues. Let them know why youre developing the framework, how it will be created, and how youll use it. The more you communicate in advance, the easier your implementation will be. 3. Use relevant competencies – Ensure that the competencies you include apply to all roles covered by the framework. If you include irrelevant competencies, people will probably have a hard time relating to the framework in general. For example, if you created a framework to cover the whole organization, then financial management would not be included unless every worker had to demonstrate that skill. However, a framework covering management roles would almost certainly involve the financial management competency. Developing the Framework There are four main steps in the competency framework development process. Each steps has key actions that will encourage people to accept and use the final product. Step One: Prepare †¢ Define the purpose – Before you start analyzing jobs, and figuring out what each role needs for success, make sure you look at the purpose for creating the framework. How you plan to use it will impact whom you involve in preparing it, and how you determine its scope. For example, a framework for filling a job vacancy will be very specific, whereas a framework for evaluating compensation will need to cover a wide range of roles. †¢ Create a competency framework team – Include people from all areas of your business that will use the framework. Where possible, aim to represent the diversity of your organization. Its also important to think about long-term needs, so that you can keep the framework updated and relevant. Step Two: Collect Information This is the main part of the framework. Generally, the better the data you collect, the more accurate your framework will be. For this reason, its a good idea to consider which techniques youll use to collect information about the roles, and the work involved in each one. You may want to use the following: †¢ Observe – Watch people while theyre performing their roles. This is especially useful for jobs that involve hands-on labor that you can physically observe. †¢ Interview people – Talk to every person individually, choose a sample of people to interview, or conduct a group interview. You may also want to interview the supervisor of the job youre assessing. This helps you learn what a wide variety of people believe is needed for the roles success. †¢ Create a questionnaire – A survey is an efficient way to gather data. Spend time making sure you ask the right questions, and consider the issues of reliability and validity. If you prefer, there are standardized job analysis questionnaires you can buy, rather than attempting to create your own. †¢ Analyze the work – Which behaviors are used to perform the jobs covered by the framework? You may want to consider the following: †¢ Business plans, strategies, and objectives. †¢ Organizational principles. †¢ Job descriptions. †¢ Regulatory or other compliance issues. †¢ Predictions for the future of the organization or industry. †¢ Customer and supplier requirements. Job analysis that includes a variety of techniques and considerations will give you the most comprehensive and accurate results. If you create a framework for the entire organization, make sure you use a sample of roles from across the company. This will help you capture the widest range of competencies that are still relevant to the whole business. †¢ As you gather information about each role, record what you learn in separate behavioral statements. For example, if you learn that Paul from accounting is involved in bookkeeping, you might break that down into these behavioral statements: handles petty cash, maintains floats, pays vendors according to policy, and analyzes cash books each month. You might find that other roles also have similar tasks – and therefore bookkeeping will be a competency within that framework. †¢ When you move on to Step Three, youll be organizing the information into larger competencies, so it helps if you can analyze and group your raw data effectively. Step Three: Build the Framework This stage involves grouping all of the behaviors and skill sets into competencies. Follow these steps to help you with this task: †¢ Group the statements – Ask your team members to read through the behavior statements, and group them into piles. The goal is to have three or four piles at first – for instance, manual skills, decision-making and judgment skills, and interpersonal skills. †¢ Create subgroups – Break down each of the larger piles into subcategories of related behaviors. Typically, there will be three or four subgroupings for each larger category. This provides the basic structure of the competency framework. †¢ Refine the subgroups – For each of the larger categories, define the subgroups even further. Ask yourself why and how the behaviors relate, or dont relate, to one another, and revise your groupings as necessary. †¢ Indentify and name the competencies – Ask your team to identify a specific competency to represent each of the smaller subgroups of behaviors. Then they can also name the larger category. †¢ Heres an example of groupings and subgroupings for general management competencies: †¢ Supervising and leading teams. †¢ Provide ongoing direction and support to staff. †¢ Take initiative to provide direction. †¢ Communicate direction to staff. †¢ Monitor performance of staff. †¢ Motivate staff. †¢ Develop succession plan. †¢ Ensure that company standards are met. †¢ Recruiting and staffing. †¢ Prepare job descriptions and role specifications. †¢ Participate in selection interviews. †¢ Identify individuals training needs. †¢ Implement disciplinary and grievance procedures. †¢ Ensure that legal obligations are met. †¢ Develop staff contracts. †¢ Develop salary scales and compensation packages. †¢ Develop personnel management procedures. †¢ Make sure staff resources meet organizational needs. †¢ Training and development. †¢ Deliver training to junior staff. †¢ Deliver training to senior staff. †¢ Identify training needs. †¢ Support personal development. †¢ Develop training materials and methodology. †¢ Managing projects/programs †¢ Prepare detailed operational plans. †¢ Manage financial and human resources. †¢ Monitor overall performance against objectives. †¢ Write reports, project proposals, and amendments. †¢ Understand external funding environment. †¢ Develop project/program strategy. You may need to add levels for each competency. This is particularly useful when using the framework for compensation or performance reviews. To do so, take each competency, and divide the related behaviors into measurement scales according to complexity, responsibility, scope, or other relevant criteria. These levels may already exist if you have job grading in place. †¢ Validate and revise the competencies as necessary – For each item, ask these questions: †¢ Is this behavior demonstrated by people who perform the work most effectively? In other words, are people who dont demonstrate this behavior ineffective in the role? †¢ Is this behavior relevant and necessary for effective work performance? These questions are often asked in the form of a survey. Its important to look for consensus among the people doing the job, as well as areas where theres little agreement. Also, look for possible issues with language, or the way the competencies are described, and refine those as well. Step Four: Implement As you roll out the finalized competency framework, remember the principle of communication that we mentioned earlier. To help get buy-in from members of staff at all levels of the organization, its important to explain to them why the framework was developed, and how youd like it to be used. Discuss how it will be updated, and which procedures youve put in place to accommodate changes. Here are some tips for implementing the framework: †¢ Link to business objectives – Make connections between individual competencies and organizational goals and values as much as possible. †¢ Reward the competencies – Check that your policies and practices support and reward the competencies identified. †¢ Provide coaching and training – Make sure theres adequate coaching and training available. People need to know that their efforts will be supported. †¢ Keep it simple – Make the framework as simple as possible. You want the document to be used, not filed away and forgotten. †¢ Communicate – Most importantly, treat the implementation as you would any other change initiative. The more open and honest you are throughout the process, the better the end result – and the better the chances of the project achieving your objectives. [pic] Key Points Creating a competency framework is an effective method to assess, maintain, and monitor the knowledge, skills, and attributes of people in your organization. The framework allows you to measure current competency levels to make sure your staff members have the expertise needed to add value to the business. It also helps managers make informed decisions about talent recruitment, retention, and succession strategies. And, by identifying the specific behaviors and skills needed for each role, it enables you to budget and plan for the training and development your company really needs. The process of creating a competency framework is long and complex. To ensure a successful outcome, involve people actually doing carrying out the roles to evaluate real jobs, and describe real behaviors.

Blood pressure laboratory report

Blood pressure laboratory report Abstract The aims of the experiment were to measure blood pressure in a female volunteer using auscultation, cardiac microphone and an automated blood pressure meter. Moreover, monitoring changes in blood flow and blood pressure in the leg whilst sitting and standing. In some exercises this was carried out by using a pressure cuff and listening for Korotkoff sounds with a stethoscope or microphone. An automated blood pressure meter was also used as well as recording when the pulse reappeared in the finger/leg after the blood pressure cuff had been inflated, via the use of a pulse transducer. The main conclusions of the experiment were that the blood pressure measurement differed more for the cardiac microphone technique (mean of 96.31/77.01 mmHg) than auscultation (93/71.33 mmHg) and automated blood pressure meter (94.33/71.33 mmHg); however there was little variation between trials in all methods. In exercise 4 there was a delay from hearing the Korotkoff sounds, to observing a pulse after t he cuff was deflated. Lastly, there was a difference in blood pressure between the arm and leg whilst sitting (96.33 and 89.98 mmHg respectively) and between the leg whilst sitting and standing (89.98 and 114.44 mmHg respectively). Introduction The cardiac cycle involves increasing aortic blood pressure above the veins, causing blood flow through the systemic circulation. Blood flow (pulse) through the pulmonary circulation is caused by higher pressure in the pulmonary arteries than pulmonary veins [1]. Systolic blood pressure, the maximum blood pressure, arises when the heart contracts, pumping blood into the aorta (systole). Diastolic blood pressure, minimum blood pressure level, in which the ventricles relax causes arterial pressure to decrease resulting in the heart refilling with blood (diastole) [2]. The mean arterial pressure (MAP) can be calculated by taking into account the diastolic and systolic blood pressures. However, this value is not just the average of the two determinants [4]. Both these pressures can be determined by implanting a pressure catheter into an artery, and measuring pressure changes as the heart beats [5]. This process though accurate, can be both uncomfortable and invasive, and is rarely used. Hence, blood pressure is more commonly measured by way of auscultation, an indirect, non-invasive technique, whose setup can be seen in figure 1. Auscultation depends on silent streamlined flow but the production of Korotkoff sounds during turbulent flow, by listening through a stethoscope placed on the brachial artery, and recorded by a sphygmomanometer. This method involves placing an inflatable cuff around the patients upper arm, which is slowly inflated until the pulse cannot be felt (cuff pressure higher than systolic pressure). The pressure inside the cuff is steadily lowered until a tapping sound is heard (systolic blood pressure) where the artery pressure is now adequate to rise above that in the cuff. As cuff pressure is further reduced, the heart sounds become louder and then abruptly become weakened as diastolic pressure is approaching and flow is more streamlined. The point at which the heart sounds stop altogether is the diastolic blood pressure, in which normal flow has been resumed [1]. Normal blood pressure should be around 120/80 mmHg [6]. The main aims of the experiment are to compare the auscultation, cardiac microphone and automated blood pressure meter techniques for measuring blood pressure. In addition, compare blood pressure at different body locations i.e. arm and leg whilst sitting and standing. Results The mean blood pressure was 93/71.33 mmHg, showing diastolic and especially systolic values are below reference range. Over the three trails the MAP was 78.55 mmHg, which is within the normal range (~ 70-100 mmHg). The standard deviation for each parameter was very similar (2, 1.53 and 1.68), implying that the normal distribution is very narrow, with the majority of data concentrated around the mean. A mean blood pressure of 96.31/77.01 mmHg indicates that diastolic and systolic values are below normal reference range. Over the three trials, the MAP was 83.44 mmHg, which is within the normal range. The standard deviations for each parameter were similar (2.39, 1.15 and 1.53), implying the data had low dispersion. The reappearance of Korotkoff sounds while the pressure cuff was being deflated corresponds to the systolic blood pressure (96.21 mmHg). The diastolic blood pressure is marked when the sounds fade away (77.52 mmHg). The mean blood pressure was 94.33/71.33 mmHg, indicating that diastolic and systolic values are below normal range, whereas the MAP (79 mmHg) over all three trials, were in normal range. The standard deviations for each parameter were extremely similar (1.15, 1.15 and 0.67), implying little variation. The Korotkoff sounds and pulse signal fade away when the pressure cuff is inflated and then reappear while the cuff is being deflated. The pressure at which the Korotkoff sounds reappear is recorded as the systolic blood pressure (96.33 mmHg) which appears just before that of the pulse. The leg systolic pressure (114.44 mmHg) whilst standing, taken from when the pulse reappeared when the pressure cuff was being deflated, was higher than that whilst sitting (89.98 mmHg). Moreover, the pressure in the arm (96.33 mmHg) was higher than that of the leg whilst sitting but lower than that of the leg whilst standing. Discussion Using the stethoscope can lead to errors such as the pressure cuff being too big, leading to lower results than expected e.g. mean blood pressure of 93/71.33 mmHg in the auscultation technique. Moreover, incorrect positioning of the stethoscope or slow inflation of the pressure cuff can cause venous congestion resulting in faint Korotkoff sounds. Likewise, if the cuff is inflated immediately after the previous trial, it can cause venous distension, distorting the Korotkoff sounds. Excess pressure on the stethoscope bell can disturb arterial flow, muffling the sounds, especially in a noisy environment. In addition, one individuals perception of systolic, tapping sounds may be different to that of another [3]. Lastly, the volunteer may be suffering from white coat hypertension or feel uneasy as a result of the laboratory setting; however these tend to result increase blood pressure [6]. The experiment could have been improved by having different sized pressure cuffs, having separate ro oms when listening for Korotkoff sounds to reduce misinterpretation, and taking longer breaks in between the different trials to ensure normal blood flow has been resumed. The Korotkoff sounds reappear just before that of the pulse in exercise 4, because the sound of the blood spurting into the artery happens before the pulse manages to flow to the finger. An ausculatory gap can arise in between the systolic and diastolic pressures, in which the Korotkoff sounds fade away and then reappear at a lower pressure [1]. This can bring about some confusion to what is the true blood pressure; however this could not be seen in any of the exercises. The reappearance of blood flow to measure systolic pressure can be more accurate if the pressure cuff is released at a lower rate (e.g. 1 mmHg each time), as the true pressure may be missed if the pressure is released too quickly, and hence would lead to a lower result. In exercise 4, the diastolic pressure corresponds to the reappearance of the pulse. Hence, this method will be able to replace the auscultation and cardiac microphone techniques as it can measure both systolic (reappearance of Korotkoff sounds) and the diastolic pressure (reappearance of the pulse). There was a noticeable difference between pressure in the arm (96.33 mmHg) than in the leg (89.98 mmHg) whilst standing (6.35 mmHg). This difference will probably be due to experimental errors such as cuff size or misinterpretation of sounds. Less obvious explanations may be narrowing of the arteries or reduced blood flow in the leg. When the volunteer stood up, the blood pressure in the leg increased by 24.46 mmHg, because the pressure in the veins below the heart are increased, but are reduced in veins above the heart due to gravity. Hence, there is a reduced venous return, causing the leg pressure to increase. Furthermore, when comparing the three different techniques, the cardiac microphone had less similar results to the other two. For example, this method had a MAP of 83.44 mmHg compared to 78.55 and 79 mmHg for auscultation and automated blood pressure meter respectively. It seems that the cardiac microphone had greater values, especially diastolic pressures, having a mean of 77.01 mmHg. This could indicate incorrect positioning of the microphone, too much finger pressure on the microphone, difficultly listening for the sounds or inaccurate interpretation of the graph/sounds. There was little variation between the trials in all the methods, indicating that the results were accurate and reliable. As mentioned previously, the MAP is not simply the average of diastolic and systolic pressure because the arterial blood spends more time near to the diastolic pressure than the systolic pressure, and hence the equation takes this into account. The diastolic pressure has been shown to be less variable across the methods (low standard deviation) as it occurs in between heart beats, whereas systolic pressure can rapidly change in response to various triggers such as exercise.

Whether a Cut in Corp Tax Rate be Beneficial Essays -- Corporate Taxes

Whether a Cut in Corp Tax Rate be Beneficial Doesn’t everyone want to keep what he/she has earned? It has always been somewhat tradition for Americans to work hard for their money, only to see some of it squandered away come tax time. Wouldn’t a tax cut, for some, be like a divine, heavenly grace? As the year 2001 unfolds and George W. Bush begins his presidency, income tax rates have, in fact, become a concern. President Bush is pushing for an income tax bill that will reduce the tax brackets from 15%, 28%, 31%, 36%, and 39.6% to a new bracket in 2006 of 10%, 15%, 25%, and 33%. A cut in individual income taxes would benefit most Americans and is well deserved. However, there is no plan to cut the corporate tax rates yet. A hypothetical decline to the corporate tax rates could spawn a number of possibilities for firms and/or even influence the market. However, will a decline in the corporate tax rate positively influence market volume and different firms’ financial activities (i.e. investing, repurchasing , options)? A question of this nature can be answered through analysis of the benefits or detriments obtained by two companies due to the reduction. There is a basic relationship between the market volume and corporate tax rates. A decrease in the corporate rates would allow companies to pay less on their earnings, leaving them with more Net Income (NI). With this increase in net income, a company can afford to invest in other areas or it allows them to repurchase their stock. By repurchasing stock, the market volume drops by the amount of stock that has been bought back. In addition, buying back shares can affect the overall outcome of the market that day depending on the company engaging in the repurchase. A company with a large stake in the market who buys back a considerable amount of stock will cause a greater fluctuation in the volume. In buying shares, the overall value of the market will rise due to the price increases that occur. If the opposite occurs, the tax rate is increased; some firms may have different decisions to make. Because an increase in the tax rate affects a company’s net income in a negative manne r, funds for operations and other activities will become diminished. With the net income being less significant, a firm may need to participate in a form of either debt or equity financing to obtain funds needed to operate. Upon re... ...is beneficial depends on the company in which the tax cut will be implemented on. For Ford Motor Company, a tax cut might work to their favor. By decreasing the rate, Ford’s return on equity will increase. However, Merck & Co. may hope for a veto of that tax cut. With a cut they would be increasing their cost of debt, in which they have excess financing ($161 billion). They would also lose out on their tax shield from the interest on their debt. Overall, the economy, the market, and the individual sectors seem to be doing well. To tamper with things now would almost certainly throw a wrench into what the Fed has already done to try and stimulate the economy. To follow in the old proverb, â€Å"If it isn’t broke then don’t try to fix it.† Benefits and detriments are, in this scenario, purely reliant on the company and its type of business. Bibliography: Kim, Yun-Hee. â€Å"IntelliCorp Raises $5M In Equity Financing.† Wall Street Journal Interactive.(March 12, 2001). Lazo, Shirley A. â€Å"Bush’s Tax Plan: Dividend Booster.† Wall Street Journal Interactive.(March 12, 2001). Needles, Anderson, and Caldwell. Principles of Accounting. Princeton, NJ: Houghton Mifflin, 1996 (p.1162).

Crater Lake Essay -- essays research papers

Crater Lake   Ã‚  Ã‚  Ã‚  Ã‚  Crater Lake is located at southwestern off Highway 62 in Oregon. It is Oregon?s only national park. It is the deepest lake in the United States and is the seventh deepest in the world. Crater Lake has an average diameter of 5.3 miles in length and is approximately 1,932 feet deep.   Ã‚  Ã‚  Ã‚  Ã‚  Crater Lake is a result of a volcanic explosion that happened about 7,000 years ago. A long time ago, the pacific oceanic plate was gradually moving under the pacific continental plate in the process of plate tectonics. The pressure shaped the land to move upward and create a line of mountains that are currently located on the Cascade Range. These lavas piled and cooled on top of each other resulting in mountains like Mazama and Hood. Mount Mazama was built by successive flows of both andesite and dacite lavas. Mount Mazama was a stratovolcano, which was about 12,000 feet high after series of ash, cinders, and pumice explosions built it upward. During it?s final eruption the magma chamber was emptying and the underlying support for the mountain was lost and the walls of the volcano began to collapse. In just a matter of days the top of the mountain was destroyed and left a caldera. A caldera is a word used by geologists to describe large basin-shaped volcanic depr essions. The destruction Mount Mazama was what marked the beginning of the formation of Crater Lake. The caldera was about 3,000 feet deep and over time, snow and rai...

Effect of Electronic Media in Public Essay

People’s life is becoming more convenient and colorful compared with the past years because of the growing popularity of electronic media, which are media that use electronics or electromechanical energy for the end-user (audience) to access the content. The user of electronic media, such as the internet, 3G mobile phone were increasing rapidly in China within the past years. In the year of 1987, Chinese people sent their first email to Germany in an institute located in Beijing. In 2000, the number of internet users was 225, 000, 00 and this figure reached to 513,000,000 by the end of December, 2011. Besides, Chinese mobile phone users have exceeded one billion by the end of 2011. Why these electronic media increase so fast? Because it is the age of information and technology today. Xiaoping Deng (1988) pointed out that Science and technology constitute the primary productive force. Electronic media devices have found their way into all parts of modern life. For example, a person who has something urgent to inform to his family, of course he would choose to use e-mail instead of writing letter, for its more convenient and fast and can be read at any time or anywhere by the receiver. The other electronic media, like telephone, telegraph, which are all quicker and safer than the traditional way to communicate. Besides, books and newspapers cost people a lot (money, time, etc.) since these traditional media published frequently and updated slower than the electronic media, such as the internet. The electronic media affect people’s life greatly because of their convenience and safety. It also provides people with a public platform to express the true thoughts from their inner world. However, we should know that there are always two sides to everything, and it is without exception for electronic media. Excessive using of electronic media may lead people to indulge in the virtual world. For instance, children are addicted to net games so the phenomenon of absenteeism in school appeared which is a rare  phenomenon in the past years. Moreover, since the early 1960s, research evidence has been showing that violence in television, movies, video games, cell phones, and on the Internet increases the risk of violent behavior. In conclusion, People should know how to use these advanced and modern media in a reasonable way, for these new electronic media could result in a serious of problem during their lifetime if they are used improperly by the people. References 1.The 29th China Internet Development Statistics Report(2012).{online].Available from: http://www.cnnic.cn/research/bgxz/tjbg/201201/t20120116_23668.html 2.Wikipedia.{online].Available from: http://en.wikipedia.org/wiki/Electronic_media 3.L. Rowell Huesmann. (2007). The Impact of Electronic Media Violence: Scientific Theory and Research.