Positive Behavior Intervention Plan Case Study Example | Topics and Well Written Essays - 1250 words

Positive Behavior Intervention Plan - Case Study Example His mother referred the boy to me after he started portraying a lot of aggressiveness especially towards his friends as well as older brother. Collins is of Asian origin and is extremely attached to his iPad. He is always on his iPad, which he refuses to give or share with anyone. He turns extremely aggressive when anyone gets near him particularly when he is using his iPad. This boy has both parents and one brother who is older than he is. His belligerence is characterized by recurrent verbal outbursts in addition to offensive actions towards his friends, brother, or at times to his parents. Additionally, when the iPad is taken from him, he breaks everything he gets hold of. Collins demonstrates aggressiveness mainly when prevented from doing what other considered wrong or when he wanted to get something forcefully from others, particularly his iPad. To assess Collins, I together with his mother used indirect assessment. A number of strategies were used to assess the boy. One of the strategy entailed cross-examining the mother. Additionally, the mother filled the Functional Behavioral Assessment Screening Form (FBASF). Moreover, the assessment entailed use of Functional Assessment Interview Form (FAIF). The forms helped get information regarding the settings, circumstances, and the extent of aggressiveness displayed by Collins. Additionally, direct behavior observation was done on Collins. Functional Assessment Interview Form (FAIF) results revealed that Collins have a tendency to be more aggressive when bothered specifically when using his iPad. On several occasions, he would go to the extent of breaking anything within his reach especially when anyone tried to take his iPad from him. Direct behavior observation showed that he was more likely to get aggressive when his brother who attempted to take the iPad. On some occasions, he would yell loudly and kick at anyone close to him.

Business-to-Business Marketing Case Study Example | Topics and Well Written Essays - 3000 words - 1

Business-to-Business Marketing - Case Study Example Advertising as a tool helps to get a company’s messages to large audiences well through avenues such as television, radio,  Newspapers, Magazines, Billboards, Internet etc.; other mobile technological communication devices may also be used. This method can successfully reach a large number of customers, although it may be somewhat expensive. This tool is usually used through contests, premiums, coupons, samples, demonstrations, incentives or displays. Though it attracts a large number of customers, it can only be used to accelerate short-term sales, by encouraging repeat buying and building brand awareness.  This tool of marketing communication is initiated through news/press releases, public appearances, or sometimes event sponsorships. It is a good way of building trust and goodwill by presenting the service or company in a positive light. Public Relation refers to how a company handles its relationships and the flow of information with the various publics which include the general public, shareholders, consumers, employees, partners, the government and competitors.  Sarah and Peter must look at legal, regulatory, social, competitive, technological, ethical and cultural considerations before opting for any of the above options as a communication tool. One thing that they must avoid is when choosing any of the tool s and activating it, they do not end up reaching an inappropriate audience or cause controversy. It could be damaging for the company when trying to build up brand awareness and encouraging customers to spend on a company’s products. Decisions that link the overall objectives and strategy during the marketing planning phase helps to evaluate and adjust the particular activities of integrated marketing communication.

Fedex A Global Supply Chain Management Company Commerce Essay

Fedex A Global Supply Chain Management Company Commerce Essay FedEx is a global logistics and supply-chain management company Ng Farhoomand, 2002 that began operations in 1973 as an overnight package delivery company. Annual revenues exceed $20 billion and 24-48 hour delivery is available to well over 200 countries. In 2001, FedEx was named one of the top ten most admired corporations in America (Boyle, 2002). FedEx has been in the industry for quite a time now. It has built its system strong that from being an express delivery company it has been a supply-chain management company. With the help of innovation and introduction of internet by the year 1994, it has been evident that the services provided by FedEx have been better. Though it has tried to integrate the e-commerce system, the Company has been struggling to be more than an express delivery. The competitors for the express delivery industry have been growing but there have been reports that the transportation volume growth of FedEx was slowing down. Due to this instance, the FedEx has decided to make a re-organizing the structure hoping that it will help them through the betterment of their operations. FedEx started in the year 1973, and UPS, one of those that give services like FedEx, started in the year 1907. They did not compete with each other for the reason that they have different markets. The competition and rivalry between the two began in the year 1982. They competed on the market segment, quality of service, and pricing. The only solution they thought of was to cut cost without decreasing the quality of customer service. Because of this, they thought of having an organized logistics operation that will help reduce the ordering process. The three main trends that helped the growth of transportation and logistics industry are: the globalization of the businesses, advances in the information technology (IT) and the application of new technology to generate efficiencies in processing, and the increase in demand for more quality satisfaction of customers or clients. Speed has been one of the basis of customers to say that they have been provided with quality customer service. The advances brought by IT heightened globalization and made the operations fast, decrease costs, and gave quality service. Opportunities Threats The cost of infrastructure of express delivery companies are a barrier of entry to new comers FedEx leadership in global express delivery As long as the nature of our socioeconomic environment exists, there will always be a need for express delivery E-commerce is creating an increased need for express delivery Globalization offers opportunities for expansion Maintaining the infrastructure of an express delivery company is an exit barrier because of high fixed costs Capitol is acquired through the volume of sales, so the high fixed costs can hurt when times are slow Due to the nature of the industry, it is nearly impossible to become the clear industry leader The nature of the industry shows very low returns on invested capitol The E-tailing industry demands lower shipping rates and charges to pull customers from the retailing industries Major competitors: UPS, the airborne DHL Question One: The express transportation and logistics industry Federal Express was founded in 1971 as the big idea of charter airplane pilot Fred Smith. It launched its overnight air express business in 1973, and just 10 years later, it was the first U.S. company to top $1 billion in revenues in its first decade. Today, FedEx (its nickname, FedEx, officially became the company name in 2000) is the worlds largest express transportation company-almost 196,000 employees move more than 3 million items to more than 200 countries each business day, up from 110,000 workers and 2 million packages just five years ago! In 1990, FedEx became the first service company to win the Baldrige Award. Since then, the company has expanded its ground delivery business by purchasing both Parcel Direct (formerly a division of Quad/Graphics, now renamed FedEx SmartPost) and more than 1,100 Kinkos locations (now FedEx Kinkos Office and Print Centers) in 2004. The survival issue is prominent in the minds of quality leaders. FedExs Fred Smith compares the awakening to quality to a near-death experience. A lot of times its brought on by trauma. Leaders often embrace Total Quality Management because they see no alternative: improve or die. Whatever inspires them-the fear of failure, the promise of success, the achievement of other companies, the belief that there must be a better way to manage a company-triggers the leap of faith. Once they are on the quality path, the cultural changes they see all around them frequently breed a missionary zeal about the need for, and the benefits of, the quality improvement process. The first step for any company president, chairman, or CEO is committing himself or herself, as well as the company, to the process. Jamie Houghton took this step in 1983, shortly after he became Cornings chairman. Fred Smith and his top executives founded FedEx on the idea of providing the highest quality of service, then participated in quality training in the first year of the companys existence. At FedEx, Fred Smith has been directly involved in the development of every quality process and system the company has implemented. He founded the company on a belief that customers would value a timedefinite express delivery service, then used on-time delivery as the companys primary measure of performance. In the late 1980s, he helped develop a more comprehensive, proactive, customer-oriented measure of customer satisfaction and service quality: the Service Quality Index (SQI). As Smith said, We believe that service quality must be mathematically measured. The company tracks these 12 indicators daily, individually and in total, across its entire system. Each indicator is weighted: the greater the weight, the greater the impact on customer satisfaction. One of FedExs service goals is to reduce the totals of the SQI every year. Service is one of the companys three overall corporate objectives: People-Service-Profit. Every manager at FedEx, including Fred Smith and the senior executive staff, has annual benchmarks for each of these three corporate objectives. Smith sets his own personal objectives with input from the board of directors, and the process cascades through the organization from there. Managers are evaluated on how well they achieve their objectives. To develop and implement such broad measures and objectives, Smith and his staff had to understand the companys quality objectives, its customers needs, and the potential effectiveness of SQI as a measure and motivator. Many other service companies are still trying to figure out what to measure. Smith led the development of a measure that tells all FedEx employees, every day, exactly how they are doing on customer satisfaction and service quality. Active participation in the quality improvement process doesnt get any better than that. Good leaders know that having a customer focus is critical. At FedEx, each officer is assigned responsibility for the major customers in a sales district. Smith and his staff talk to customers continuously at the executive level to make sure their needs are being met. FedEx has three corporate goals: People-Service-Profit. As Smith summarizes, when people are placed first, they will provide the highest possible service, and profits will follow. The three corporate goals are translated into measurable objectives throughout the corporation. Progress on the people goal is determined by the Leadership Index, a statistical measurement of subordinates opinions of managements performance. Service is based on the Service Quality Indicators described earlier. The profit goal is a percentage of pretax margin, determined by the previous years financial results. Success in meeting the objectives for each area determines the annual bonuses for management and professionals. (The bonuses can account for up to 40 percent of these employees total compensation.) FedEx Corporation in the United States administers variety of advanced factors of production. These are managerial sophistication, logistics know-how, and physical infrastructure. Logistics is one of the main advanced factors which FedEx developed for managing its complex hubs. Physical infrastructure that FedEx uses is not only airports but also roads and ports. Additional distinctive competencies that FedEx have, also arise from firm-specific tangible and intangible resources, namely, FedExs hubs and package handling systems; its package tracking and customer support function and its logistics support. Again, the main barrier to imitate these firm-specific resources is the high cost associated with acquiring them. FedExs package tracking ad customer support functions as well as their logistic support are examples of the firms distinctive competencies as well. The barriers to imitate FedExs package tracking and customer support functions are based on the fact that FedEx was the initiator in establishing the first tracking applications website and providing each customer with a unique barcode to individualize each shipment. That allowed FedEx to gain proficiency at these systems and knowledge about the functional operations. FedExs strengths in logistics, operations, and technological innovation allow them to pursue a differentiation business level strategy. FedEx works to stand apart from its competitors by creating a level of service that is difficult for competitors to match. FedEx has clearly been identified as an innovator, but what they need to get across to their customers is that they provide a high level of quality service. FedEx charges higher prices for its services than many of its competitors in the industry. This is considered a premium that a customer pays for the quality of service FedEx provides. By differentiating their standard of quality from their competitors, FedEx lets their customers know that if they are willing to pay more, it will be worth it. FedEx is able to meet the needs of all these segments. They have spent an extraordinary amount of capitol developing their infrastructure, just so they can make the best promises to their customers. FedEx transports more than 3 million items to over 200 countries each day. Within each business unit are specific functional units that perform particular functions. The main functional units are logistics and operations for its transportation system. These units assure the coordination and smooth flow of FedExs deliveries. The end result is a high level of quality service. Their service includes customer responsiveness and innovations such as; its aircraft fleet, its hubs and package handling systems, package tracking, customer support functions, and logistics support. Not only does this help FedEx follow through with their promises, but in some ways that are superior to that of the competition. FedEx has transformed itself into an e-business by integrating physical and virtual infrastructures across information systems, business processes, and organizational bounds. FedExs experience in building an e-business shows how a company can successfully apply its information technology expertise in order to pioneer customercentric innovations with sweeping structural and strategic impacts. It also shows the role of outsourcing, which frees companies to concentrate on their core business. The value chain for FedEx Express can be seen as starting with the pick-up of the packages. FedEx employees gather the packages from various locations such as drop boxes, businesses and residences. Value is created for the customers by making package pick-ups possible just about anywhere or anytime. FedEx has a money back guarantee for those people whose packages do not arrive on time, therefore creating value by assuring timely delivery of the packages. After the packages are initially picked up, they must then be transported to a hub. The hub is a central location where packages are sorted according to their destinations. The packages will likely pass through many hands before reaching their final destination. The packages stay at the hub until they are picked up and shipped either by truck or plane. FedEx Supply Chain Services which synchronize the movement of goods for enhanced customer satisfaction. With all of this evident it can be said that FedEx segments its markets according to the needs of the customers and not by demographic regions. While FedEx is a very large company that occupies a large portion of market share in the express delivery sector as well as the ground sector we have concluded that FedEx does not so much possess distinctive competencies, as it has strong existing competencies that allow it to compete competitively with industry leader UPS. These competencies include a very timely customer response time, cutting-edge technology and innovation. With the fact that FedEx does not have a competitive advantage, or distinctive competencies, yet is still the largest express package delivery service there are many directives that could be followed to attain both. This is obviously a long-term goal, however it can be seen that the undertakings have already begun. Its most recent endeavor, characterized as a diversification from its usual product offering of actual shipment of goods, is the newer service offering of consultation. Labeled FedEx Trade Networks, this newest division of the FedEx offerings showcas es the companys vast competence of international shipping knowledge to an array of customers. These customers are provided value creation with the knowledge that can greatly increase efficiencys through the supply chain. FedEx Trade Networks offers a full range of international support services, including customs clearance, freight forwarding, Trade Customs Advisory Services (TCAS) and trade technology solutions. Question Two: Branding and business structure up until 19 January 2000 Another note is the horizontal integration that has recently been carried out by FedEx. Horizontal integration is a way of trying to increase the profitability of a company by reducing costs, increasing the value of a product offering, managing industry rivalrys, or increasing the bargaining power of a company. These economic benefits are usually the rewards of company mergers and acquisitions in an industry. Horizontal integration is predominately characterized by similar companies merging together or acquisitions sought by the industry leaders. The account of mergers and acquisitions for North American-based logistics companies appears dissimilar. North American logistics services sources seem to look for acquisitions that increase their position in existing markets, for instance, increasing domestic service routes and toting up critical mass to grasp the benefits of economies of scale. Nonetheless, the comparative strength of European automotive, chemical or other industries including global production and supply chains in opposition to their US counterparts make the necessity to create client interaction in Europe a must-have for US logistics suppliers. Given the competitive strong suit of the local European logistics assistance providers, one of the little options to increase market entry or share of market in this global scenery is to vigorously design and track acquisition tactics. This can be done in integration with a concentration on particular niche actions, where scale economies are not as critical. It can also be achieved by means of services where special resources are desired, for instance, oversized equipment or hazardous merchandise transportation. Project logistics companies, for instance, highlight an exclusive business model with core competencies in global freight transportation-a specific engineering knowledge and can get into a largely blue-chip client base-that make them essential service providers for their customers. By 1994 less than 20% of FedExs revenues came from documents, formerly the primary driver of revenues. The air express industry was in a period of constant flux as firms tried to understand where the next big push was going to originate. Fortunately for Smith, he had already gambled on logistics, a move that would begin to pay off during the next and last cycle of the study. From 1993 to 1996 sales grew from $7.8 billion to $10.3 billion. Decision-making was decentralized due to the disperse nature of domestic and international operations. Structure was divisional, but changes were being planned to reconfigure the organization during the next cycle. The most important strategic moves during this cycle were in the area of information processing, particularly customer information and tracking. Just as operations were centralized in 1978 to facilitate growth, the move toward a web-based business began in earnest in 1996 as FedEx became the first company to allow firms to process shipments on the Internet. Also by this time, FedEx was considered a global transportation company, not an airline. In 1998 Caliber Systems, Inc. was acquired by FedEx, which included the trucking operation, RPS. Roberts Express and Viking Express helped round out the full offering of services by FedEx in its attempt to become a one-stop shopping experience for supply chain needs. The company now offered complete interstate trucking service, long and short-haul air express service, and integrated logistics and warehouse solutions. Sales grew from $13.25 billion in 1997 to $19.629 billion in 2001. High fuel costs hurt profits during 1999, but the growth in Internet Business to Business (B to B) was exploding. Sales were also negatively impacted by the lack of identity between divisions with their own name, such as RPS and Viking, and operating units of FedEx. A major reorganization announced in January of 2000 by Fred Smith was designed to correct this problem. The FedEx Corporation would re-name each of its subsidiary companies, with the exception of the less-than-truckload firm operating in the Western U. S. known as Viking, beginning with the brand identity of FedEx. The following changes were made: Â · FedEx Express formerly Federal Express; Â · FedEx Ground formerly RPS; Â · FedEx Custom Critical formerly Roberts Express; Â · FedEx Logistics formerly Caliber Logistics; Â · FedEx Trade Networks (Ng Farhoomand, 2002). Each subsidiary adopted a different color for its logo, but several strategic moves were made to ensure integration of operations and cooperation between companies. Consolidation was achieved in the sales force so that each division was being represented to each customer, accounting invoices were consolidated to reflect one invoice and one customer account number, and all customer service claims information was consolidated. Once again, Fred Smith centralized some aspects of his vast company to facilitate growth and to take advantage of new opportunities. Again the analyzer strategy was implemented, as it had been for most of FedExs history, to stimulate constant service improvement and growth. By 2001 FedEx had close to 200,000 employees scattered across the globe. A new corporate complex was nearing completion in southeast Memphis in the community of Southwind, home to the St. Jude/FedEx Classic golf tournament. And, the top ten ranking in Fortunes Most Admired Corporations in America confirms the entrepreneurial and strategic management ability of Fred Smith. From 1984 to 1989 the company maintained a divisional structure, but it was augmented by the use of matrix personnel in the areas of finance, human resources, and maintenance. Decisions involving strategy, technology, advertising, and budgeting were centralized, yet authority for operations was decentralized. This was imperative for customer service given the extensive international orientation of the company by the late 1980s. Also, in 1989 FedEx hired its first general manager in history, Robert May, to head a new operation known as Business Logistics Services (BLS). From 1984 to 1989 the company maintained a divisional structure, but it was augmented by the use of matrix personnel in the areas of finance, human resources, and maintenance. Decisions involving strategy, technology, advertising, and budgeting were centralized, yet authority for operations was decentralized. This was imperative for customer service given the extensive international orientation of the company by the la te 1980s. Also, in 1989 FedEx hired its first general manager in history, Robert May, to head a new operation known as Business Logistics Services (BLS). From 1984 to 1989 the company maintained a divisional structure, but it was augmented by the use of matrix personnel in the areas of finance, human resources, and maintenance. Decisions involving strategy, technology, advertising, and budgeting were centralized, yet authority for operations was decentralized. This was imperative for customer service given the extensive international orientation of the company by the late 1980s. Also, in 1989 FedEx hired its first general manager in history, Robert May, to head a new operation known as Business Logistics Services (BLS). Question Three: Events leading up to the January 2000 reorganisation By the year ending 1999, 31st of May, Fedex had out-performed analyst expections and increased earnings by 28% compared to the previous year. But the company had a downturn during August 31, 1999. Due to increase in fuel prices, FedExs financial status was severely affected. Because of this, FedEx had forecasted that they full fiscal year may decrease below analyst expectations. BY the end of November 1999, the operating income dropped down by 10% of the previous year and the net income by 6%. As the increase in fuel price increase, operating income continue to decline. Because of the forecasted loss in income, the company re-think of their business strategy. As internet was introduced to the company, they utilized it to help them with the operations. First, it opened opportunities in re-engineering the supply chain. Second, the express transportation made businesses, such as FedEx, attain opportunities. In January 2000, FedEx had three major strategies. First, extending the FedEx brand to four subsidiary companies. Second, major re-organizations making it one point of access to sales, customer services, billing, and automation systems. Third, introducing to the market the low-cost home delivery. After the re-organization, the FedEx was helped through, first, single branding system which helped them establish their unique competitive advantage. Second, single and expanded sales force which helped them expand their market reaching the small and medium-sized businesses. Third, a single invoice and single account number from FedEx. Forth, streamlined customer automation systems to handle electronic transaction. Fifth, lone customer service which can help the consumers for their inquiries. With the re-organizations that happened, I think that it will help the company build a name that stands for quality, reliable, and fast service. It will help FedEx be more competitive now that the competition is growing. The number marketing is word of mouth, if FedEx can establish their three competencies, then word of mouth will be easily spread throughout others. It can help increase their market share and income. FedEx has been considered a top performer and a leader in its field almost from its inception. It regularly is included in Fortunes 100 Best Companies To Work For (Levering Moskowitz, 1998), Americas Most Admired Companies (Boyle, 2002), and Fortune 500. Yet, what is most impressive about Fred Smiths leadership and vision for FedEx is even though the company invented the air express industry, it has not clung too tightly to that coattail. As new opportunities have arisen, Smith has not hesitated to position his company to take advantage of those opportunities. Examples include pushing for larger weight limits from Congress, expanding operations internationally, leading the way in information processing, tracking and Internet applications, making key acquisitions, and reconfiguring his business to fit a new systems model for supply chain management.

Beyond Dim Sum :: Personal Narrative Essays

Beyond Dim Sum There is truth to the platitude that it isn't the destination that is important, but the route that one takes to get there. To say my goals for studying abroad were purely academic would be skewing the truth; studying Chinese took me to China. But just as from studying Chinese language, I have gained new insights into China's cultural and historical legacy, so too, in going to China have I gleaned more than just the ability to speak a foreign language. I remember arriving in Beijing. I was awestruck. Tiananmen Square on my left, the Forbidden City on my right, a giant-sized portrait of a deified Mao Zedong looking down on me from above. It seemed unreal. So many times had these images been a part of montages in books and on television, I had become accustomed to representations of this amazing place, but had never taken in "the real thing." It was all so surreal, so wondrous, these impressions were unforgettable. A week into my trip abroad, here is what I wrote as my first journal entry: "I am for the first time in my life truly alone. Alone not just in the sense that I don't have anybody to rely and depend on, but in that I am in a country where I can barely communicate with anyone, and beyond that, I don't have a cultural clue how to follow that old traveler's phrase: 'When in Rome, do what the Romans do.' I am a stranger here. I wear the marks in every sense of the word. It is in the way that I look, it is in my inability to communicate with people, it is in the way I carry myself. Sure, I am nervous, and rather timid. But, the fact is, I am excited. I am finding in China a new kind of engagement; it permeates every minute of my time. All these activities in my life that I have taken for granted, those that even no longer warrant the classification of 'activity,' those things like buying a soda or taking a bus, the r egimens of everyday life, have now become the instruments of my engagement. Ironically, my vehicle is Chinese; until this point, my studies have been so figurative. It is so strange to actually hear people use this language that I have been studying for so long in American classrooms as their everyday mode of communication, as I use English.

Interview Manager Essay

Question : As a store manager where did you struggle when solving problem? Answer : An employee who is difficult to manage, they have the perception that they are not appreciated. They feel that they have not been complimented adequately for work well done. They feel they deserve more attention. Sometimes a difficult-to-manage employee’s behavior is the result of personal problems—an ailing parent, a runaway child, a divorce, or financial difficulties. In this case, I need to show them that I understand their situation. If at all possible, I offer the employee time off or an adjustment in work hours so that he or she can focus on resolving his or her personal problem. However, if the problem is of an ongoing nature and is having a serious negative impact on my workplace, I need to let the person know that some sort of resolution is imperative. If the problem persists, I have a formal, closed-door meeting with the employee and address the most obvious examples of his or her inappropriate behavior in a forthright manner. If an employee remains difficult despite all attempts at building rapport or providing help, I need to make a careful assessment. I will be honest, by simply asking myself, do I simply dislike this employee?, are the difficulties I am experiencing perhaps minor in character? If this is the case, I drop the matter. But if the employee is truly exhibiting behavior problems that seriously disrupt the workplace, I need to take further action. Consider issuing a written warning that details the specific problems as clearly as possible. If, after issuing such a warning, the employee’s bad behavior persists, the only solution is termination. I will consult our company attorney before dismissing the employee. I need to know whether or not I have a strong enough case to withstand a potential lawsuit for wrongful firing. An employee who has been fired for issues relating to difficult behavior is much more likely to sue me than an employee fired due to poor work performance.

Analysis of Tetrahydrocannabinol

THC is a substance that has been around in civilizations around the world for many, many years. The discovery of THC occurred after discovering that morphine attached to receptors in the brain which caused an individual to feel high, chemists in the 40’s and 50’s found that there were specific receptors for THC in the brain and how there is a natural chemical in our body that is similar to THC. It wasn’t until 1963 that two scientists named Mechoulam and Yehiel Gaoni isolated, and first synthesized THC. In the world’s history, THC has had a long journey. The first discoveries of it being used were in hemp ropes, and burial clothes made by the Chinese in 10,000 BC. In the middle Ages, Cannabis was grown abundantly throughout Cairo and was never successfully banned due to its use being reinforced by the Koran. When France invaded Napoleon attempted to further the ban on the drug, but people started to spread the word of the wonderful effects it can bring. In the 1900’s the drug was outlawed because a man named Harry J. Anslinger had a personal problem with the drug and in 1937 it was finally banned for good by the Federal Bureau of Narcotics. (The Role of Chemistry in History, History of THC) THC (Merck index number of 9283) is naturally found in a liquid state which is commonly unknown because when it is in the crystal on the plant that is because it is mixed in with other cannabinoids and varieties of terpenes. (Chemical Ecology of Cannabis, David W. Pate) Due to the IUPAC name of THC, tetrahydro-6,6,9-trimethyl-3-pentyl-6-dibenzo[?,d]pyran-1-ol, and the structural formula of THC. I believe that THC is actually in the alcohol family of Organic chemistry with the Molecular formula of C21H30O2. The lethal dosage of THC has only been tested in labs with rats, but it can be calculated to reveal how much THC would need to be smoked to be considered a lethal dosage to human beings. The LD50 in male rats is 1270 mg/kg, and 730 mg/kg in female rats when taken orally in sesame oil, and 42 mg/kg among both genders when inhaled. Cannabis Chemistry, Erowid) These statistics, when applied to humans, means that for a human being to overdose on THC, they would have to smoke 15,000 lbs of marijuana in under 14 minutes. Due to the low level of risk from THC, it is used mainly in the world of medicine to help with many types of problems that can commonly be brought by Cancer, and AIDS. One medical issue that THC is used to help with is arthritis, which has mainly become popular in Britain. The larger area of medicine that THC is actually prescribed for is Complications that come with chemotherapy and AIDS Wasting Syndrome. In both cases, it is used to reduce pain, and damper the suffering in an individual. But, it is also used to counteract the appetite loss, and nausea that comes with chemotherapy. AIDS Wasting Syndrome is where an AIDS patient begins to give up hope, and loses their appetite. Which is where, once again, THC comes into play reconnecting that relationship with food. There are many other uses for medical marijuana such as Glaucoma, Multiple Sclerosis, Depression, Movement Disorders, Parkinson’s disease, dystonia, chronic pain, diabetes, Addiction, asthma, brain injury/stroke, crohn’s disease, ulcerative depression, mental illness, epilepsy, fibromyalgia, high blood pressure/hypertension, migraine, Nail Patella Syndrome, Schizophrenia, Alzheimer’s Disease, and Tourette’s syndrome, but not enough research have been done on these topics to be able to argue the beneficial use of THC as a cure. Some common reactions that a human can have to THC in marijuana from either smoking too much, or being allergic can include depression, anxiety, fatigue, short-term memory loss, dizziness, nausea, tempered coordination, palpitations are experienced as generalized discomfort, and ill-being. Also, acute anxiety or panic attacks from a feeling of loss of self, or loosing of one’s mind. (Acute Effects of Marijuana, NCMDA) Many studies were done that tried to look at the link between juvenile crimes, and the users of marijuana. A few societal issues that were found to be most commonly linked include Truancy, low self-esteem, delinquent behavior (Stealing, vandalism, fare dodging), having delinquent friends, hanging out on streets in boredom, and other behavioral/mental health issues(those in special education programs/schools tend to use more) (The global youth network, Drug trends) Some short term psychological effects of THC can include distorted sense of time, paranoia, magical or â€Å"random† thinking, short-term memory loss, anxiety, and depression. It also blocks certain receptors in your brain that can cause your brain to be unsure whether it can achieve certain tasks or not which can lead to the paranoia, and uncertainty in someone under the influence of THC. (WedMD) When you grow a Cannabis plant, THC seems to be more abundant in that plant when grown in a drier climate. In 1975 two scientists, Latta and Eaton, ran a study that showed when a Cannabis plant is put under more stress in the growing conditions, such as the lack of soil moisture available and competition with neighboring plants, increased the production of delta-9-THC. (Chemical Ecology of Cannabis, David W. Pate) After conducting many hours of research on this topic, I believe that THC is actually a better substance for you than many others out there. It has never caused a single death, and is greatly beneficial to medical treatments of the chronically ill.