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Our Physical And Ecological Environment That Shapes Our...

In this paper, I will argue between our physical and ecological environment that shapes our society and culture. First of all, we already have a firm scientific basis by which to assess the effect it has on the development of biology. For example, Darwinian science makes it clear that environment provides the driving force over long periods of time, longer than recorded of human cultural history. Darwin’s legendary Galapagos finches, with their beaks each adapted to the differing food sources on different islands, are a perfect example of the sort of determinism that some scholars fallaciously wish to apply to the evolution of culture. But for culture, despite of popular cant about â€Å"memetics† that does not evolve biologically. As we†¦show more content†¦Nevertheless, the larger correlation between biodiversity and cultural diversity does seem to persist in different studies of different regions. Such as, in Nabhan, Pines et al. in their 2002 article on â€Å"Safeguarding Species, Languages, and Cultures in the Time of Diversity Loss† look instead at a different region, the Colorado Plateau in North America, where the same conclusions appear to hold, although in this case it seems that human intellectual culture (i.e., academia) remains hung up on old ideas that no longer have any relevance to a genuine objective assessment. Furthermore, the Colorado Plateau undoubtedly ranks among the top five American regions north of the Tropic of Cancer in terms of linguistic, cultural, and biological diversity, as well as in biological and linguistic/cultural endemism. Nevertheless there is not a single conservation plan that takes into account both the cultural diversity and the biological diversity of the region. It is as if the

The Theory Of Systems Engineering - 1585 Words

Systems engineering emerged as a formal discipline in the late 1990s, responding to both a rapidly increasing rate of technological product development, and a growing complexity within the products developed. Product prototypes developed in the late 19th century took over four times as long to reach a quarter of their market as similar prototypes developed in the late 20th century, with the average penetration time over the last 140 years dropping from 44 years to 17 years. Poorly-designed systems rushing to market with that speed will easily sink not only entire products, but also the organizations that own them. To help the engineering industry at large avoid such catastrophes, the International Council on Systems Engineering codified a generic but comprehensive collection of best practices and guiding principles for systems engineering in the Systems Engineering Handbook. 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Strategic Management Of Tesco †Myassignmenthelp.com

Question: 1. Critically examine the relationship and the need for compatibility between corporate strategic and functional management policies. 2. Analyse the internal and external influences on corporate objectives and strategy.3. Demonstrate the need for flexibility in strategic management and the practical limits of quantifying corporate strategy. Answer: Strategic Purpose Assessment of the Strategic Purpose of the Organisation in terms of Mission, Vision and Values The retail organisation selected for the current report is Tesco Plc., which is one of the biggest multinational grocery company based on the UK. The company was started in 1919 in London, UK by Jack Cohen. The core purpose of Tesco is, Serving Britain's shoppers a little better every day (Tesco PLC, 2014). The simple mission followed by the company is, to be the champion for customers, helping them to enjoy a better quality of life and an easier way of living (Tesco PLC, 2014). The strategic purpose of the company is to offer great products to customers at great value and that too in the right way. The values of the company have been designed in a manner that allows it put its mission into practice. Tescos values are to try hard for customers, to treat customers the way they want to be treated, and to do every little help because it creates a big difference. The Relationship and Compatibility between Strategic Statements and Functional Objectives of the Company Tesco in its strategic statements has stated that every step that it takes is related to its customers and serving them is at the heart of everything the company do. The main strategic intent of the company is to make sure that each of its customers gets a little better experience or service on every visit. The strategic statements of the company are compatible with its functional objectives because the functional objectives of the company are to understand customers by using any possible tools ranging from Clubcard to social media (Tesco PLC, 2014). The company also take significant steps to act as per customers need and to innovate by every means possible. Moreover, to offer a better quality of life to customers the company also acts responsibly towards the communities. The company has made its values a prominent part of its culture to reinforce the relationship between its strategic statements and its functions objectives (Tesco Plc Annual Report and Financial Statements 2015, 2015). External Analysis Analysis of the Broad Macro-Environment of the Company Political Factors: The government of UK has recently adopted a policy of fat tax with the main aim to lessen obesity and other health issues which are associated with it but these efforts can reduce the market share of Tesco but the company responded positively to this change by introducing the new range of brand new healthy food (Department for Business Innovation and Skills, 2013). Economic Factors: The UK economy has suffered from a severe financial crisis in its past years but it has been showing recovery with positive outcomes as it has facilitated the growth in supermarket industry in which Tesco basically operates. The GDP has got a hike of 2.7% greater than its previous years and this effective recovery encourage greater revenue growth for Tesco (Department for Business Innovation and Skills, 2013). Social Factors: Tesco has facilitated its customers to shop online which allows customers to get their favourite products during critical climatic conditions which reveals that Tesco has positively responded to social change in UK (Deloitte, 2013). Technological Factors: This is the era of internet and mobile as these two elements are the main aspects of technological advancements. Hence, Tesco has implemented effective mobile technology in order to improve its distribution services. Ecological Factors: Tesco aims to reduce the consumption of energy and ensure the utilization of green house gases with the main aim to balance and protect the environment in an efficient manner (Deloitte, 2013). Legal Factors: Currently, the government of UK is reforming the formal agricultural policy in order to give direct subsidies to farmers for their betterment. This may impact Tesco to lower its costs and hence, it is working harder to overcome this issue. In light of the above mentioned factors, some of the major threats and opportunities to gain sustainable competitive advantage may include: The economic recovery in UK facilitates Tesco to enhance its market share by providing quality products at good prices but the previous recession has changed spending of customers which has reduced the significance of large super stores. This can be a major threat as the organization has invested very heavily on the growth of large super stores. Porters Five Forces Analysis Threat of Substitute Products and Services: Tesco has gained maximum market share of United Kingdom which states that the new operators have to manufacture something very unique or at low prices in order to substitute the products of Tesco which reveals that threat of substitute products for food products in UK is very low. Threat of Entry of New Competitors: It requires the huge investment of capital and it is really very difficult for a new company to make its name in this field due to high capital investment and effective marketing strategy. Hence, the threat of the entry of new competitors is very low (Hill and Jones, 2012). Intensity of Competitive Rivalry: The intensity of competitive rivalry in regard to retail industry is quite high as Sainsbury and Tesco are neck to neck competitors but the recent survey has revealed that the sales of Sainsbury has slowed down. On the other hand, Aldis sales have seen a huge hike in its sales which enhances the intensity of competitive rivalry in UK. Bargaining Power of Buyers: The population of UK has juggled with recent financial crisis due to which people have become very aware of their money and they want to get more in less money which states that the bargaining power of buyers in UK is generally high (Pycraft, 2000). Bargaining Power of Suppliers: The bargaining power of suppliers is low as no one wants to lose great commercial contracts with huge supermarkets. Hence, the suppliers make sure to provide goods at minimum and legal prices to companies like Tesco (Tesco at a glance, 2013). Internal Analysis Strategic Capabilities Strategic Capabilities in Terms of Organisational Competences The key contributing factors in Tescos success is it strong customer focussed approach due to which the strongly localise and translates its stores as per the needs of the host countrys customers (Partridge and Sinclair-Hunt, 2008). It is notable that Tesco has always remained one step in front of its competitors. The policy of the company to offer high quality products to customers at low price is the strong strategic tactic of the company. The company has kept its prices low by enhancing employee efficiency, designing effective delivery system and avoiding wastes. Tesco has set up a global sourcing team to pick non-food products from around the world, and thus, by procuring from developing countries like China and India, the company keep its prices low (DIW econ Economic Bulletin, 2011). The website of the company is its another strategic capability that allows it to offer sheer convenience and comfort to customers. Moreover, the supply chain system of the company has been designed in a manner that effectively connects its stores with Tesco.com. The information technology (IT) of the company has been organisational competency since long as the company being the first to introduce RFID technology in its supply chain and has also implemented lean management for eradicating waste, improving quality and reducing price (Zhao, 2014). Another prominent competency of Tesco is its strong financial assets and market goodwill. It is considerable that the goodwill of the company in 2014 3,771, which in turn increased to 3,795 in 2015. Also, Tesco has introduced cross docking operation and used collaborative plan, forecasting and replenishment (CPFR) for supporting its inventory management. This has skilfully allowed the company to shun the need to store and lessen the inventory holding (Tesco Plc Annual Report and Financial Statements 2015, 2015). The below mentioned VRIO analysis presents the difference between the unique and basic resources of the company: Resources Valuable Rare Imitable Organisation Advantage IT integration Yes No Yes Yes Temporary Supply chain management Yes No No Yes Temporary Workforce Yes Yes No Yes Permanent Club Card Yes Yes No Yes Permanent Unique Store Format Yes Yes No Yes Permanent Cost efficiency Yes Yes Yes Yes Permanent Analysis of the Business Functions of the Company Tesco is one of the largest food retailers across the whole world and it is functioning smoothly with its 2318 stores across the globe. The company also provides the platform of online shopping to its customers with the help of its subsidiary, Tesco.com. Among all its stores in different countries of the world, UK is its largest market which has been operating under four banners since long time namely; Extra, Superstore, Metro and Express. Apart from this, the company ensures that its activities do not harm any element of environment with the help of effective measures and environment sustainability. The business function of Tesco involves identifying, scanning, analysing, forecasting and then producing a product to suit the choices of customers. On the other hand, Tesco knows how to deal with major threats and take effective measures time to time in order to overcome them and to utilising the approaching opportunities for the betterment of the company. The overall analysis shows that the business function of Tesco is very fruitful for the customers as well as the employees of the company (Partridge and Sinclair-Hunt, 2008). Basis of Competitive Strategy Bowmans Strategy Clock explicates eight different strategies, such as no frills, low price, hybrid, differentiation, focussed differentiation, increased price/standard value, increased price/low value and standard price/low value, which companies can adopt for attaining competitive advantage on customers (Bowman and Faulkner 1996). Source: (Bowman and Faulkner 1996) From the eight strategies, Tesco has adopted hybrid strategy as it offer products at low price to consumer, but at a higher perceived value as compared to its competitors. Tesco has achieved a market reputation of charging highly fair prices for high superior quality goods. Tescos hybrid strategy is the basis of its competitive advantage as the prices of its products are low and customers are also assured of the quality and value. This combination in turn creates customer loyalty for the company. The company has attained this strategy by making its supply chain highly effective and efficient, i.e. free of wastes and timely delivery of products. The company also source high quality raw materials from developing economies at cheap prices so that it can offer equally low price goods to customers. Tesco has also pertinently used technology for sustaining its hybrid strategy by offering products direct to customers and eliminating any third party so that prices can be kept low (Baroto, Ab dullah and Wan, 2012). Strategic Choice and Strategy Evaluation Key Directions for Future Growth for the Company by using Ansoffs Matrix Figure: Ansoff Matrix Market Penetration: For market penetration, Tesco has to extend its products and services to the UK market, which in turn will help it in improving its sales. It is notable that the sales of Tesco in the UK have declined in past few years. Thus, it is essential for Tesco to restore its competitiveness not just by using its products by also by reinvesting in its stores to offer a unique experience to customers (Thomson and Baden-Fuller, 2010). New Product Development: Although, there are risks in introducing new product, however if a new product is introduced with utter care and research, it can bring huge returns. Tesco can rely on the expansion of non-food products. The company should focus on bringing new financial services to the market for regaining consumer interest. The retailing industry is currently going through overcapacity, and thus innovation is the major driver for growth and development (Wit and Meyer, 2010). New Market Development: Tesco should consider expanding to new markets like India, China, Japan and so on. It is notable that entry to new markets will act a key growth driver in Tescos revenues. Although, Tesco has expanded to Asian markets, but a more aggressive expansion will benefit the company as Asian markets are demonstrating a rise in consumer spending and are also demographically highly prospective markets. Therefore, for new market development Tesco should consider starting new and unique stores in Asian countries like China, India, Japan, and Singapore and so on (Sumer, 2010). Diversification: Diversification is one of the riskiest growth options as it diversifies the company completely from its current product line. In this regard, Tesco can expand its diversification of coffee shops to Asian market. The company has already diversified to different new products and services, such as financial services, and hence, this new diversification will allow the company to gain large market share (Cuthbertson, 2012). Selection of one of the Options of Ansoffs Matrix In light of the above options, it is noteworthy that in terms of market penetration and market development, Tesco is already working enough. It is now time to come up with novel product, and as a result, diversification is the best suitable option for Tesco for future growth. Suitability Diversification strategy is suitable because it is taking advantage of the external opportunities will minimise the threat of low sales and extensive competition. It is important to note that demand of coffee is increasing in Asian countries especially in China, and thus adopting this strategy will benefit the company. This strategy can also be built on the internal strengths of the company of an effective supply chain management and price efficiency. Acceptability Acceptability is related to whether the expected results of the proposed option will comply with stakeholders expectation or not (Jhonson et.al, 2011). The key stakeholders of Tesco are: Employees: require job security, safe environment and future growth, which diversification will bring Suppliers: want timely payment and demand. This can be done as diversification will enhance companys revenues Shareholders: demand high returns on shares, which is possible with better revenues by using diversification strategy Customers: want quality products and reasonable price and the company can offer this by utilising its competencies. Feasibility This factor is related to the capabilities and competencies of Tesco (Johnson, et al, 2011). On the basis of the internal analysis, it has been observed that Tesco has potent capabilities that will help the company (Johnson, et al, 2011). The company effectively used IT, its hybrid business strategy and differentiation of products and services will allow it to implement this strategy. Also, the club card scheme will enable the company to build a loyal customer base. Conclusion and Recommendations Conduct an overall summary of the strategic issues facing the selected company and evaluate how the selected company can, a) Make the most of their strengths b) Circumvent weaknesses c) Capitalize on opportunities d) Manage their threats. References Baroto, M.B., Abdullah, M.M.B., and Wan, H.L. 2012. Hybrid Strategy: A New Strategy for Competitive Advantage. International Journal of Business and Management; 7 (20), pp. 120-133. Bowman, C., and Faulkner, D. 1996. Competitive and Corporate Strategy. Irwin. Cuthbertson, C. 2012. Retail Strategy. UK: Routledge. Deloitte. 2013. The path to 2020: taking the long view of retail market entry. [Online]. Available at https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Consumer-Business/dttl_cb_Path-to-2020_WEB.pdf [Accessed on: 30 July 2016]. Department for Business Innovation and Skills, 2013. 2013. [Online]. Available at https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/252383/bis-13-1204-a-strategy-for-future-retail-industry-and-government-delivering-in-partnership.pd [Accessed on: 30 July 2016]. DIW econ Economic Bulletin. 2011. THE POWER OF RETAILERS. [Online]. Available at https://diw-econ.de/wp-content/uploads/2014/02/DIWecon_Bulletin_No3_2011.pdf [Accessed on: 02 September 2014]. Hill, C.W.L. and Jones, G.R. 2012. Strategic Management Theory: An Integrated Approach. Cengage Learning. Johnson, G. et al, 2011. Exploring Strategy. 9th ed. England: Pearson Education Ltd. Partridge, L and Sinclair-Hunt, M. 2008. Strategic Management. New York: Select Knowledge Limited. Pycraft, M. 2000. Operations Management. Pearson South Africa. Sumer, K. 2012. Business Strategies and Gaps in PorterS Typology. Journal of Management Research, pp. 110-112. Tesco at a glance. 2013.[Online]. Available at https://files.the-group.net/library/tesco/annualreport2013/pdfs/tesco_annual_report_2013.pdf [Accessed on: 30 July 2016]. Tesco Plc Annual Report and Financial Statements 2015. 2015. [Online]. Available at https://www.tescoplc.com/files/pdf/reports/ar15/download_annual_report.pdf [Accessed on: 30 July 2016]. Tesco PLC. 2014. [Online]. Available at https://www.tescoplc.com/index.asp?pageid=6 [Accessed on: 30 July 2016]. Thomson, N. and Baden-Fuller, C. 2010. Basic Strategy in Context: European text and cases. John Wiley Sons. Wit, B.D. and Meyer, R. 2010. Strategy: Process, Content, Context, An International Perspective. Cengage Learning EMEA. Zhao, S. 2014. Analyzing and Evaluating Critically Tescos Current Operations Management. Journal of Management and Sustainability, 4 (4), pp. 184-187.

The Diary of a Young Girl free essay sample

Early yesterday morning, I saw that Cecilia Kang at the Washington Post had a story up about the years-long fight for white spaces entitled: Tech, telecom giants take sides as FCC proposes large public WiFi networks. It struck me as odd, because so much in the article seemed wrong or misleading. The main part about efforts to finally do something with the old TV spectrum isnt anything new at all. We first wrote about the FCC proposing this back in 2004 and have covered it a few times since. The FCC has been trying to use some of that TV spectrum for better, more efficient and more useful endeavors. Its been an ongoing battle that feels like its never going to end. The short version is that TV broadcasters got a ton of free spectrum many years ago (just look at how giant chunks of the spectrum chart belong to TV broadcasters). We will write a custom essay sample on The Diary of a Young Girl or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page A big part of the move to digital TV was to force broadcasters to give up a chunk of wasted, valuable spectrum that can be turned into (among other things) some useful wireless services. TV broadcasters hate this and have been fighting it in a variety of ways. The latest version of this plan is for the FCC to do a multi-part, multi-directional auction process for a chunk of spectrum currently held by the broadcasters. Part of that auction would be to offer incentives to broadcasters to cough up the spectrum. And then part of it would be auctioning off whatever spectrum broadcasters agree to dump. Finally, part of it would also include designating some portion of the spectrum for unlicensed uses. All of this is ancient history. Really ancient history. So why is the Washington Post suddenly covering this? From the article, youd be forgiven for thinking that this is all new and that the FCC has plans for some amazing free super WiFi. Except thats not true. At all. Well, except the part that caught most peoples attention: that this would be about offering free internet service across the country. That part is new. And thats because its not true. You still need backhaul and service. Its just about freeing up the spectrum so that it can be used to provide service. The FCC isnt suddenly planning to get into the broadband service ISP business. Nor could they. Think of it this way: just because WiFi exists, it does not mean that everyone suddenly has free internet access if they buy a WiFi router at their local Best Buy. Nope. They have to connect that to a service. Same thing with anything being talked about here. More spectrum may be freed up for open use meaning more things like WiFi but there will still be service providers offering services over it in some form or another. Could some of them offer free service? Possibly. Just like you might get free internet access from your neighbor with open WiFi, who pays for his connection. But thats not what anyones really talking about. However, if you could be forgiven for thinking that this was new and amazing (and true), I dont think the same forgiveness should be given to parts of the press who ate this story up. Business Insider (apparently, without any benefit from any actual insider) wrote a breathless piece about telcos trying to stop the government from offering super WiFi. Except no. Others, who should have known better yet still wrote about it, included Popular Science (awful) and Mashable. Moving to the mainstream, newswire UPI picked up the story, taking some comments from FCC boss, Julius Genachowski, out of context. He was quoted in the Post piece as saying Freeing up unlicensed spectrum is a vibrantly free-market approach that offers low barriers to entry to innovators developing the technologies of the future and benefits consumers. But the confusion is his use of free. Hes not talking free service but freeing the spectrum so that anyone can offer services, like WiFi, over it without having to buy a license. Others similarly jumped on the story without understanding it at all. The Daily Caller talked about it as if it was some new plan, as did Fox. Similarly, you had ThinkProgress and Salon chiming in on the other side of the political spectrum. Thankfully, some spoke up in response, but even then theres still some head-scratching about this wh ole thing. Karl Bode, over at DSLReports, quickly questioned Kang about the whole story, and she claimed that the story was motivated by the new comments to the FCC from various players both in support and in opposition of the latest spectrum auction concerning white spaces. But again, the auction has been planned for a while and its not really about white spaces but adding existing white space rules to some of the newly available spectrum (more below). Theres really nothing new here, other than some comment filings about how this auction should go down, which add little to the discussion beyond whats been said already. Its the same players saying the same thing, but just in direct reference to the upcoming spectrum auction. Jerry Brito, over at the Tech Liberation Front, digs into the details and suggests that this whole thing involves something of a comedy of errors, with massive confusion not just over whats been going on with TV white spaces, or the new comments, or the upcoming spectrum auction but also with a completely different band of spectrum that Genachowski spoke about last month at CES.

Neolithic Art and the New Stone Age

Neolithic Art and the New Stone Age After the art of the Mesolithic era, art in the Neolithic age (literally new stone) represents a spree of  innovation. Humans were settling themselves down into agrarian societies, which left them enough spare time to explore some key concepts of civilization- namely, religion, measurement, the rudiments of architecture, and writing and art. Climactic Stability The big geological news of the Neolithic age was that the glaciers of the Northern Hemisphere concluded their long, slow retreat, thus freeing up a lot of real estate and stabilizing the climate. For the first time, humans living everywhere from the sub-tropics to the Northern tundra could count on crops that appeared on schedule, and seasons that could be reliably tracked. This newfound  climatic stability was the one factor that allowed many tribes to abandon their wandering ways and begin to construct more-or-less permanent villages. No longer dependent, since the end of the Mesolithic era, on herd migration for food supplies, peoples of the Neolithic were becoming adept at refining farming techniques and building up domesticated herds of their own animals. With an ever-increasing, steady supply of grain and meat, we humans now had time to ponder the Big Picture and invent some  radical technological advances. Types of Neolithic Art The new arts to emerge from this era were weaving, architecture, megaliths, and increasingly stylized pictographs that were well on their way to becoming writing. The earlier arts of statuary, painting, and pottery stuck (and still remain) with us. The Neolithic era saw many refinements to each. Statuary (primarily statuettes), made a big comeback after having been largely absent during the Mesolithic age. Its Neolithic theme dwelt primarily on the female/fertility, or Mother Goddess imagery (quite in keeping with agriculture). There were still animal statuettes, however, these werent lavished with the detail the goddesses enjoyed. They are often found broken into bits- perhaps indicating that they were used symbolically in hunting rituals. Additionally, sculpture was no longer created strictly by carving. In the Near East, in particular, figurines were now fashioned out of clay and baked. Archaeological digs at Jericho turned up a marvelous human skull (c. 7,000 BC) overlaid with delicate, sculpted plaster features. Painting, in Western Europe and the Near East, left the caves and cliffs for good and became a purely decorative element. The finds of Çatal Hà ¼yà ¼k, an ancient village in modern Turkey, show lovely wall paintings (including the worlds earliest known landscape), dating from c. 6150 BC. As for pottery, it began replacing stone and wood utensils at a rapid pace and also become more highly decorated. Art for Ornamentation Neolithic art was still- almost without exception- created for some functional purpose. There were more images of humans than animals, and the humans looked more identifiably human. It began to be used for ornamentation. In the cases of architecture and megalithic constructions, art was now created in fixed locations. This was significant. Where temples, sanctuaries and stone rings were built, gods and goddesses were provided with known destinations. Additionally, the emergence of tombs provided unmoving resting places for the dearly departed that could be visited- another first. Neolithic Art Around the World At this point, art history typically begins to follow a prescribed course: Iron and bronze are discovered. Ancient civilizations in Mesopotamia and Egypt arise, make art, and are followed by art in the classical civilizations of Greece and Rome. People then traveled to and settled in what is now Europe for the next thousand years, eventually moving on to the New World- which subsequently shares artistic honors with Europe. This route is commonly known as Western Art, and is often the focus of any art history/art appreciation syllabus. However, the sort of art that has been described in this article as Neolithic (i.e.: Stone age; that of pre-literate peoples who hadnt yet discovered how to smelt metals) continued to flourish in the Americas, Africa, Australia and, in particular, Oceania. In some instances, it was still thriving in the previous (20th) century.

Distinction between Heath and Illness in Context with the Medical Assignment

Distinction between Heath and Illness in Context with the Medical Anthropology - Assignment Example Finding the differences between the two notions seems to be useful in medical anthropological context since diseases are mainly concerned with the biomedical curing, while illness involves both biomedical curing as well as psychological treatment. The psychological factor encompasses the perception of the patient’s emotions, which forms the basic concept in the field of Anthropology. Thus, for example the disease which includes measles can be cured by biomedical medicines, whereas illness which may include both mental and physical disorders need to be treated accordingly. In this context, an explanatory model reveals how individuals sense their illness and the related experiences of it. The explanatory model are usually used to explain â€Å"how people view their illness in terms of how it happens, what causes it, how it affects them, and what will make them feel better† (â€Å"Explanatory Model† ). Thus one of the advantages of the explanatory model would be, it can assist in the integration of clinical, epidemiological and other social science related aspects of diseases and illnesses, thereby enhancing the depth of the scientific understanding of any diseases and illness. ... four major steps: 1) With the effective background of the cultural myth, and under the culture specific symbols, both the experiences of the healed and the healers becomes generalized. 2) The patient’s problem is described by the healer in the form of a myth. 3) Patient’s emotions are attached to the transactional symbols from the general myth 4) Finally, the healer manipulates those transactional symbols skillfully and help the patient transact his/her emotions. (Waldram). Variations in the structure of this symbolic healing happens when the treatment has to be fastened and due to certain culturally specific symbols. The basic crux of all these symbolic healing methods is, the healing process involves â€Å"an ontological shift for the patient into a particularized mythic world.† (Dow 61). A symbolic healing can be considered a success and even possible when that particularized mythic world is present for both the healer as well as the patient, and importantly, when the patient fully agrees to the power of the healer to judge and de?ne the patient’s relationship to it. When this healing is compared with biomedical curing, the difference is the focus on mind in the case of healing, while the focus is on the physical body in later case. In general the psychosocial factors become one of the neglected areas in biomedical curing. Thus the biomedical curing can be considered as a historic shift from the ways the doctors carried out their practice. That is, in the case of symbolic healing the patient’s emotions are centered, while in biomedical curing the body rather than the mind is targeted. Brief description of Medicalization, pregnancy and Demedicalization with suitable examples Medicalization can be defined as a process in which many key non-medical aspects of