Wednesday, October 30, 2019

Patient Classification System Essay Example | Topics and Well Written Essays - 3750 words

Patient Classification System - Essay Example This perception distinguishes important patient characteristics and helps in staffing procedures for fairness in patient staffing and enhancing excellence of care and performance. Information acquired with the use of the PCS can be used by nurse leaders to efficiently and impartially lobby for proper patient care resources (Harper, et al. 2007). To get the required care that is adequate to their uneven patterns of acuity, patients repeatedly shifted a number of times throughout their small of stay in hospital. Because of these shifting, patients some times miss or get their treatment delayed which in turn cause medication errors, patients falling, and personal contact with several caregivers or related health experts. This cause an enlarged workload index, responsibilities and physical movement, which is innate in existing nursing care models and it attach no worth to patients’ care outcomes. The majority of tools for gauging acuity do not reflect on the effects of repeated shifting of patients on healthcare centers or nursing units. However, the estimate of slanted procedures for patients’ acuity, transformed to a workload index, is the process the majority nursing division resources and plans the number of nursing hours per patient day. Present day’s customary nursing unit might move or discharge an astounding 40% to 70% of its patients each day. A rational workload index is a vital evaluator of withholding of nurses; therefore, it is a main area of prospect as it is linked to the flow of patients and the progress of innovative nursing care models. Throughout the last decade, the difference between critical care and medical-surgical care units was uncertain with a rising acuity of patients, ensuing in the development of progressive care units. Patients are admitted to progressive care units as the patients need immediate mechanical aeration, infusions of vasopressors, or physiological

Sunday, October 27, 2019

EasyGroup Business Model Analysis

EasyGroup Business Model Analysis The easyGroup is the owner of the easy brand and licenses it to all of the easy branded businesses, including easyJet plc, the airline Stelios started in 1995 and in which he remains the largest single shareholder. Easy Group brands include easy Car, easy Cinema, easy Hotel, easy Internet cafà ©, easy Pizza, and easy Value. Airline easyJet is now publicly traded, but easyGroup holds a stake in the company. The easy formula requires consumer-oriented businesses that display significant price elasticity, require a high fixed-cost base and low marginal-cost to service additional customers. Industries with strong but complacent incumbents are particularly well-suited for the easyGroup approach. Easy Group is contemplating its entry into the cinema exhibition business in the UK through the launch of a no-frills cinema. The company believes that it can redeploy the capabilities, such as yield management, that led to the success of easyJet, its low cost airline business, into this new venture. The case examines the market for cinema in the UK, as well as the evolution of Easy Groups portfolio of companies, with a view to assessing the attractiveness of the companys planned launch of easy Cinema. How would you characterise the easyGroup business model? A  business model  describes the  rationale  of how an  organization  creates, delivers, and captures value  and it captures economic and social factors. The process of business model design is part of business strategy. In theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a  business, including purpose, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies. (A. Osterwalder, Yves Pigneur, Alan Smith, 2010) The  easy business model  has a  key feature: clear value proposition the easy concept is to  bring cheap and efficient services to most customers. As a solution a Web-based booking and administration system was built on Microsoft Windows Server 2003 that can be quickly adapted for numerous online ventures. This benefited the company with fast time to market of new business ventures, low-cost of ownership, easily replicated for many new ventures and highly secure and reliable. Easy Group has become an important incubator for new businesses which, while sharing the easy brand, will each be stand-alone companies. Rather than building a conglomerate, Stelios is turning easyGroup into a network of organisations linked by brand and image rather than strategic intent or purpose. The creation of easyGroup in 1998 was a signal that Stelios intended to try out this concept. The name easy itself explains much of easyGroups approach to new ventures, which one executive describes as taking a complicated business and making it simple. Technology solutions play a major role in this, but central to the easy philosophy is yield management. The group looks for businesses where there is high price elasticity, high fixed cost bases and low marginal costs and, especially, where incumbent firms have grown complacent and are not prepared for the arrival of dynamic new entrants. By launching and growing new businesses quickly, easyGroup aims to win market share from these incumbents through a combination of low cost and easy-to-access services. The Easy model provides to the customer functional services at the lowest possible price, on the basis of the real value of the basics of the provided service, avoiding any superfluous frills. The Easy group breaks up a standard service, only keeps items that are absolutely required by the consumer and provide it to him at the lowest price taking into account the time they buy it. The time is one of the most present valuable item in nowadays services. As Stelios Hajiloannou, Easy group CEO, said Easy is a functional brand. In any industry where consumers are being ripped off, if Stelios can find a way to give them real value, he states he will do it. On Easy group side, the model creates a huge turnover as it seduces a lot of consumers, due to the specificity of the model and the advertising of the brand. Direct margin are low as the model provides low prices but this is compensated by the optimization of the running fixed costs thank to the Yield management lever. The model is comprised of variations of turnover by proposing attractive prices on openings where competitors use to be underperforming. As Stelios H. focuses on highly leveraged industries, the additional turnover generated on those unusual slots is almost a net benefit that compensates the lower margins on other sales. Our business model, based on low-cost and convenience, has shown its flexibility. EasyGroups brand means low-cost products, no frills services, cost- and time-sensitive structures that offer value in exchange for some inconvenience. Thats the irony. The easyGroup brand is not necessarily an easy one to deal with. In short, the brand simply offers to make everyday things less expensive by varying the business models-not glamorous or innovative, but honest. Easy Group model obviously reduces the operational complexity and maintenance cost, which allows them to undercut their competition. All of the easy group companies offer the same class of services using standardized components, whether it is one type of plane or one type of car model. Due to the advanced technology used that helped the easyGroup to lead to innovation, it helped advance the business models and the practices which had a real impact on the peoples life. In my opinion without the web solution, the easy model wouldnt be as successful as it is, and would completely lose its essential basis of functioning. Internet makes this business model a dynamic one, with a young and accessible image. The easy model is a based on a self-serving system, which is almost entirely provided by the web solution. The web system allows fix costs to be avoided by managing the scheduling, pricing, booking, payment and various other aspects of the business and outsourcing to the customer. It is the only way the company is able to apply its concept for more people. Internet makes the offer available to almost everyone everywhere, in any moment. True to its low-cost, no-frills business model, easyCinema does not sell popcorn and drinks to movie-goers. For those who wish to treat themselves in such pleasures, they have to bring their own food along. Trailers and ads are cut back to lower the costs of operating the cinema. How would you characterise easyGroups growth strategies in terms of the Ansoff matrix? According to the Ansoffs Matrix there are four growth strategies that a company could expand. These growth strategies are Market penetration, Product development, market development and Diversification. Looking at easyGroup case it shows that the company was following a diversification strategy but that it uses the other growth strategies as well and this will be discussed further below. ANSOFF MATRIX Existing Products New Products Existing Markets Market penetration Product Development New Markets Market Development Diversification (Johnson et al page 258) The Ansoff Matrix is used to focus on the easyGroup present status, products and markets (customers). Market Penetration:  Easy group continues to achieve growth with its existing products i.e providing services at rock bottom prices. By following this business strategy the market share continues to grow. Market Development:  Easy group is seeking growth by targeting its existing products to new market segments. (Mintzberg H, Quinn J.B, Ghoshal S, 1998) For example Easyjet is targeting business travellers with its low cost airfares and frequent flights to popular destinations. The best way to achieve this is by gaining competitors customers. Other ways include attracting non-users of your product or convincing current clients to use more of your product/service, with advertising or other promotions. Market penetration is the least risky way for a company to grow. Product Development:  Easy group, particularly Easyjet has grown by introducing new flight routes thereby further developing its product range. Diversification:  Easy group is bringing forward new business ideas for its existing market segment such as easy Internetcafe, and the latest venture easy money. The Ansoff  Product-Market Growth Matrix  is a marketing tool created by  Igor Ansoff  and first published in his article Strategies for Diversification in the Harvard Business Review (1957). The matrix allows marketers to consider ways to grow the business via existing and/or new products, in existing and/or new markets there are four possible product/market combinations. This matrix helps companies decide what course of action should be taken given current performance. The matrix illustrates, in particular, that the element of risk increases the further the strategy moves away from known quantities the existing product and the existing market. The Easy Group started off with the core activity of providing low-cost flights to Europe. This is therefore its core business, and with over 18 million passengers a year flying easyJet, the Easy Group needed to establish ways for the business to grow and expand. The Easy Group had continued to penetrate the existing air transport market at low-costs flights; it also developed the market potential to include a greater accessibility of easyJet flights by increasing the number of airports handling the passengers. While the flights are the core business in Easy Group, a complementary diversification programme was entered in order for a travel solution package is made available to meet the whole range of customers needs and expectations of both frequent and holiday travellers. This is aimed at both the corporate and the customer sectors in the business. By taking the key strengths and opportunities available to the Easy Group has established a further growth strategy which includes market penetration, market development and diversification into new compatible areas of business. Market penetration their strategy of offering lower costs to the customers enable them to get access to most of the market share. Market development included the growth strategy to increase the number of handing airports by branching out into new markets and a wider customer base. Lastly with diversification Easy Groups strategy of hiring cars, the internet cafe and hotels is a way for the Easy Group to find ways and different markets that can be developed to provide the best prices for the customers. (Karen Beamish, Ruth Ashford, 2008) Therefore product development and market extension typically involve a greater risk than market penetration (existing product and existing market); and diversification (new product and new market). Ansoff stressed that the diversification strategy stood apart from the other three. While the latter are usually followed with the same technical, financial, and merchandising resources which are used for the original product line, diversification usually requires new skills, new techniques, and new facilities. As a result it almost invariably leads to physical and organizational changes in the structure of the business which represent a distinct break with past business experience. (Karen Beamish et al 2008) Most of the Easy Groups growth strategies involve three of the Ansoff matrix namely market penetration, diversification and market development. Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, therefore diversification usually requires a company to acquire new skills, new techniques and new facilities, just like Easy Group did. The notion of diversification depends on the subjective interpretation of new market and new product, which should reflect the perceptions of customers rather than managers. To what extent is easyGroup a conglomerate? A  conglomerate  is a combination of two or more  corporations  engaged in entirely different businesses together into one corporate structure, usually involving a  parent company  and several (or many)  subsidiaries. (Dearbail Jordan and Robin Pagnamenta, September 25, 2007) Often, a conglomerate is a  multi-industry company. Conglomerates are often large and  multinational. (Dearbail Jordan et al, 2007) In the case of the easyGroup they are conglomerate and the extent of it will be discussed below. Fortune has an article on  Stelios  Haji-Ioannou and his various Easy companies that form the  EasyGroup  conglomerate. Stelio has started a number of companies that range from rental cars, airlines, to internet cafes, based on the idea of eliminating middlemen using technology. Apparently, his companies are all doing very well, including EasyJet which is a public company that generated $765M in revenue last year. (Wendy Walker, 2003) I noticed that EasyGroup has a similar business model to companies like Fresh Direct and Dell. All of these companies are using technology to eliminate the middleman to deliver lower cost and higher value to customers. These companies are not internet companies as such, but they are examples of how internet technology and general information technology can become a competitive advantage, if applied correctly to support a rational business model. All of these companies offer the same class of service, but with self-motivated pricing, using standardized components, whether its one type of plane or one type of car model. This model obviously reduces operational complexity and maintenance costs, which allows them to undercut their competition. It also reminded me of Dell in some ways because Dell is obsessed with maximizing their margins by minimizing their cost of inventory with  just-in-time assembly  of PCs. These are all sensible business principles and practices that more companies should really adopt to stay competitive. The interesting thought for me is that companies such as EasyGroup, FreshDirect, Dell, and even EBay could not exist and thrive to the same extent if there was no such thing as the Internet. However, the real focus shouldnt be on the innovation in technology that enables such companies to exist and thrive. It really should be on how advances in technology lead to innovation in business models and practices that have real impact in peoples lives. The company stands tall when it comes to achieving higher standards of excellence. (Wendy Walker, 2003) Over the years brands have been synonymous with quality innovation in their respective domains. Easy Groups passion to excel has made us grow faster than most of our competitors. Easy Group strongly believes that success is a continuous phenomenon by benchmarking ourselves with the best Business practice followed globally; we look forward to a bright future, brought to life by growing possibilities. The easyGroup is rated as one of the fastest growing business conglomerates of India. The easy group has been a front-runner in delivering innovative and customized solutions. By offering contemporary products, superior quality and assured availability. The group has gained an exceptional stronghold with an array of winning brands to its credit. Easy Solar Industries is constantly innovating to give you more value for the money. His high quality products are backed by excellent nationwide sales and service support. Easy Group continues grow in terms of products benefits, market share and customer retention. Today Easy Group is Conglomerate consisting of diverse products such as Solar Thermal, Solar Photovoltaic Power Products. Our products attained market reputation in very short span of time. Most of Easy Groups customers are mainly government and semi government organizations continuously supported us in span of last six years only because of our regular efforts in maintaining quality and adopting latest research and development. Many of the companies follow the easy format of taking away the frills in something to make it cheaper overall, plus using the  yield management system of supply and demand. In the last few years the company has started to franchise the businesses to expand, and cut down costs. Some EasyGroup subsidiaries have been more successful than others, the most successful division being  EasyJet. The extent of Easy group been conglomerate is large as they are operating with a number of different large businesses that fall under the main Easy Group corporation. There are up to fourteen businesses namely EasyJet, Easy Internet cafà ©,   EasyCar.com,   Easy Money,   Easy Cinema,   Easy Cinema DVD Rental,   Easy Bus,   Easy4Men, Easy Pizza, Easy Music,   Easy Cruise, Easy Mobile/Shimmer Bright,   Easy Hotel, Other businesses. (Wendy Walker, 2003) Should easyGroup entre the cinema industry? According to the Case, three factors made easyCinema an attractive expansion area. First, the yield management capabilities that were used for the airline business and did well running could be applied to easyCinema. For example, easyJet prices are linked to demand and advance purchase. Likewise, they would charge more for peak-time movie tickets. Stelios always wondered why cinemas charged so much money when they are so empty. He then realised that by maximizing both capacity and the extent to which it was utilized, easyGroup could grow the cinema admissions well above current rates. Second, easyGroup can use the technology to automate the process of serving customers, thereby reducing labour costs. All bookings would be made through the Internet or kiosks in the foyer of the cinema. (Jackson Mahr, 2003) Third, the no-frills concept will be applied and this could be an advantage. The cinema would now show any advertising or support promotional campaigns associated with films (activities that require significant time and organization). (Jackson Mahr, 2003)They would allow the audience to bring in their own food and drink, eliminating the traditional allowance stand. Therefore the customers will be interested in going to watch a movie knowing they do not have to spend more money on the food and drink than the actual movie they want to see. EasyCinema is just one of many new ideas in the easyGroup pipeline. (Jackson Mahr, 2003)The criteria for a new business can be summed up in one word, simple. The easy formula requires consumer-oriented businesses that display significant price elasticity, require a high fixed-cost base and low marginal-cost to service additional customers. Also, industries with strong but complacent incumbents are particularly well-suited for the easyGroup approach. Although the above mentioned aspects are positive I would recommend that it should not enter the UK cinema business, the reasons are discussed below. The main question is how well do cinemas fit in with the easy formula? I would think that Cinemas do not fit well with their formula. Firstly the success of the actual cinema will depend on success of the movie which is considered to be very low. Therefore by going through with the cinema idea it is considered to be high risk business and there is a lot of instability in the cinema industry. Secondly this product is considered to be giving entertainment to the consumer. Therefore having a low frill may not be enough to ensure the cinemas success. Moreover the Cinema industry is not that attractive according to the case. The business environment is extremely competitive. Other factors to consider are the bargaining power of buyers. Here the consumers have the choice of movie but the success of the operator depends on the success of the movie. Therefore the bargaining power of consumer is very high. With the Bargaining power of suppliers distribution of the movie is controlled by the big movie houses of Hollywood. Therefore they do have certain influence over the UK industry. They may not accept the yield management model of the Easy group. With regards to the entry barriers, it requires high capital investment. Another problem that might affect the success of the cinema is substitutes. (Jackson Mahr, 2003)There are substitutes in form of video rentals, video sales and DVD rentals which is increasing everyday and could affect the success of easyCinema. This case study gives a fair idea about the industry in which a company operates in and the various external forces that influence it. However, it any industry is not static in nature. Going forward, we foresee increasing competition in the industry and these competitors will large players and it may be possible that some kind of oligopoly come into play. If oligopoly had to be the result it would result in the industry moving towards consolidation. The barriers to entry will increase going forward; therefore according to my opinion the industry is unattractive. As discussed above the entry barriers are high capital investment, high brand loyalty, high competition, risky nature of business. They can enter by acquiring an existing cinema operator. This will help in gaining markets share in timely manner. Moreover here the strategy can be concentrating on online DVD sales and broadcasting instead of Cinema. CONCLUSION: The easyGroup profits by either selling shares in the businesses or by licensing or franchising the brand to reputable partners. The easy brand currently operates in more than a dozen industries mainly in travel, leisure, serviced office accommodation and other consumer facing sectors. Currently, only EasyJet plc, out of the easy group of companies is listed in the Stock exchange. EasyJet has shown substantial organic growth since the day it came into being in 1995. Although easy groups businesses are based on the low price model, they still face competition from established players, who emphasis on quality. Throughout the years, the  easy  Group  strategy  kept a clear readability built around some corner-stones principles: a low-cost approach, an identifiable and recognizable simple communication  strategy  mainly focused on price and entertainment, constant expansion, development of new strategic business units in close to the customers market, with a core focus on travellers. In terms of management, the  easy  Group also adopted a consistent and durable stance in minimizing its operating administrative fees and in applying for the newly created Strategic Business Units the management framework that brought success to the previously settled business. All in all, the strategic consistency is to be found in a clear managerial desire to expand as far as possible the no-frills concept to every profitable market. Harvard Referencing: A. Osterwalder, Yves Pigneur, Alan Smith, Business Model Generation,, self published, 2010 Alan Clarke, Wei Chen, International hospitality management: concepts and cases, 2003, page 232 Jackson Mahr, easyGroup June 13, 2005 Jardine, Cassandra (2006-11-29).  Theyd laugh if I called myself Sirà ¢Ã¢â€š ¬Ã‚ ¦.  The Telegraph  (London). Retrieved 2007-09-07. Karen Beamish, Ruth Ashford, Marketing Planning 2007-2008, page 44-45 Mike W. Peng, Global Strategy 2009, page 279 Mintzberg H, Quinn J.B, Ghoshal S, (1998) The strategy Process. Revised European  edition.PrenticeHall Yves Doz and Mikko Kosonen,  Harvard Business Review, Vol. 85, Issue 6, pp 98-104, June 2007. Wendy Walker, Easy Jet Press Pack, February 21, 2003

Friday, October 25, 2019

Harnessing Wind Energy :: physics power energy green environment clean

Living in Rural Alaska is very expensive because of it's isolated location. It would be even more expensive if energy, mail service, and other services were not subsidized by the state of Alaska. In the late seventies and early eighties, the state of Alaska looked for ways to cut the high cost of subsidizing diesel fuel for generating electrical power to rural Alaska. It was during this time that wind energy was taken into consideration as a source of electrical power. The earliest known uses of wind power date back to 3000 BC, when people used wind to sail ships. Approximately 4000 years later, windmills were used in Europe to grind tobacco, wheat, and other grains. Later, in the 1700's, windmills were then used to pump water. It was not until the 1900's that wind mills were used for generating electric power. In the United States, windmills were used prior to widespead electrical distribution. The generation of wind can be traced back to solar energy. It is ultimately a renewable and clean energy source. This is what makes it attractive to many as a source of energy for power plants. Wind is created as a result of pressure differences in the atmosphere which is caused by temperature differences of radiating solar energy. Other factors that contribute to the flow of air (wind) is the rotation of the earth, and it's terrain. We could expect more wind over bodies of water since water provides less resistance to wind than do objects on the surface of the earth. If wind is essentially free, why don't we see more windmills? The reason is that wind doesn't blow whenever we need power. Wind energy can only be stored in batteries and much of the energy from wind can not be harnessed into useful energy. The public also views wind generators as an eyesore on the landscape. Wind, initially is in the form of kinetic energy, thus it has the equation: 1/2mv^2, where m is the mass, and v is velocity of the air. Using the fact that the mass is equal to the volume times the density, we can rewrite the equation for kinetic energy as k.e. = 1/2Vpv^2, where V is the volume, and p is the density of air. Furthermore, the volume through a surface is equal to the area of the surface times the velocity of the air, times the time, thus the equation becomes k.e. = 1/2pv^3At, where A is the area of the surface and t is the time.

Thursday, October 24, 2019

A Memorable Term Essay

In Mr. Rodriguez’s Spanish 1-2 class, we have learned so many new things and have had the amazing opportunity to gain more fluency in another language. Some of the goals we had in the beginning of the term were to learn the appropriate level of Spanish, for example more knowledge of verbs, and how to say basic conversations and greetings. We were expected to have learned everything we were taught, and the basic part of the Spanish language. Mr. Macfarland was our Spanish teacher, and his techniques were that we did our homework in homework packets, and we would sing our vocabulary, which benefited us and helped us memorize it in an easier way. When we took test, quizzes and answered questions aloud, he could judge if we were learning or not by the answers we would give, or the grades we would receive. The family project we did in Mr. Macfarland’s class was definitely the most memorable and enjoyable assignment we did. Throughout my freshman year, I didn’t do any other project that was like the family project we did in his class, and that is what made it so enjoyable. It was fun to go through old pictures, and be able to sort of introduce you’re family to your class. I did well in my Spanish class, receiving high grades on most assignments. Some of the difficulties I experienced were doing homework, because that was the only class I had homework in everyday and also book work, because it was hard to understand sometimes. I learned many new interesting things; I learned how to have a conversation in Spanish, also verbs in Spanish. Throughout this term I have improved greatly. I have gained a lot more knowledge, because in the beginning of the term the only thing I could say was hello. As for my achievements, I am so proud that I received an A in my class, because that was highly beyond my expectations. I would grade my effort about a B-, because there were a lot of times I would slack off and not do homework and my performance about a B because I sometimes talked during that class but paid attention and got serious when it was necessary. Learning Spanish can benefit me in my future because I will be able to slightly comprehend others when they are speaking Spanish, which is very important because many people speak Spanish in San Diego. Also, I will continue learning Spanish for my sophomore year. I did not have issues out of school that affect my classroom experience. Next year I would like to improve my effort, and if I continue taking Spanish in college it could help my transcript from having learned a second language. To reach my goals in the near future, I will continue taking languages because I feel it is something I need to succeed and something I enjoy doing. During this Spanish class, I have had so many amazing experiences it is beyond belief. I will never forget how comical and odd Mr. Mac was. I will also never forget how he made us sing our vocabulary because I have never been able to have fun while learning the meaning of words. Overall, I have made many memories in this Spanish 1-2 class that I will never forget.

Wednesday, October 23, 2019

Global History †Famines in India and China Essay

The 1876-1879 and 1896-1902 famines in India and China were some of the worst famines the world had ever seen up until that point in time (Rouse Lecture). In China and India from 1876-1882, the estimated mortality was between 31 and 61 million (Davis 2001: 7). If the British and the Chinese governments had made simple changes in their policies regarding India and China, the results of the famine would not have been so catastrophic. In this paper I will analyze, Davis’ argument that â€Å"Millions died, not outside the ‘modern world system,’ but in the very process of being forcibly incorporated into its economic and political structures. They died in the golden age of Liberal Capitalism†¦Ã¢â‚¬  (Davis 2001: 9). Almost contrary to that he argues that â€Å"many were murdered†, emphasizing that â€Å"‘millions die’ was ultimately a political choice† and that â€Å"imperial policies towards starving ‘subjects’ were often the exact moral equivalents of bombs dropped from 18,000 feet. † (Davis 2001: 22). I will aim to analyze these relating to British dealings with India, Western dealings with China, the broader development of imperialism and industrial capitalism from the late eighteenth century to the early years of the twentieth century, and also Marks’ claim that there is never such a thing as a purely â€Å"natural† disaster? In 1876, a disastrous famine hit India, starting with an El Nino-induced drought that halted crop production. However, the situation rapidly got worse: due to the inadequacy, there was a major surge in food prices. The vast amounts of Indian grain exports to Great Britain prompted grain speculation, which further raised the price of grain. As prices crept up, the poor could not afford to buy grain, a dietary staple. Furthermore, in 1865, wheat exports to Britain numbered 308,000 quarters. Climate also played an important role in the 1876 famine: El Nino pacific currents brought heavy rains and flooding to some parts of India, but severe drought to others (Rouse Lecture). In fall 1877, the arrival of heavy rains, instead of alleviating the drought, brought malaria-carrying mosquitoes that killed thousands (Davis 2001: 49). There were many responses to the growing famine. The British followed Malthusianism: land does not have a natural carrying capacity. Furthermore, in the few instances when the British distributed aid, they refused it to those unable to work (Davis 2001: 36). In 1896, another famine began due to a failed monsoon and the lack of a substantial 1896 crop (Davis 2001: 142). Grain prices rose again; there was no stored grain to rely on: the excess shipped to England to make up for shipping deficits. People hated the poorhouses: the food they provided was dry flour, salt, and dirt; moreover, as soon as rains fell, the British pushed the poor out of the relief camps (Davis 2001: 147, 158). The British downplayed the famine; overseas, they created stories and paintings that depicted the British as saviors (Davis 2001: 155-56). Finally, by the late 1890s, the British focused their attention on South Africa and India was left to deal with her own problems (Davis 2001: 165). While the famine was happening there were certain British policies that intensified famine in India. The newly constructed railroads, portrayed as agents that could bring relief to the famine were used by the British to build up the inventories for export goods. (Davis 2001: 26). In legislation methods, by the Vernacular press Act, there was see a denial and hiding of deaths saying they’re other diseases, than the famine and also the approval of Anti Charitable Contributions Act of 1877 prevented the upper class Indians from helping. (Davis 2001: 34 & 39). Also relief efforts turned away people who could not perform hard labor(Davis 2001: 25 – 36). Seeing that millions had died the British did try to â€Å"prevent† famine again by setting up famine relief and insurance fund had been established in 1878 (Davis 2001: 141). They integrated Burma’s rice surpluses into imperial system. Laid more railroad (financed by Famine Relief Fund) (Davis 2001: 142). But there were many things they chose to overlook, particularly that they didn’t do anything about poor relief or the inflation in the prices of standard goods. They also didn’t spend any money on slum sanitation, which resulted in the Bubonic Plague (Davis 2001: 148). The 1876 famine in China was preceded by the worst Chinese drought in 200 years (Rouse Lecture). In previous famines, the Chinese state would provide generous aid; however, civil war threatened the Qing dynasty. As a result, they put all extra money into the military, as opposed to social welfare. Moreover, the First Opium War severally disabled the power of the Chinese state (Rouse Lecture). The British were known to grow opium in India and then shipping it to China in exchange for other goods the English were in need of. The Chinese administration had been trying to end this now flourishing trade for decades but were unsuccessful I their attempts. This system of trade caused considerable economic damage by the drainage of cash silver from the country to pay for the illegal imports apart from increasing corruption and voluntary unemployment. (Davis 2001: 12) Finally fed up and frustrated with the way the economy was plunging, the emperor too some drastic measures leading to the execution of important individuals involved in the trade (Rouse Lecture). Also the attacking the evil foreign ships in the harbor by the new Commissioner in the area sparked off a bitter battle between the two which ended in the defeat of the Chinese. The 1842 Treaty of Nanjing forced China to pay indemnities to Great Britain and to open up ports for British use: consequently, the Chinese could not give money to relief. (Davis 2001: 12) Furthermore, the Chinese moral economy had turned into a more capitalistic one by the time of the famine. The British, through the illegal trade of opium, instilled an individualistic profit-maximizing outlook on the economy. As a result, the poor received very little aid. Additionally, landowners began to use land to produce commercially crops, leaving even less land for peasants to work on: (empire financially and left bitterness over the relationship between the government and Rouse Lecture). Then came the Second Opium War in the years 1856-1860. This had nothing to do with opium but rather the fundamental problem of imperialism, competition. Other countries are starting to make trade-treaties with China (in other words, Britain isn’t the only imperial power), which leads to Britain wanting to renegotiate Treaty of Nanking and again making it more favorable to them. (Davis 2001: 12) They want to ensure their most favored nation status. They demand to open all Chinese ports, legalize opium trade, exempt imports from duties and again war breaks out and results in Treaty of Tientsin (1858) which again leads to the loss of China and meeting the demands of the British. The Taiping Rebellion, in which millions died, was a massive revolt against the monarchy of the reigning Qing Empire in China. Basically people are devastated and frustrated about China’s defeat in First Opium War and the reaction of the Qing leaders as ineffective and corrupt. Also the1850s flooding causes peasants to lose homes, and they join rebels. The movement was headed by Hong Xiuquan, an unorthodox Christian convert who declared himself the new Messiah (Davis 2001: 12 – 13). The government starts to take note and tries to stop them but Hong and their followers established the Kingdom of Taiping – â€Å"Kingdom of Heavenly Peace† on the basis of a classless society with wealth distribution. But holding their territory against imperial and foreign forces had become virtually impossible which led to their downfall. Almost inspired by this came the Boxer Uprising where a few radicals gathered around Beijing and tried to besiege the embassies of imperialists, as they were tired of the foreign dominance (Davis 2001: 13). The Chinese empire was extremely successful at preventing famine causalities in the past. Landowners and merchants refused aid from missionaries, convinced they would convert the Chinese in payment (Rouse Lecture). The Chinese government should also have cut the taxes: by attempting to gain money, the government stopped the poor from buying food. Finally, if China had limited their military budget they would have been able to keep up famine prevention measures. Both famines in India could have been easily averted by the British had they made certain changes. Lytton did not allow local governments to stockpile grain (Davis 2001: 29). Furthermore, the northwest provinces, historically a subsistence-based system, turned into a commercial system under the British: in order to restore British grain prices, grain was exported to Britain (Davis 2001: 51). If more grain had remained within the country, prices would not have risen so high in the first place. Yet at the same time, many of India’s maharajas gathered grain to sell at high prices, just like the British (Davis 2001: 50-51). Furthermore, the British insisted on collecting taxes from the impoverished rural farmers, who could barely make ends meet (Davis 2001: 50). There were certain social ideas, models and dilemmas that the British were the forerunners for. One of them was the idea of Liberal capitalism; which basically means that the society is based on the principles of capital in its various forms and that almost everything in the society had a price and could be obtained through capital. This idea of gaining capital led to the idea of obtaining it quickly, which came to the idea of imperialism, which was to use up the natural resources of foreigners towards ones own needs. Apart from that great thinkers like Adam Smith said, â€Å"famine has never arisen from any other cause but the violence of government attempting, by improper means, to remedy the inconvenience of dearth. † (Davis 2001: 31) which gave base to the idealistic imperialist plans, which were never really implemented. Around the time the idea of Social Darwinism came about which gave imperialists reasons to conquer new territories without worrying about the ethical issues as now they thought that it was just meant to be, as described in Rudyard Kipling’s â€Å"White Man’s Burden† (1899); which came up again at the time. If the British and Chinese governments had implemented these slightly different changes in India and China, the famines’ effects would not have been nearly as catastrophic. China’s numerous rebellions such as the Taiping and Boxer Rebellions wouldn’t have happened: there would be an extremely limited foreign presence in China and its people would not have been unable to provide for themselves. Without foreign influence, famine prevention measures would have been greater than those of the West would have been.