Science Biology in Psychology - 607 Words

When learning the fundermantals of psychology, biology is often introduced. The origin of psychology is from philosophy and physiology. Thus it is often assumed that the study of biology is nesscasry for the study of psychology. This essay will discuss if the study of biology is essentisal for the study of psychology. Phychological stress is a type of body reaction which alerts the body and mind to react to an enviroment which is psycically or mentally demanding. When a person experiences a stress stimulus from the enviroment, a hypothalamic-pituitary-adrenal (HPA) axis activates the â€Å"fight-or-flight† response. Cortisol, a primary stress hormone released by adrenal gland, speeds up the body and mental functions to cope with the stress. Once the stress has been resolved, it will work together with dehydroepiandrosterone (DHEA) to bring the body back to a normal state. However, if the stress is prolonged and cortisol is spiked up to uncontrollable levels, cortisol dyregulat ion will occur. As a result, body system will be weakened . By understanding the biology mechinisism decribled above, Psychologist are able to measure the patients mental condition, prompting the suitable treatment according to the stress level. An example of high level stress is Post Tramantic Stress disorder (PTSD). Studies conducted by (Yehuda and colleagues) showed that patients with PTSD has lower cortisol levels to cope with their stress. People with lower cortisol levels has a higher level ofShow MoreRelatedReflecting On Psychology As A Science912 Words   |  4 Pages Reflecting on Psychology as a Science Before I had ever begun to ponder cognitive abilities, or understand the connections between Dopamine and schizophrenia, my concepts of psychology were shaped by the perverse world of popular culture. Prime time psychologists tend to come in two forms. 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Analysis Of Laura Bielecki Mgh 642 Innovators - 1389 Words

Laura Bielecki MGH 642: Innovators in Healthcare Mid-Term Case Questions Due: Monday March 9, 2015 Sentara Healthcare Case â€Å"Sentara-backed company has been chosen to manage 200,000 Medicaid enrollees across 23 Alabama counties† (â€Å"About Sentara Healthcare†). The hope of this relationship will be to provide Medicaid recipients with services across numerous health systems in the north and west central Alabama counties. Alabama has approved a new delivery model for Medicaid within the state. This partnership with Sentara will help provide a leg up for the Medicaid system because Sentara has â€Å"experience in providing managed care services to Medicaid enrollees in Virginia as well as a similar mission of a long successful track record in serving Medicaid patients (â€Å"About Sentara Healthcare†). Disruptive Innovation New Medicaid innovation is the goal of the CEO of the Huntsville Hospital Health System. Sentara has already experimented with numerous innovative ideas that have been successful in Virginia and North Carolina. One of the most important success stories that would be most beneficial to the Huntsville Hospital Health system would be Sentara’s quality and safety innovation. The quality and safety innovation is a disruptive innovation that will be useful in the new Medicaid project in Alabama. At Sentara Healthcare, â€Å"information technology was invested heavily within each of its hospitals† (Vijayaraghavan, V.,

Laura Esquivel s Film Adaptation Of Like Water For...

Central Idea Laura Esquivel’s film adaptation of Like Water for Chocolate and Kate Chopin’s stories, A Pair of Silk Stockings and The Storm, share a similar theme. They all focus on the complexity of women’s struggles to discover their freedom and individuality against social norms and traditions. At first they all place their desires aside because they feel a sense of duty, whether they are forced or self imposed. Eventually, each woman takes a step to fulfill their desires if only for one brief time. In the film Like Water for Chocolate family tradition makes it impossible for Tita to marry Pedro, the man she loves. She struggles throughout the story with the desire to be with her true love and find her independence and individuality. When Pedro marries her sister Rosaura, Tita is very distraught, but does not say a word because, she is afraid of her abusive mother and feels like she has no choice but to follow family tradition. Tita does not have the courage to verbally e xpress her unhappiness so she pours her emotions into her cooking which affects anyone who eats it. For example, when she bakes the cake for the wedding, her tears are baked into the cake, which causes everyone who eats it to fall ill. Eventually, Tita’s mother dies and she is finally free to make her own choices and seek out her desires. One day her mother’s spirit comes to haunt her however; she stands up for herself and cast the spirit away. When Rosaura dies Pedro and Tita are finally free to

The Hawthorne Studies free essay sample

A New Direction General Electric, the major manufacturer of light bulbs, had preliminary evidence that better lighting of the work place improved worker productivity, but wanted to validate these findings to sell more light bulbs, especially to businesses. GE funded the National Research Council (NRC) of the National Academy of Sciences to conduct an impartial study. ATTs Western Electric Hawthorne plant located in Cicero, Illinois, was chosen as the laboratory. Beginning with this early test, the â€Å"Hawthorne Experiments† were a series of studies into worker productivity performed at the Cicero plant beginning in 1924 and ceasing in 1932. Illumination Studies, 1924 -1927 The earliest experiment (1924) was conducted by the NRC with engineers from MIT. The study would end in 1927 with the NRC abandoning the project. The group examined the relationship between light intensity and worker efficiency. The hypothesis was that greater illumination would yield higher productivity. Two work groups of female employees were selected for â€Å"control† and â€Å"experimental† groups. By comparing the changes on worker productivity by manipulating lighting in the experimental group with the production of the control group, the researchers could validate and measure the impact of lighting. The study, however, failed to find any simple relationship as poor lighting and improved lighting seemed in increase productivity. Indeed, in the final stage, when the group pretended to increase lighting the worker group reported higher satisfaction. The preliminary findings were that behavior is not merely physiological but also psychological. This was a break with the Scientific Management school that saw work productivity as â€Å"mechanical†, and led to the decision to learn more about worker behavior. George Pennock, Western Electric’s superintendent of inspection suggested that the reason for increased worker productivity was simply that the researchers interacted with the female employees; and, this was first time any one had shown an interest in the workers. Basically, the workers were trying to please the researchers by ontinuing to increase their output and report satisfaction in the study, no matter what the intervention was. Later, the phenomenon of a researcher corrupting an experiment simply by his presence would be termed the â€Å"Hawthorne effect†. Relay Assembly Test Room Experiments, 1927-1929 The NRC started an experiment to probe the unexpected findings of the Illumination study but would depart in 1927, at which time Western Electric continued the project drawing on support from Harvard researchers. An experimental group was established of five young women from the Relay Assembly room of the plant. The experiments involved the manipulation of a number of factors, to include pay incentives, length of workday and workweek, and use of rest periods, to measure impact on productivity and fatigue. Again, the relationship between pay, incentives, rest, and working hours seemed to have little effect on productivity, even when the original, more demanding conditions were re-implemented. Mica-Splitting Test group, 1928 – 1930 Disturbed by the inconclusive evidence that rewards and incentives improved worker performance, a second experiment was conducted to look only at this relationship using workers in the Mica-Splitting Room. In his experiment the workers’ piece wages were held constant while work conditions were varied. Productivity increased by about 15%. The researchers concluded that productivity was affected by non-pay considerations. Members of the research team began to develop the theory that social dynamics were the basis of worker performance. Plant-wide Interview program, 1928-1931 As early findings indicated that concern for workers and willingness to listen impacted productivity, Western Electric implemented a plant-wide survey of employees to record their concerns and grievances. From 1928 to 1930, 21,000 employees were interviewed. This data would support the research of the Harvard team for years and lead them to conclude that work improved when supervisors began to pay attention to employees, that work takes place in a social context in which work and non-work considerations are important, norms and groups matter to workers. Bank Wiring Observation group, 1931-1932 The final Hawthorne experiment was conducted studying 14 male workers assigned to the Bank Wiring factory. The objective was to study the dynamics of the group when incentive pay was introduced. The finding was that nothing happened! The work group had established a work â€Å"norm† – a shared expectation about how much work should be performed in a day and stuck to it, regardless of pay. The conclusion: informal groups operate in the work environment to manage behavior. Importance of the Hawthorne Plant Studies Despite modern criticism that the research was flawed and that incentives played a larger role in improving worker productivity than the Hawthorne plant researchers concluded. These studies changed the landscape of management from Taylor’s engineering approach to a social sciences approach. Worker productivity would, henceforth, be interpreted predominately in the United States in terms of social group dynamics, motivation, leadership, and â€Å"human relations†. The practice of management could not be the aloof technician of Taylor’s Scientific Management, designing the job, selecting and training the â€Å"right† worker, and rewarding for performance. The manager was an immediate part of the social system in which work is performed, responsible for leading, motivating, communicating, and designing the social milieu in which work takes place. The studies also developed the scholars that would continue to influence the American way of thinking about management at Harvard Business School and elsewhere. Included among these researchers were: Elton Mayo came to Harvard from Wharton where as a psychologist he had researched the impact of social and home life on worker performance. At the Harvard University School of Business his reputation led him to consult with the FBI and the movie industry. Mayo’s reporting of the Hawthorne experiments became the most influential in that he laid out a programmatic interpretation, which would be called the â€Å"Human Relations† approach that dominated management thinking until the 1950’s. Mayo’s views lead to the construction of manager as a leader supported by knowledge and skills to build social cooperation. Fritz Roethlisberger and W. J. Dickson were the first to publish comprehensive findings of the Hawthorne experiments in 1937 and authored Management and the Worker in 1939, a comprehensive statement of the research and findings. Roethlisberger, educated as an engineer, started the Harvard Industrial Research Department, was a lead researcher in the Hawthorne project and a leader in the Human Relations movement. Dickson was Chief of Employee Relations Research Department at the Hawthorne plant and an instrumental contributor to the project. W. Lloyd Warner, an anthropologist who designed the group experiments, pioneered the field of social anthropology at Chicago and Michigan. His work includes classics in the American class system and race. L. J. Henderson a chemist and physiologist in charge of the Fatigue Laboratory at the Harvard Business School provided a theoretical foundation to the research. He would contribute to the development of â€Å"systems theory†, influencing management theorists Chester Barnard and George Homans. He became the first president of the History of Science Society. This group of scholars permanently influenced the study of management and the development of Organizational Behavior as a discipline.