Respiratory System Assignment Example | Topics and Well Written Essays - 1500 words

Respiratory System - Assignment Example The coarse hair, mucus and cilia in the respiratory tract clean, warms and moistens the air. Hair is in the nostril region while mucus and cilia are found in the rest of the nasal cavity. Hair and cilia in the nose are used in screening air while in trachea cilia moves upward and carry the food particles in the pharynx. The heat given by the blood vessels warms the air while the wet surfaces moisten the air. As air moves out during exhalation, it cools and dries up. During cooling, moisture is deposited on lining of the nose and the trachea (Michael & Albert 2001, p.10-13).NoseNose opens at the nostrils which lead to nasal cavities. Nasal cavities contain ciliated cells that act as the odour receptors. The cells contain nerves that lead to the brain. Nasal cavities communicate with cranial sinuses in the skull. Any inflammation of the duct stimulates accumulation of fluid. The hollow spaces in the nose enhance filtering, warming and moistening the air (Michael & Albert 2001, p.10-13) .PharynxPharynx is funnel-shaped and links oral and nasal cavities to larynx. Tonsils in the pharynx contain lymphocytes that protect against inhaled foreign antigens.Alveoli are contained in the lungs, and each sac is surrounded by the blood capillaries. The walls of alveoli contain the squamous epithelium or the flattened cells that enhance the exchange of gases. The surfactant in the alveoli reduces the surface tension and prevents lungs from closing. During inhalation, the air moving in and out, tidal volume, is small.... The heat given by the blood vessels warms the air while the wet surfaces moisten the air. As air moves out during exhalation, it cools and dries up. During cooling, moisture is deposited on lining of the nose and the trachea (Michael & Albert 2001, p.10-13). Nose Nose opens at the nostrils which lead to nasal cavities. Nasal cavities contain ciliated cells that act as the odour receptors. The cells contain nerves that lead to the brain. Nasal cavities communicate with cranial sinuses in the skull. Any inflammation of the duct stimulates accumulation of fluid. The hollow spaces in the nose enhance filtering, warming and moistening the air (Michael & Albert 2001, p.10-13). Pharynx Pharynx is funnel-shaped and links oral and nasal cavities to larynx. Tonsils in the pharynx contain lymphocytes that protect against inhaled foreign antigens. Larynx Larynx acts as air passage between the pharynx and trachea. Larynx moves up against epiglottis when swallowing food; the flap tissue prevents f ood from entering into the larynx. Alveoli Alveoli are contained in the lungs, and each sac is surrounded by the blood capillaries. The walls of alveoli contain the squamous epithelium or the flattened cells that enhance the exchange of gases. The surfactant in the alveoli reduces the surface tension and prevents lungs from closing. During inhalation, the air moving in and out, tidal volume, is small. The vital capacity can be increased through expansion of the chest and lungs. During inspiration, external intercostal muscles and the lungs will contract. Diaphragm is dome shaped, and it will lower and contract during inhalation. The volume of the thoracic cavity increases, lungs expand, and the pressure in the alveoli decreases. This allows air to floe naturally flows outside the

Application of strategic planning in an organization Case Study

Application of strategic planning in an organization - Case Study Example Strategic planning is an organizational process of laying out strategies and making fine-grained decisions on resource allocation towards achieving the goals of the organization. A strategically managed organization defines its prospects in the future by looking at its current position and implementing changes through perfectly structured procedures. It requires an understanding of the current position of the business and the possible ways through which it can meets the organizational goals. Most organizations use their missions and visions to determine the strategies required to achieve that its objectives and build alignment to the vision and strategic plan. The ability of organization to execute its strategic plans is therefore directly affected by its ability to understand and make a clear presentation of the strategy to the employees, shareholders and managers of the organization. For most organizations, it is important to build a successful tool for implementing and managing th e overall business strategy. This calls for the development of a balanced scorecard and applying the concept of strategic mapping in the aligning the organization's units. A balanced scorecard is a business presentation model that allows the organization to relate its financial and non-financial aspects for strategic planning of the business goals and prospects. Present day organizations find it increasingly difficult to remain competitive because the strategies used and the business issues change constantly whereas the tools for measuring the effectiveness of these strategies record very minimal change. Many organizations use tools that measure success based on tangible assets whereas constant changes in technology dictate that all business units be linked together to meet the principals of strategic management. A balanced scorecard can be used to link the intangible and the tangible assets and help eliminate most of the challenges faced by modern day organizations. The scorecard c oncept is built upon good design guidelines for the business units to describe and implement their strategies by mapping strategic objectives into performance in different perspectives which include internal processes, customers, finance and learning and growth. These perspectives provide relevant feedback on the progress of the strategic plan of any given organization so that adjustments and efficient changes can be made where necessary. In addition to measuring the current performance of the organization towards meeting its goals, a Scorecard evaluates the firm's efforts for future improvement based on its progress in terms of profit creation and provision of satisfactory service to its customers. It signifies a quantitative and qualitative performance and multidimensional balance between the firm’s short-term and long-term objectives, financial and non-financial measures, lagging and leading indicators, and the internal and external performance. Strategy maps display the q ualitative measures such as employee satisfaction, consumer loyalty and corporate mission that transform a balanced scorecard from performance measurement to a performance management tool that is strategically driven. By using strategy maps of cause and effect, intangible assets can be manipulated combined with other assets for value addition to produce goods and services that meet the consumers’ needs and demands. Strategy maps illustrate the transformation of intangible assets into tangible consumer products and provide a strategic framework to look into a value creation strategy in the internal business process. The strategy map view of a Scorecard presents the organization’s strategy with a series of linked objectives that explain the important priorities for the organization. It also holds specific measures that represent expected level of success and strategic initiatives for the organization. The concept of strategy mapping can be explained and implemented in an organization by taking into