Discipline As Folklore :: essays papers

Discipline As Folklore There is no need to argue whether discipline has a role in society. The types, severity, and appropriateness are debatable, but it surely serves a purpose. This applies on a global scale, with groups such as NATO and the UN, all the way down to individual households. The family unit acts as a training camp for upcoming members of a community by teaching children what is expected of them through example and discipline. Though the methodology varies from household-to-household, culture-to-culture, place-to-place; we all have had to answer to authority at some point or another. The methods and lessons passed from generation to generation are preserved in the retelling of our own experiences to one another. These stories can also serve as a badge of honor; proof that we have survived the storm and are worthy members of society. An inspection of the interview answers reveals variation between the types of punishment that disciplinarians, mostly parents, chose to use. Though not well reflected in the transcript, those who were disciplined harshly, with one exception, express that they afford their parents less propriety and do not see themselves emulating the approach of their elders. [Appendix B] It is interesting to note, however; that the offenses themselves tend to be similar. Five of the eight recorded responses list lying as a punishable offense. Disrespect or getting in taboo situations seems to be a common thread as well. The majority of respondents' share views about the intentions behind their parents' actions, more specifically, they recognize that discipline is a means for parents to "†¦teach me what they considered the right way to act - based on their moral and religious beliefs." [Appendix A: What do you think were the motives behind their actions? #2] While collecting the data, I was surprised to see how eager people were to share such private aspects of their lives. I handed out interview questions to some friends in the library (campfire) who quickly began reminiscing about childhood experiences. The conversation attracted the attention of nearby studiers and passers by who stopped to listen or throw in a personal anecdote or two. I found myself playfully competing with my interviewees over who had the most, the funniest, or the wildest stories. By telling their story, people reveal themselves. Their personality is highlighted by the kind of story they tell and the way they tell it. Explanations for an individual's behavior may become evident in a functionalist sense: 'Why I am the way I am' is explored through an expression of feelings and bottled up emotions through references of the past.

A Critique of Henry James Washington Square :: Henry James Washington Square

A Critique of Henry James' Washington Square I will admit it; I did not like Washington Square. That said, when I read the first line to Donald Hall's afterword, I felt like throwing the book away! "Everyone likes Washington Square" (220), HA! Well not me, Mr. Hall. I am not exactly sure why I kept on reading; maybe I was feeling a little masochistic that day! So, behold my surprise when I began to come across some of the author's words that expressed many of the thoughts that I had about the novel and its characters. Luckily, I did not have to read much before some of these ideas came into play. Throughout the "critique," the author addresses not only the work itself, but also how the story came to be. I found it interesting to learn that Henry James had, in reality, only invented the character of Dr. Sloper. The other characters, as well as the novels main plot, had come from a story that James had been told. Considering the absolute realism of the novel, the fact that James had adapted it from reality makes perfect sense. The aspect of this afterword that I found the most intriguing was Hall's critique of Mrs. Penniman. "Morris Townsend is revealed as her fantasy of an oedipal lover" (230). That line really struck me for it seemed to be the first comment that I had read that was unusual and new. Anyone reading the novel could, rather quickly, deduce the general personalities of the characters. The author's observations about Catherine, Dr. Sloper and Morris do not reveal any new character dynamics. But, his ideas about Mrs. Penniman elaborate beyond the usual "annoying and selfish" remarks. Throughout the Afterword, Hall remarks about the moral conflict of the novel. The author states that "The moral force of this novel lies in the paradox of Dr. Slopers' wrong-rightnes" (224). He goes on to explain that the reader has a love-hate relationship with Dr. Sloper. You know that he is right about Morris from the beginning, but it is very difficult to overlook what a horrible and cold man he is. In part, I agree with the author's idea; it is difficult to fully despise a man who is right. But, Dr. Slopers' concerns about Catherine marrying the fortune hunting Morris seem more to be concerns over his money, rather than his daughters well being and happiness.

Analysis of Donnes The Bait and Marlowes Passionate Shepherd to His L

Love, an extremely and unsurprisingly popular topic among writers in every time period and corner of the world, is the central subject of two similar, yet contradicting literary works – â€Å"The Passionate Shepard to His Love† by Christopher Marlowe and â€Å"The Bait† by John Donne, respectively. Each author masterfully utilizes imagery, but in different ways to achieve two different purposes. Marlowe’s idealistic vision of what love should be is countered by Donne’s rather cynical realism. Both works begin with an identical first line that is followed by a line that Donne alters from Marlowe’s original line. The change seems subtle yet it contains thematically significant meaning. Marlowe’s second line reads â€Å"†¦and we will all the pleasures prove†¦Ã¢â‚¬  while Donne slightly changes the latter of the two – â€Å"†¦and we will some new pleasures prove†¦Ã¢â‚¬  The discontinuity lies in the wording as Marlowe fails to recognize the negatives connected with relationships. Donne acknowledges these hardships, replacing Marlowe’s extreme word choice - â€Å"all† to â€Å"some†. The alteration provides a more realistic approa...

Deutsche Brewery Question and Answer

1. What accounts for Deutsche Brauerei’s (DB) rapid growth in recent years? What strategic choices were made? The Ukraine account grow rapidly in the recent years. The strategic is just expanding, more focus on the sale/volume, not on how to turn the order to money. It can be understood that the local distributors need some policy support from DB, because they just start, still at the beginning of capitalization period. The current credit policy is applicable for the starting phase, but long term it needs to be adapted (e. g annual bounce on the pay on time accounts).Meanwhile because of fast expansion, more investments on the Assets in Ukraine is needed. The financial plan includes a 7 million euro investment in new plant and equipment for the Ukrainian operations in 2001, followed by a 6. 8 million euro investment in 2002 for a new Ukranian warehouse and distribution center. Which is reasonable, but need more detail plan/business case before make the decision. I would say, h alf of the amount should be financed by Ukraine team itself, if they are able to turn the account receivable to cash. 2.What is the credit policy for DB for distributors in the Ukraine? Why is it different from other sales? Is it appropriate (examine the business models in both instances). The credit policy for Ukranian distributors from 2 percent 10, net 40 to 2 percent 10, net 80 (clients could take a 2% discount if payment was made within 10 days of the invoice, otherwise payment was due in full within 80 days). The credit policy for Ukranian distributors differed because Ukrainian entrepreneurs, who are ambitious to grow but without support from the bank as in Germany.The credit policy for the Ukranian distributors is applicable, which can support the distributor to expand, buy new equipment, and required more time than usual to pay. Also is a good investment for DB to build up the relationship with the distributor and meanwhile invest for the futurn. But on the other hand, long payment turn cost bad cash flow. In Ex1, the account receivable increase a lot, which 3. Why does this profitable firm need increasing amounts of debt? If the company wants to expand, they need cash.It seems that DB is profitable, but because of the big account receivable, which cause actually cash tie-up. In order to still keep expanding, DB have to increasing amount of debt for investing. 4. Something about dividends: The quarterly dividend proposed is 698,000 euro, an amount equal to 25% of the projected 2001 dividends (2,793 k). However, this dividend increase is based on projected earnings, and several factors affect whether those earnings. Better to reserve a part of money till end of the year. . What should Greta do with respect to: the proposed raise for Pinchuk, the quarterly dividend and the financial plan for 2001? Regarding the credit policy for Ukranian distributors, Oleg argues that this process is profitable for the company. Actually, Ex1 in the base case shows accou nts receivables in the Ukraine increased 30% from 1999 to 2000, and is projected to increase for the next 2 years (50% then 30% based on the previous year). Having a large amount of money tied up in receivables is risky.My idea will be short the payment to 40 days, pay in 10 days will have even bigger discount 3-4%, meanwhile, if the account can pay all the bill on time (40 days), can get annul bounce (tbd). For the investment, I will be more careful, Although the data should the growth of sale and assent is not hand in hand. But because of the high debt/equity ratio, I will be more careful on the investment, avoid to have too high debt. We can try to work together with one or two local disctributors (e. g. Kiev, Odessa) to have JV project.About the dividends, I will maybe go for 60% of earning, which mean 15% of the projected annual dividends for the quarterly pay. Just in case, if the actual data is not as good as predicted data, we still have enough cash to run the business. 6. S ome observation of Ex4. Profitability: low return Leverage: high risk (high debt) Asset utilization: receiveables growth rate high longer payment. Difference between sale growth and asset growth. Sale Growth is much higher than assent growth, need to consider investment. Liquidity: short term financial commitment. Quick ratio is too high.

Culinary Cookware Essay

Sales Promotion is a key ingredient in marketing campaigns which consists of a collection of incentive tools, mostly short term that are designed to stimulate quicker or greater purchase of particular products or services by consumers or the trade. Sales contests/incentives: Aims at including the sales force or dealers to increase their sales results over a stated period, with prizes (money, trips, gifts or points) going to those who succeed Appropriateness: From the findings of the 2003 survey, 50% would buy new cookware even without price discount or a free gift => retailers who are already carrying all the four lines owing to its greater GM compared to competitors, would be induced to promote the brand by featuring, displays, etc. This stimulates sales clerks to push the products further more improving the brand awareness (15% for under $75000 and 25% for above $75000 – much lower than close competitors) as only 15% would consider upgrading to higher end products and improves off-season sales which were very low. Promotion allowances: volume rebate/ quantity discount Appropriateness: There is a possibility of forward buying problem, wherein retailers buy a greater quantity during the deal period and the manufacturer will have to bear costs of extra work shifts. Since the manufacturer is giving a 4% points additional benefit on GM to retailers over the competitors, giving a promotion allowance might not yield as many benefits as anticipated. However, an equal amount could be spent on advertising/display allowances as the channels chosen are upscale kitchen specialty chains, department stores and local specialty stores. Sweepstakes: Sweepstakes involve marketing promotions targeted toward generating enthusiasm to purchase among customers by enticing consumers to submit free entries into chance draws that are tied to product or service awareness wherein the featured prizes are given away by sponsoring companies. As there is no assurance of benefit in this case, the scheme may not be very attractive to entice first-time customers. Also the lottery system promotion may not reflect highly on the ‘Premium’ brand image of Culinarian Cookware. Thus sweepstakes are not a good promotion strategy for Culinarian Cookware Premiums: Premiums are promotional items that can be acquired through proof of purchase. Exhibit 3 states that 20 % of the people would be motivated to buy cookware because of a free gift. Also a free gift does not damage the premium image of the cookware brand and is widely used by other players in this segment. Since the premium can be shipped after receiving proof of purchase, it reduces opposition from trade channels who would not have to block shelf space for the premiums unlike in the case of free gifts Rebates: Rebate is an amount returned on what already has been paid. Rebates may require paperwork submission and this can put off customers. Culinarian cookware distributes through high-end retail channels and invests in well-trained staff to give the best experience to the customers. However, the rebate mechanism requires effort on the part of the customers and can affect the Culinarian premium brand image. Cooperative advertising allowance: Culinarian cookware can give some allowances to retailers who prominently display its products or give it the desire shelf space. Also it can be used to encourage retailers to push Culinarian products to the customers who are unsure about the brand. The lure of getting reimbursement and additional money for doing advertisement for culinarian products on the company’s behalf will motivate Slotting Allowance: In slotting allowance a fee charged to produce companies or manufacturers by supermarket distributors or retailers in order to have their product placed on their shelves. Most of the products sold by Culinarian Cookware is through retail outlets. Also most of the products are in the premium end. So Culinarian Cookware can go for slotting allowance. However it should negotiate with retailers to reduce the margin to industry standard of 48% as against 52% now. Trade shows: Generally in trade shows people look for discounted products. It would not be good for culinarian cookware to sell the products at a discounted rate in trade shows. Howvere it can take part in trade shows to increase awareness especially of its CX1 brand. Point of purchase displays (functional discounts) Culinarian Cookware should not go for functional discounts because they already give retailers higher profit margins of 52% as compared to 48% by its competitors. This is a big enough incentive for the retailers to encourage customers to buy Culinarian Cookware products. Thus, no extra functional discounts are required. Seasonal discount The buying pattern given in Exhibit 2 suggests that there are two peak seasons for the sale of cookware, one during the May- June months and the other during the months of November- December. Thus, seasonal discounts will be very effective in capturing the customers and increase sales because of this buying pattern If we study Exhibit 4, we can observe that the sale of product lines PROX1 and SX1 is higher in the spring season while that of DX1 is higher in the fall season. This cyclical buying pattern tells us that Culinarian Cookware can go for sales promotion twice in a year wherein it can give sales promotion for different product lines in different seasons of the year.

The Discipline And Discharge Of Employees

Discipline, in the context of a work place, can be defined as the act of implementing acceptable behavior in wayward employees to create a comfortable working environment. Discharge of an employee means to dismiss him or her from their job. The discipline and discharge of employees tends to be a thorny issue at any work place. No person really wants to be told they are wrong or that they are lagging behind in their work, that they do not show team spirit or are rude to colleagues and disrespectful to those in charge.Just as there are guidelines on how to handle other issues that may arise at work, there are also guidelines on how to discipline and discharge employees. Though they are generally tenacious duties to carry out, with the right approach, it can be done without leaving one feeling like the offender. Approaches to discipline at the work place There are four major areas which cost employers the most when it comes to discipline. These are namely, absenteeism, wasted time, subs tance abuse and pilfering (Levine, 1998). The objectives of discipline are basically accepted as good.They are accepted as being vital to the work place. Discipline is necessary to promote the health and safety of all employees, to protect company property, to ensure steady production and to create a pleasant working environment. The controversy comes about in how should these disciplinary measures be taken (Levine, 1998). There are two approaches that can be taken toward employee discipline, that of being lax on the rules without clearly outlining what they are to create a freer atmosphere or that of letting employees know all the rules and the penalties for violating them.Though management can argue that outlining all the dos and don’ts will make their employees feel as though they are children who cannot tell between right and wrong, it has been shown that taking the lax approach is detrimental to a good working environment. In the case of a lawsuit, the employer stands to lose if there are no formal and written documents outlining the discipline code expected by the employer. Again, the relaxing of rules gives a green light to mutinous employees who will incite a good number into a sort of rebellion.And again, the lack of a written statement that covers various violations and accorded remonstrations may make employees think that they might misbehave without being punished (Levine, 1998). When it comes to employee discipline, management can borrow a leaf from educators who believe that there should be a middle ground. This means that discipline should not be taken to extremes with rigid unbendable rules and constant monitoring. The message that should be passed across to the employees is that there is a limit to their expression and behavior which affects not only themselves but the rest of their team.They must also be made to understand that their bad behavior brings down the whole team and there are consequences for misbehavior which they must face (Levine, 1998). The written rules should not take on a confrontational tone. Rather, they should sound like they solely have the employee’s welfare in mind. On the other hand the rules should not sound apologetic. The wording should not bring about any ambiguity. Let the statements be simple and to the point with the offense and punishments clearly outlined (Levine, 1998). Though there may be general rules to offenses, it is best to treat each case of misconduct as an isolated incident.Management has to consider under what circumstance the rules were broken. For example if an employee is an hour late for work an investigation has to be done into his late coming to see if it is justifiable. The employer has to consider also the employee’s record of time keeping thus determining what disciplinary action to take (Levine, 1998). It is paramount that the punishment stipulated for any misdeed should be to make the employee see his mistake. Never should a punishment be given for the sake of punishing. An employee should be able to learn from his error as the employer stresses on the mistake, not the person who has made it.The punishment should also be equitable to the offense being neither too grievous nor too light (Levine, 1998). Finally there should be no favorism shown by the employer when it comes to meting out punishment. All employees should be punished accordingly when on the wrong. If there are signs that some employees are getting off too lightly, there will be resentments held amongst the workers. This will not create amiable working environment (Levine, 1998). What is thornier than disciplining an employee is discharging one. There is just no easy way of informing a person that his employment is being terminated.The ex-employee may feel aggravated to the point of filing a lawsuit. How does an employer minimize the probability of being taken to court or in the event of that happening and prove he fired his employee on perfectly legal grounds ? There are cases where employers discharge employees on personal reasons, discriminating on grounds of sex, religion, color, race, age or physical disability. If an employee is fired on these grounds, he has the right to sue, as long as he can convince the court that he was wronged. On the other hand, an employer can fire his employee with due process and respect.The correct way of going about this is to inform the employee of what is expected of him, in detail. If he shows deficiencies, inform him in detail how he can upgrade his performance. The employer should give a verbal warning for misconduct followed by a written warning, a suspension and finally discharge. At no point should the employer show contempt toward his employee. The employer should also keep detailed records of the employers misdemeanor in the case that a lawsuit is filed by the employee. With the proper guidelines and attitude, an employer can instill the required discipline in his workers without raising aggres sion or hostility.It is important that the employer lead by example to encourage his employees to follow suit. With discipline, there is a relaxed working atmosphere and greater output seen. Disciplinary policies and procedures We have already what disciplinary problems are that may be experienced at work and divided them into four broad categories: absenteeism, time wasting, substance abuse and pilfering. Though the employee is free to choose the mode of punishment, there are general policies that are used to outline these punishments.It is the intent of any disciplinary policy to anticipate possible acts of violation of company policy and to encourage employees to change their behavior before it becomes chronic or intolerable leaving discharge as the only viable option (Normand, 2006). The first thing that management must ensure in implementing policies is to keep up consistency. Employees do complain of their bosses as being ‘unpredictable’ and ‘capricious†™. This may be because of having no formally written out rules and regulations outlining the punishments for wrongdoing.It may also be because of leniency or favorism on the employer’s part. Disciplinary policies should be adhered to without regard to friendship or family ties. It should be noted that the punishment policies include all personnel all the way up to management (Normand, 2006). There are stages in notifying an employee of his misconduct depending on the grievousness of the offense and the number of times the offense has been repeated in the past by said employee. The first can be done verbally then in written form followed by a suspension if need be and ultimately a dismissal.For small offenses, the employee can give up to four repeats with a graver consequence for each repeat. No the other hand, an offense as grave as possession of or working under the influence of controlled substances could and should be met with an outright discharge (Normand, 2006). Since in the present day, employee lawsuits seem to be the norm, it is imperative that written warnings given to the employee and duly signed by the offended and the offensive party be kept as part of the employee’s record for future reference (Normand, 2006).In summary, when implementing disciplinary policies at work, make it clear to the employee what his mistake is, give appropriate punishment in accordance with the misdemeanor. Punishment must be administered within an acceptable time limit, ensuring that it is not delayed as its impact will be significantly reduced. Importantly above all, keep written records in case a dismissal boomerangs in the company’s face. Managerial ethics in employee relations Ethics is the learning process of differentiating between right and wrong and making the decision to do the right thing.But is this case really applicable at the work place? Are there not a lot of grey areas where the line between right and wrong is too thin? Business eth ics generally can mean to know what is right or wrong in the workplace and choosing to do what is right, this being in regard of products, services and relationships. The role of business ethics is to help managers know how to react when ethical issues arise (McNamara, 1997). Managing ethics has several benefits for both the employee and the employer and employee in the work place.In times of rapid change like the times we live in, business ethics act as a moral compass for management, making it easier to make right and moral decisions. Ethics also play a role in cultivating strong teamwork and discipline by aligning employee discipline towards those behaviors that their employers want. By having open dialogue with employees that the management wants, feelings of integrity and trust are built, features that are essential in building a strong team spirit (McNamara, 1997). Ethics policies also help employees grow as individuals.It helps them face reality, both good and bad, about them selves and their work place. It gives them the confidence to admit their mistakes and shortcomings (McNamara, 1997). The ethics programs help identify values that management wants to uphold, then aligns the employees behavior to uphold these values. Indirectly, this leads to higher quality assurance in the products and services delivered by the company, because the employees will pay greater attention to detail. The employees will also put greater value on the client satisfaction and work harder to achieve this (McNamara, 1997).Having an ethics program goes a long way in improving a company’s public image. Potential clients will feel reassured on learning that they will not only get value products but that their interactions with the employees of that company will be conducted with regard to their human dignity and respect for their needs. The word ‘ethicical’ inspires in one the confidence to trust that the person they are dealing with is not out to get the bett er of them. It would work the same way for a company (McNamara, 1997). Having strong workplace ethics has several benefits as has been outlined.Nut how does one an ethical working environment? One, there is the need to recognize that inculcating ethical behavior in employees is a process that takes time. It is said that old habits die hard, thus the employer should not expect employees to ‘unlearn’ bad behaviors overnight. It takes time and patience to get employees to abide by a certain code of ethics (McNamara, 1997). The ethical approach taken by a company should be practical, workable and beneficial. The expected change in behavior should bring a corresponding increase in productivity.The management should work towards integrating ethics management with other management practices so as to show employees that it is given equal weight. This also allows for management to allow their employees to know what ethical behavior is expected of them (McNamara, 1997). Forgivene ss within a company fosters an amenable environment. To err is human and where there are several people involved, there will be mistakes made. It is important that mistakes be recognized as such and be let go off, not bringing them up to the surface whenever there is a disagreement (McNamara, 1997).If a company is to succeed in instilling ethics in its employees, it must develop an appropriate code of conduct. There are essentials that are applied in outlining the code of conduct to be used by the company as guiding its ethical principles (McNamara, 1997). The management has to identify the key behaviors that it wants its employees to develop and then incorporate in the code of conduct. When writing out a code of conduct, use wording that stipulates that the code is to apply to all employees (McNamara, 1997).Before implementing the code of conduct, management should obtain opinions from key people on its workability and its practicality. Management has to distribute written copies o f the code to employees so that they do not give the excuse of ignorance if they are caught in acts that go against recommended behavior (McNamara, 1997). In conclusion, cultivating a healthy working environment is of the greatest essence but it is a challenging task that is full of pitfalls. The employer is charged with this multi faceted task that with the proper guidelines he or she can achieve with minimum damage.

Behavioural Approach Essay

The behavioural approach suggests that all behaviour is learnt. This includes abnormal behaviours. Behaviours can be learned through classical conditioning, operant conditioning or modelling. Ivan Pavlov discovered classical conditioning, where learning results from the association of stimuli with reflex responses. Classical conditioning can be used to explain the development of many abnormal behaviours, including phobias, anxiety disorders and taste aversions. An example of how classical conditioning might result in a phobia is the case of Little Albert. In an experiment carried out by Watson and Rayner, a 11 month old boy called ‘little Albert’ was taught to fear a white rat through associating it with a loud noise, a symbol behind his head. Each time he played with the rat the symbol would be hit which caused him to cry. Eventually he would do so even without the noise due to the classical conditioning theory. This research however, would not receive approval from an ethics committee today because it would be seen as unethical. Making the baby cry deliberately and teaching him to fear the rat would be seen as wrong because it could cause distress and would go against ‘little Alberts’ human rights. The theory of operant conditioning was proposed by Skinner. Operant conditioning involves learning from the consequences of actions. Actions which have a good outcome through positive reinforcement (reward) or negative reinforcement (removal of something bad) will be repeated. Actions which have a bad outcome (punishment) will not be repeated. Operant conditioning explains how abnormal behaviours might be maintained. This could be through positive reinforcement; behaviours which have a good outcome by bringing some sort of reward are said to be positively reinforced. On the other hand it could be down to negative reinforcement which is behaviours which have a good outcome by removing something unpleasant are said to be negatively reinforced. Finally, abnormal behaviours could also be learnt through modelling or social learning, which is learning through observation of an individual. What happens is simply an individual models the behaviour and the observer imitates the model. A strength of the behavioural approach is that it can be experimentally tested. The principles of learning have been and continue to be tested empirically in a laboratory. The focus on observable behaviour means it can be objectively measured. A further strength is that unlike the psychodynamic approach, it doesn’t require delving into the past, which is problematic because it could unearth traumatic experiences which can produce unreliable data. However, those who support the psychodynamic approach suggests the behavioural model only focuses on symptoms, not on the underlying causes of abnormal behaviour. Freudians claim it treats the symptoms while ignoring the root cause of the problem. Therefore it cannot work as the problem will just represent itself with different symptoms. Whereas, the biological approach cannot explain cultural differences in abnormality such as culture-bound syndromes, a strength of the behavioural approach is that it can account for this because It accounts for cultural differences because it recognises the importance of the environment in shaping behaviour. While behavioural treatments are often effective for certain disorders such as obsessive-compulsive disorder and phobias, they have not been found to be effective for many other disorders and have also often been criticised for being unethical because treatment is often painful and uncomfortable and is sometimes imposed on individuals without their consent. The behavioural approach is accused of being reductionist and simplistic. This is because it’s a simple approach with connections of stimulus. It neglects the influence of cognitions (The mental action or process of acquiring knowledge and understanding through thought and experience). A further limitation is that much behaviourist research involves animal studies. While behaviourists argue that humans are fundamentally the same as non-human animals, others would argue that the greater complexity of the human mind makes it difficult to generalise findings from animal studies to humans. Overall the behaviourist approach shows all behaviour to be learnt through our experiences. It states that this learning can either be learnt through classical or operant condition and also the social learning theory. It can be experimentally tested and proven which makes the approach credible however it can be seen just to treat the symptoms of a abnormal behaviour rather than looking at the cause.