Case Study On Eastman Kodak

Case Study On Eastman Kodak Eastman Kodak is in most certainty the story of an organization that has failed to correctly manage and implement change. The company which was enjoying sales of around US$10 billion in 1981 has a net income of only US$139 million in 2005. Kodaks brand value also slipped down dramatically. An estimated US$2.6 billion was lost owing to the decrease in organizations brand value. A number of factors played an important role in Eastman Kodaks tragic decline. The most important factor that contributed to Kodaks demise was the rigid thinking on part of its management that stopped them from taking timely initiative towards adoption of digital technology in digital communications segment of the company. Another important letdown related to change implementation occurred when Kodaks management failed to realize that it needs to continuously monitor the changes occurring in the environment and then take small continuous steps towards complete adoption of a particular change if analysis reveals that it is good for the overall organizational well being. In the ensuing paragraphs a detailed discussion will be carried out examining what went wrong at Eastman Kodak and what are the possible remedial steps that can be taken. Problem 1: Kodak missing the information age The biggest strategic blunder committed by the management of Eastman Kodak was that it failed to correctly anticipate the needs of changing time. While the competitors around them were constantly innovating and coming up with new products in line with the changing needs of the market, the management at Kodak was happy being stuck with the old products and ways of thinking. A big factor contributing to the amazing collapse of Kodak was managements approach towards finding solutions to strategic problems being faced by the organization. The Rational Thinking Perspective (RTP) was successfully utilized by Kodak in its infancy when RTP was the main perspective being used by leading businesses around the globe but, as time passed and fierce competition started emerging Kodak ignored the need to change its core business technology from silver-halide film technology to the digital technology. This failure to foresee change and sticking to RTP was a huge strategic blunder on part of Kodaks m anagement and could well have been avoided had the management at Eastman Kodak used Generative Thinking Perspective (GTP) to solve the strategic problems being faced by the organization. Rational Thinking Perspective (RTP) versus Generative Thinking Perspective (GTP) The followers of Rational Thinking Perspective (RTP) notably Kenneth Andrews argue that the strategy analysis and formulation stages should be carried out with due diligence and with extreme care (Erasmus Schenk, 2008). The proponents of RTP believe that the issues being faced by organizations are adequately clear and a thorough analysis of relevant data will reveal the future course of direction that should be chosen (Oliver, 2009). The RTP can easily be broken down into four main stages starting from data analysis and setting of strategic objectives followed by planning stage to carrying out the implementation of the defined objectives (Wit Meyer, 2010). The followers of generative perspective school of thought (GTP) reject the RTP by saying that in the fast paced world of today the rational and systematic logic cannot be used for decision making (Paauwe, 2004). GTP argues that enterprise problems can only be solved by interactive actions. GTP believes that strategy making is a p rocess of reflecting, envisioning, experimenting and learning that can never be neatly organized, programmed or conceptualized (Hoogervorst, 2009). Strategies to resolve the problem Kodak totally depended on the strictly logical Rational Thinking perspective (RTP) in the production and sales of cameras and films which allowed competitors to slowly snatch the market share of Eastman Kodak in the camera industry it previously dominated. Kodak could easily have avoided the losses in revenues at the hand of fierce competition from rival organizations had the management used Generative Thinking Perspective (GTP) to tackle the changing environment needs. GTP, with its emphasis on using intuitive approaches to meet emerging challenges in the marketplace, would have helped Kodaks management in foreseeing that it needs to move from the traditional film camera to the digital camera in order to keep in line with changing consumer needs. Problem 2: Extreme times need extreme measures Kodaks lack of initiative to adapt to changing needs of the market was another reason for the organizations gradually faded into oblivion. The management of the organization, led by Daniel Carp failed to realize the looming danger in the forms of innovative product offering by rival organization. The introduction of Mavica, a filmless digital camera by Sony Corporation as early as 1981 should have served as a warning signal for Kodaks management, but the top management failed to foresee the looming signs of a disaster. A provocative management team would have adopted the Continuous Renewal Perspective (CRP) as early as the 1980s to gradually start making progress towards complete adoption of digital technology solutions. The strategy to use CRP would have immensely helped Kodak in maintaining its crown as the undisputed market leader in the camera industry. The Kodaks management woes dont stop here, years later when the digital technology totally rule the camera manufacturing industr y, the management is still confused as to whether it should or should not go for DRP as it entails the management to assume the level of risk it is simply not used. Discontinuous Renewal Perspective (DRP) versus Continuous Renewal Perspective (CRP) There are two main perspectives that describe how change is brought about in an organization. The first perspective i.e. the discontinuous renewal perspective (DRP) argues that change should be rapid and radical (Cummings Worley, 2009). The DRP involves a rapid change in the structure, technology, people and strategy pursued by the organization (Lussier, 2008). The supporters of DRP believe it is an excellent process to follow in case an organization has to make a transformational change since it will help the organization to quickly respond to external disruptions and quickly reach a period of smooth growth (Daft, 2009). The other perspective i.e. the continuous renewal perspective (CRP) argues that introducing change in an organization should be a process of continuous improvement (Crowthe Green, 2004). The proponents of CRP argue that it is a very profitable process to follow for the entire organization, since these changes can be carried out with the accepted organizational fra mework and value systems without making unnecessary changes to organizational structure (Weick Quinn, 1999). Strategies to resolve the problem In the early 1980s the management of Eastman Kodak should have started the process of slow transforming their key resources from silver-halide film technology to digital technology, but they did not take any concrete step in this regard. Years later, with the rivals now possessing state-of-the-art digital technologies Eastman Kodak is now left with no choice and solution but to undergo a radical revolutionary change towards adopting the digital technology in all stages of the post-digital photography value chain. The management of Kodak must however by very careful in making the transition as any mistake at this point would spell serious trouble for the future of the firm. Problem 3: Dilemma of choosing between MBV and RBV Film, paper, chemicals and photo processing were the four areas where Kodak traditionally held supremacy over its rivals but, with the advent of new age of digital technology Kodak could no longer reap benefits out of the old sources of competitive advantage. The fundamental problem being faced by Kodaks management is that Kodak does not hold any advantage over its rival organizations when it comes to possessing new age photography resources such as digitization technology along with storage, retrieval, transmission, manipulation and projection solutions. The advent of digital age has put Kodak in a serious dilemma, in order to compete with its rivals it has to move into the digital printing medium, an area where Eastman Kodak naturally has no experience in. In order to move into the digital printing medium Kodak has to compete with organizations such as Sony, Mitsubishi, and Canon who have their core competency oriented towards the digital technology. Resource Based View (RBV) versus Market Based View (MBV) The Resource Based View (RBV) opines that each firm should within its boundaries to find out that precious blend of resources that are valuable, costly and are rare to imitate (Sanchez, 2008). Once an organizations key resources are identified the management should then mount a search to discover for the markets where those resources can be utilized (Matlay, 2005). The RBP is also known as an inside-out approach to organizational decision making whereby an organizations core competency is defined by the way it leverages and exploits its resources (Schwenker Spremann, 2009). As compared to the RBV, the Market Based View (MBV) emphasis that an organization can only gain crucial advantage over its competitors if it looks towards the threats and opportunities existing in the marketplace (Enders, 2004). The MBV has an outside-in perspective which emphasizes that a firms position in the marketplace is an extremely important determinant of its success or failure (Woodside, 2008). Strategies to resolve the problem In order to compete with the changing business scenario a new strategy was announced in September 2003 in which Kodaks management aimed to pay complete attention on display and inkjet segments of the market. This change in Kodaks strategy comes with the change in the needs of the target market with customers moving away from the film based cameras to digital cameras. The supreme focus of firms in the photography business is on capturing the customers who believe in printing hard copies of digital images by offering them various options such as desktop inkjet printers, printing at kiosks etc. Kodak has taken up the challenge by setting up minilabs and kiosks where customers can come and easily get a hard copy of their digital photos. Kodak needs to carefully present its offering to its intended target market as it has to compete with a number of settled players with extensive technical expertise in the digital photo-finishing market. Problem 4: Dilemma between choosing competition or cooperation in strategy Kodak, facing the daunting challenge of competing with technologically superior organizations launched an aggressive campaign of acquiring companies and latest technologies in order to address the ever changing needs of the consumer market. From the acquisition of Scitex Digital Printing to forming strategic partnership with Verizon Wireless and buying a 50% stake in Nexpress Solutions, Kodak embarked upon a massive strategic partnership making mission that resulted in depressed cash flows for the organization and created disinterest among the investment community. Kodaks decision to aggressively pursue Embedded Organization Perspective (EOP) was seen as a desperate attempt by the organization to build its resource base in the imaging industry, an area where it hardly gives any competition to its rival technologically superior organizations. Discrete Organization Perspective (DOP) versus Embedded Organization Perspective (EOP) The Discrete Organization Perspective (DOP) views organizations as autonomous units that compete with other organizations in an extremely hostile external environment (Wit Meyer, 2010). According to this perspective each organization is taken as being detached from its environment and having a sharply defined boundary that sets it apart from the external world (Ostroff Judge, 2012). The managers having DOP believe that relationship with other organizations should be kept formal and too much dependency on outside organizations should be avoided since it can lead to the rival firm taking undue advantage of the organization (English, 2011). The Embedded Organization Perspective (EOP) believes that business is not all about being at war with other organizations in the marketplace. According to EOP the main aim of business is value creation and organizations can only maximize value when they work together to achieve a common goal (Wit Meyer, 2010). Strategies to resolve the problem The management of Eastman Kodak should make sure that they do not take hasty merger and acquisition decision as it would send wrong signals both to the investment community and the customers alike. At this crucial juncture in the history of Kodak, each and every decision should be taken keeping the best interests of the organization in mind and in order to do so the management must first thoroughly examine if a merger and acquisition decision will be profitable for the organization and what effect it will produce on potential customers and investors of the firm. The management at Eastman Kodak must first clearly define its intended target market and then develop partnership with organizations which can help Kodak in offering highest quality products and services armed with latest technology to the consumers. Problem 5: Dilemma between choosing competition or cooperation in strategy Eastman Kodak faces the dilemma between choosing a globalization or localization strategy. The old and outdated model of sales based on the traditional analogue technology has proved to be successful in some of the emerging Eastern markets predominantly the Chinese market but, in the competitive Western market where the competition is much more severe and rival organizations have developed their core competencies strictly on the more advanced digital technology Kodak needs to quickly get its core technology in line with their competitors. Global Convergence Perspective (GCP) versus International Diversity Perspective (IDP) The Global Convergence Perspective (GCP) puts forward the argument of a boundary less world in which people with similar mindset see eye-to-eye. The opponents of GCP argue that imposition of foreign norms, values, behaviours and habits in their home country harms national culture and hurts the feelings of national sovereignty (Wit Meyer, 2010). As compared to the GCP, the International Diversity Perspective (IDP) argues that world must be kept a diverse place where national cultures are retained and local autonomy is given the highest value (Wit Meyer, 2010). It is a generally observed phenomenon that in countries where people have strong nationalistic views the International Diversity Perspective (IDP) can be successfully used by multinational organizations in promotion of their products and services while in countries with where nationalistic feelings are far less pronounced the Global Convergence Perspective (GCP can be successfully used for product and service promotion (Wit M eyer, 2010). Strategies to resolve the problem The management of Eastman Kodak needs to realize that while the old and outdated analogue technology may succeed in the emerging Eastern market, there are no bright prospects for the use of this obsolete technology in the more developed Western markets. It is right time now that the management of Kodak build-up a global strategy using the GCP which can help the organization to make use of its silver-halide technology in the emerging markets while at the same time incorporating the much more developed digital technology for producing and marketing its products and services in the Western market. Conclusion The management of Eastman Kodak committed a number of mistakes in running the business operation including its complete reliance on internal organizational competencies for an extended period of time and then abruptly changing the strategy to merge with and acquire a huge number of organizations sending wrong signals to the investment community. Although Kodak faces a number of challenges posed by the technologically superior rival organizations but, if it correctly uses management strategies aimed at constantly changing the organizational policies in line with industry benchmarks there are bright chances that Kodak can win back its lost position.

Critical Appraisal Essay

This exclusive practical session revolves around students’ attachment to family doctor or general practitioner. Beforehand, a sound understanding and distinguishable comparison between these two specialty is necessary to perform this task efficiently. Family medicine is a medical specialty that provides continuing and comprehensive health care for the individual and family across all ages, genders, diseases, and all parts of the body. It is based on knowledge of the patient in the context of the family and community, emphasizing disease prevention and health promotion. According to the World Organization of Family Doctors, the aim of family medicine is to provide personal, comprehensive and continuing care for the individual in the context of the family and community. On the other hand, general practitioner is a medical practitioner who treats acute and chronic illnesses and provides preventive care and health education to patients. The good general practitioners will treat patients both as people and as a population. In some healthcare systems general practitioners work in primary care healthcare centers where they play a central role in the healthcare team. Nevertheless, in some models of care general practitioners work as single-handed practitioners. In conjunction with this block, I visited a local puskesmas to understand more about role of a general practitioner and family physician. Physical Access , Convenience and Facilities The clinic I was designated to is Puskesmas Danurejan I. The puskesmas is located in Bausasran, Danurejan in Yogyakarta. After being renovated and improvised since December 2011, Puskesmas Danurejan possesses new physical structure and more sophisticated facilities. Now, the puskesmas has a new building, whereas the ground floor serves as an infectious and non-infectious area. The puskesmas is almost 656 meter squared in size with general consultation rooms, dental consultation rooms, emergency room, pharmacy and laboratory fitted in the ground floor. On the other hand, the first floor serves as the supporting facility . This floor contains the office, hygiene and sanitation department and prayer room. This health center is located in the midst of housing estates, and therefore very accessible to those living within close proximity. The housing area is also densely populated, with numerous shops, public amenities which makes it a rather ideal and conducive stay. The puskesmas is open daily on weekdays and Saturdays from 7. 30am to 3. 00pm. The puskesmas also has a landline which makes it reachable for any prior information before the peoples’ visit. One distinct setback of the setting is that of, the signboard was unclear and hidden in tree branches. The direction guiding the visitors are vague and not specified. This may be inconvenient for anyone who is about to make their very first visit without prominently knowing the location. Furthermore, there were not enough parking lots near the puskesmas. The Waiting Room The waiting room is spacious, sufficient to fit about 20 patients at an instance with appropriate number of chairs provided. The cleanliness and tidiness of the waiting room is also well maintained . There were garbage bins provided. The ventilation of the room is also well considered as there are presence windows for good air movement. Huge healthcare pamphlets and banners are also seen in the waiting room, aimed educate and enlighten patients. A staff was bserved in the waiting area as she is assigned to take vital signs of the patients and direct them to the physician as their turn comes. As we were walking pass the waiting room, I noticed surreptitious gazes from the patients who were rather clueless of our enthusiastic presence with white coats. I managed to start a conversation with a few patients even before tending to the consultation room for observation. Patient Load and Examination Room The patients who visit this puskesmas are mostly from the community living within close proximity to the center. Apparently, the densely populated housing estate are attracted to the recently renovated health center. The health center receives a generous average of 40 patients daily, most probably due to the satisfactory health care received and affordable charges. The examination room is rather small but sufficient to carry out basic physical examination, equipped with racks, table for physician and an examination bed. During my observation period, the physician received 5 patients. in which 3 of them were regular patients under controlled medications (hypertension and diabetes mellitus patients), with the other 2 having ordinary fever and viral flu. According to the doctor, most of his patients are children with acute illnesses and elderly patients facing chronic diseases. However, any serious medical complication which cannot be diagnosed or treated by the doctor is referred to the possible hospital. Physician-Patient Communication Based on my observation, the physician seemed to have mastered all crucial skills in order to provide the best for the patient. Firstly, I would like to discuss about the primary care management of the physician towards the patient. The doctor successfully connects with the patient via good communication and interpersonal skills, and subsequently put the patient at ease to express his complaints and condition. Therefore, the physician is able do deal competently with the problems presented to her. Even though the physician I observed has just completed internship, she has an amazing person centered care towards each of her patient. She understands and relates her patients as individuals and developed the ability to work in partnership. The physician encountered various different cases involving different ranging from a myriad of genders, age group and illness. However, she applies specific problem-solving skills about the context-specific aspects of general practice and successfully dealt with undifferentiated illness and skills. The duration of consultancy was about 10 minutes per patient for chronic diseases like hypertension and diabetes mellitus and the interaction process took about 5 minutes. Shortly after my observation, I managed to have a word with the physician. She explained to me that the key to a good family physician is the comprehensive approach. It is about how one as a physician must be able to co-ordinate care of acute illness, chronic illness, health promotion and disease prevention in the general practice setting. Not to forget, to respect and honor the patients for an impeccable physician-patient communication. Besides she emphasized the importance to keep patients informed about their condition, listen and respect their views about their health and respond to their question. Documentation and Medical Records The medical records are stored very systematically in the center. There is an allocated room with limited accessibility to keep all of the documents safely in order to avoid breach of confidentiality of the documents. Only the administration personnel are permitted to enter. As we were informed, the documents of the medical record has been computerized using a programme called MedCis System. However, the manual means are still practiced in the physicians desk. The information is then transferred by the administration personnel. The medical record on the hysicians desk is a piece of white-colored paper with patient identity particulars such as name, age, gender, registration number, and consultation date at the top. The remainder of the page is filled up by writing by the doctor himself, which are anamnesis, medical history, drug allergies, vital sign results, physical examination results, diagnosis, treatment and prescription. By the implementation of the computerized system, loss of data due to natural disaster is prevented. Besides, the patients privacy and confidentially is recognised as the system is well secured, in the sense no changes of previous medical history is made possible. The system can only be viewed by physicians for follow-ups and patient himself upon request. Clinical Care Processes The overall process of treatment is very structured indeed. It begins with registration and recording of vital signs. Later, the patients are directed accordingly to the appropriate departments namely psychology, nutrition, general consultation and dental consultation. After receiving their treatment, they were to settle payments before collecting their prescription from the pharmacy. As per clinical care specifically, the physician has performed necessary procedures to diagnose and treat the patient. The physician accomplishes her role as a family physician very successfully. Her anamnesis was very detailed and intricate. She thoroughly skims the past medical history, medication history, and latest prescription before she proceeds further. Concerning chronic diseases of the elderly like hypertension, she initiated by asking the patient how did they feel lately and if there were any relieve or aggravation from their condition. As the temperature, height, weight, blood pressure, respiratory rate and pulse rate has been obtained earlier from the registration personnel, she proceeds with treatment and prescription. The physician prescribes simple generic medicine for the patient which was available in the pharmacy. As for the child, she performed basic physical examination as he complained of body ache. I also observed that treating an elderly person and a child requires different approach altogether. Obviously, they had to be nurtured with care and respect. The physician was seen to have given importance to personal safety by the usage of gloves, masks, and hand sanitizer. This is an undisputedly important step to prevent nosocomial infections in the health center. One setback that I observed was in terms of educating the patients. The physician only provided the patients with very minimal input and education. Payment There are several paying methods made feasible by the puskesmas to facilitate the patients, namely insurance coverage and direct payment. For instance, Jaminan Kesihatan Masyarakat, Jaminan Kesihatan Daerah, Jaminan Kesihatan Social, Jaminan Kesihatan Persendirian and Jaminana Kesihatan AKS. Patients who owns insurance coverage as mentioned need not make any payment, whereas those without pays an amount as low as RP5000. 00. However, the medications has to be purchased by the patients at their own expense. For the most part of my observation, the patients receives prescription of their medication to be purchased themselves in the pharmacies, unless generic medicines which are provided in the puskesmas. I could deduce that the charges are very affordable compared to that of private practices. Therefore, quality medical care is made accessible to everyone regardless of their economic background. This is indeed extremely favorable in reaching out to the needs of the people in an actively developing region. Discussion In the context of satisfactory health care, patients gratification is substantial. This explains why health care providers should make extraordinary efforts in providing the best achievable standards of health care. In the context of Indonesia, family medicine is developing slowly, however a clear structure and guideline for patients has not been constructed. On the other hand, due to limited number of specialist available, most specialists carry out private general practice outside their work hours. This may reduce the efficiency of the physicians due to stress and overwork. Moreover, the general practitioners training programme is not welcomed and well supported by the specialist because they are held in direct competitions with the general practitioners. Pertaining the clinical attachment, the physician tried their level best to provide appropriate health care to her patients despite the limited resources. However, there is also abundant room for improvement in terms of educating the patient about prevention of diseases and the effects of medication prescribed. Besides, the physician should have given more enlightenment when concerning lifestyle related iseases, because at all times, prevention is better than care. On the whole, the entire health care team should work on the regulations concerning controlled medication to avoid abuse and overuse. Another most crucial point in family medicine is the community orientation. Community orientation is about the physical environment of your practice population, the need to understand the interrelationship between health and social care, and the tensions that may exist between individual wants and needs and the needs of the wider community. As a conclusion, holistic approach is about your ability to understand and respect your patients’ values, culture, family beliefs and structure, and understand the ways in which these will affect the experience and management of illness and health. I am very contented to be granted an opportunity for this clinical attachment. This would, in time, help me in my future endeavors as a doctor.

Slave Narratives

During the times of slavery many people opposed the thought of forcing someone to do everything they say, to own someone. They believed in the freedom of others and to treat everyone equally. There were many abolitionists and slave narratives who wanted their side of the story to be heard. Aunt Harriet Smith was a black woman from Homestead Texas and Aunt Phoebe Boyd from Dunnsville Virginia, both slave narratives. Aunt Harriet Smith was married to Jim Smith. They white folks killed her husband and she never knew why they would do such a thing, he was an honest man who went to church and always did what he was told (Soul, 2003).During one of her interviews Harriet was asked how long ago she could remember from her slave days, she could remember all the way back when she was thirteen years old. Harriet could successfully remember everyone’s names as well, all the white children, her owner, everyone of the slaves she was around, and people she came into contact with on a regular basis. Her owner had first purchased her grandmother and from then on owned the rest of her family from there on down. One thing she was extremely faithful to was church.They allowed the white people to go to church in the morning and the black people were allowed to go at night. They had a white preacher and he was always telling them to behave themselves. If the black slaves were to act up then the preacher would tell there owners and they would be punished. She believed that there was a God, and he would help them. The slaves were never taught to read and write, the only gossip they had was the stories they heard during church about slaves being mistreated.This was something all the slaves would talk about when they seen each other and were able to communicate and talk. Harriet said that the white people were good to them. Her owner never hurt any of them. Her owner treated her well and whenever her and her family would hear about slaves being mistreated it would shock them. The y felt bad for the slaves that were being abused. At one point in her interview she was asked why she went by Aunt Harriet Smith and she said by putting the word Aunt in front of her name was a sign of respect, and people respected her.During the Civil War, she could remember sitting with her two cousins on the white picket fence just watching the vehicles driving up and down the road. They loved the white picket fence and their owner didn’t care if they say there. They would watch the soldiers all day long walk up and down the road. One of the reasons they loved watching so much because all the soldiers were colored soldiers (Smith, 1941). During the whole interview Aunt Harriet Smith was very optimistic, she always hoped for the best and didn’t really have anything to say that was too negative.Even when she talked about her husband being killed, the only thing she kept talking about was how good of a man he was. She never turned the conversation into a negative one. Aunt Phoebe Boyd was also a slave narrative. She was very fond of the Lord and always believed that something better was coming. Smith, Harriet. â€Å"Voices from the Slavery Days. † The Liberty of Congress. N. p. , n. d. Web. 14 Oct. 2012. . Soul. â€Å"AFRICAN-AMERiCAN SLAVE: Aunt Harriet Smith On Church, Slavery & Punishment. † YouTube. YouTube, 24 Apr. 2009. Web. 14 Oct. 2012. .

Using Art As A Platform For Emotional Release Of Traumatic...

Using art as a platform for emotional release of traumatic life experiences was not a very common concept among artist. While many artist used their canvases to express religious beliefs, social realism, desires, etc., Frida Kahlo’s work was an autobiography of her life. Kahlo’s paintings served as an open book into the traumatic and emotional life experiences that shaped her as an artist. Of these many experiences and events was her marriage to Mexican art muralist Diego Rivera. Kahlo’s paintings often depicted her sorrow at Rivera s frequent betrayals. Their tumultuous relationship and the emotional impact they had on each other is portrayed in Kahlo’s 1940 oil on canvas, Self-Portrait With Cropped Hair. Created just a short time before divorcing her husband Kahlo depicts herself seated alone in a chair wearing an oversized charcoal gray man’s suit with her hair cut short. In her hand are scissors and surrounding her on the floor are the fallen h airs from her head. While a formal and biographical analysis of the image reveals Kahlo’s state of mourning, empowerment and freedom from her husband’s infidelities, a feminist analysis reveals Kahlo’s acts towards gaining self-assertion as an independent female artist. Through her choice of colors Kahlo portrays to viewers an ironic coupling of feeling both a state of mourning and state of empowerment and freedom. Majority of the background of the painting consist of dull, unsaturated creamy colors that portray to viewers a veryShow MoreRelatedCorrections Final Paper4809 Words   |  20 PagesMental Health is defined as psychological  wellbeing  and  satisfactory  adjustment  to society  and  to  the  ordinary  demands  of  life† (Dictionary. Com, N.D). 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