Stages of Development | 0-19 Years

Stages of Development | 0-19 Years Explain the sequence and rate of each aspect of development from birth – 19 years. The sequence of development refers to the expected pattern of development of a child from birth through to 19 years. Child development, in turn, refers to the biological, the physical and the emotional or psychological changes which take place within a time-frame as the individual passes through various stages or phases from (complete) dependency to (increasing) autonomy. The term development incorporates the skills and knowledge that children and young people are developing. Children and young people follow a pattern or sequence or order of development, and knowledge about expectations at the different ages and stages, helps practitioners to support development, as well as to identify those individuals who may need additional support or those who may require extension, for example, through a gifted and talented programme. Skills and knowledge and physical growth are all interconnected and therefore cannot be viewed in isolation. Instead a ‘holistic’ approach to development needs to be adopted as these areas are co-dependent. Children and young people need to be able to develop properly in order to reach their full potential. Practitioners should remain aware of the fact that although each area of development is important as an entity in its own right, each area is as important as any other, and also that they all impact upon each other. The areas can be ‘separated out’ as such, but they are reliant upon each other and so if a child does not have the physical skills to turn pages in a book or the language to decode words, then that child will not be able to read. Developmental changes may be influenced by a variety of factors, including genetics, events during prenatal development, the delivery and birth itself as well as post natal influences. Developmental change can be due to maturation – genetically controlled processes or as a result of environmental factors, although mostly, there is an interaction between the two. The development of children and young people is a continuous process and can be measured in a variety of ways. Children and young people tend to develop at different rates but the sequence or order in which they develop will be more or less the same. For example, a child will acquire one skill – walking, before developing the next skill in the sequence – running. As development tends to be more rapid in the early years, the milestones are initially quite close together. As a baby becomes a toddler / child and the toddler / child becomes a young person, the milestones can be further apart. It is important to bear in mind that children and young people are individuals, so their rate of development may be different and also development may not progress across all the required areas with the same degree of equality. Sometimes the rate of development can present cause for concern. However, it is essential to remember that each person is unique and this must be borne in mind, especially when examining the rate and development of a child or young person. Generally speaking, development is said to progress from head to toe, from the inner self to the outer self, from simple to complex and finally from general to specific. The aspects of development by which children and young people are measured against are: Physical Development Physical development can be sub-divided into: Fine motor skills (manipulation) involve the coordination and control of small muscles, for example, tying a shoe lace or using pincer grip to pick up crumbs or hold a pencil and mark make with it. Gross motor skills involve the coordination and the control of large muscles and the acquiring of skills such as running and walking, throwing a ball or pedalling a bicycle. These skills require the use of the entire body or at least several parts of the body. Muscle tone and muscle strength are important, for example, if a body has ‘high tone’, the movements may be jerky or appear disconnected and if the muscle strength is poor, the child or young person may not be able to exert much pressure with his hands or legs. The quality and range of movement is also important – does a child or young person move noticeably slowly or too quickly and is the child or young person able to make movements that go from one side of the body to the other (‘crossing the midline’). Physical development is about learning to master movements and this allows a child or young person to become independent. They master the ability to explore and interact the world and environment around them. The muscles in the body need to develop and gain strength and as they do, the body is able to coordinate better. Cognitive / Intellectual Development This encompasses the way in which the brain processes information (remembering names or colours or numbers and information). Imagination (for example in role-play), is also a cognitive skill and cognitive development is strongly linked to communication and language. Communication and Language This is about learning to communicate with other people and understanding their communication in return. Talking, reading, writing and using gestures/body language or a sign language, are all examples of communication and it is essential that children and young people acquire language and a range of vocabulary or sign language skills in order to be able to communicate effectively. Receptive and expressive language are effective tools for communication. As stated above, communication and language are linked to cognitive development (thinking about what others are trying to convey as well as what you are trying to express). Social and Emotional Development This area is about forming and maintaining relationships, understanding oneself, becoming self-reliant, having the ability to make decisions, feeling sympathy and empathy, knowing what behaviour is acceptable, and having the ability to control emotions appropriately. This area is closely linked to cognitive language development. Intellectual or Moral Development This has strong links with cognitive development and is a sub-set of social and emotional development. Intellectual or moral development is about decisions that children and young people take, principles they adopt and their behaviour towards others. It includes a child or young person’s attention span, ability to understand information and to reason, the developing of memory, logical thinking and questioning. For example, Piaget advocated that group games promoted and advanced the moral and intellectual development of children and young people. An adult explains the rules of a game and gradually reduces his or her involvement, allowing the child or young person to regulate the game this allows room for a child to take risks, to make errors and to learn and develop moral understanding and autonomy. Table detailing the sequence and rate of each aspect of development from birth to 19 years plus Age Intellectual Social/Emotional Language Gross Motor Fine Motor Skills Infant – Birth to 12 months Learns by experimenting with hands and putting objects in mouth. Attaches to the mother and father and begins to recognise faces; smiles. At about six months begins to recognise parents and expresses a fear of strangers. Responds to and participates in simple interactive games. Vocalises a lot more and imitates some sounds, says 2 syllable words like ‘mama’, ‘dada’, ‘baba’. Lifts head, pulls chest up, rolls over, pulls to sit up and crawls or stands either with some or no support. Is able to reach for objects and picks up finger food or toys, like rattles or keys. Picks up small objects like crumbs. Toddler 1 – 2 years Is able to learn words for people and objects and to name some items when prompted. Learns that self and parents are separate, imitates sounds, is able to indicate needs or wants without crying. Is able to say more words and follow simple instructions. Can walk, kick, stop, jump, throw a ball and drop items. Unbutton clothing, build tower with few bricks, mark make, use spoon to feed self. Preschool 2 – 5 years Knows when is tired or hungry, cold/wet or soiled and recognises some colours, numbers, shapes and objects. Able to separate from carer with ease, un/dress with assistance, wash / dry hands, play games. Increasingly independent in toileting and self-care. Follows simple or complex instructions, speaks in simple sentences. Good range of vocabulary. Runs, hops, squats and jumps, pedals a tricycle, balances and co-ordinates well. Pulls self onto play equipment. Builds tower of 7/8 cubes, forms letters and some alphabet and is able to pedal a bicycle. Feeds self. School 5 – 12 years Understands numeracy and literacy concepts, relationships between objects and feelings, acquires knowledge and skill. Increasingly independent, emotionally still attached to its parents, dresses/undresses mostly without assistance, joins clubs and social groups, make friendships. Has an increasing bank of vocabulary, is able to describe his / her feelings, or objects, or materials, is able to school independently. Improved balance, may overestimate physical capabilities, joins in different physically demanding activities. Able to sketch/draw people, copy detail in figures and objects, sew, knit, paint and craft with control. 12 – 18 years Understands some abstract concepts like death or illness or God and religion, and develops an understanding of complex ideas. Experiences mood swings and changes in behaviour, highly influenced by peer group, distances from parents emotionally, engrossed by self-image, may have sexual relationship. Uses increased vocabulary and understands abstract concepts such as grief. These are now fully developed. These are now fully developed. 19 years plus Continues to develop ability to make sound decisions, understands complexity of relationships with others. Becomes independent and develops own lifestyle, chooses career path, develops a social and economic status, may have a partner, become a parent, Continues to develop knowledge, uses increased vocabulary and different styles of language. These are now fully developed. These are now fully developed.

How Business Strategy and Hr Strategy Are or Should Be Linked Together

Institute of Tourism and Hotel Management Anna Morozova Essay How business strategy and HR strategy are or should be linked together? Moscow, 2011 Departments are the entities organizations form to organize people, reporting relationships, and work in a way that best supports the accomplishment of the organization's goals. Departments are usually organized by functions such as human resources, marketing, administration, and sales. The forward thinking human resource department is devoted to providing effective policies, procedures, and people-friendly  guidelines and support  within companies.Additionally, the human resource function serves to make sure that the company mission,  vision,  values  or  guiding principles, the company metrics, and the factors that keep the company guided toward success are optimized. Of executives surveyed, 20% currently use the HR department as active and innovative business solution partners. 20% believe that the HR department should remai n as administrative overhead and only perform transactional work. But, 60% of the  executives are starting to expect the HR department to partner with others departments to improve the company’s core competencies and competitive advantages.Competitive pressure in a fast changing business world – pressures for sales, talent, and profits. Most CEO’s are held accountable for three general but powerful results: Increasing revenue, generating cash, and reducing costs. In order to focus on these three accountabilities, executives are discarding paradigms that no longer work as companies seek to stay in and grow their business. Many CEOs and CFOs are more interested in the payoff and are asking appropriate questions: What’s in it for the company? Where is the improvement in the revenue stream? How does this get us new customers and retain our current customers.Where is the proof of corporate performance enhancement metrics? Once they get solid answers to these questions from competent HR leaders, the CEOs are quick to change their thinking. To answer the payoff questions, recognize that a continual company-wide value chain analysis is critical to the success of any organization. Over the past decade, CEOs began demanding that their Human Resources departments deliver flawless functional work and become a knowledgeable partner with all other disciplines to advance the business plan of the company. Individual professional silos are breaking down.Disciplines such as finance, sales, marketing, operations, and HR no longer exist as stand-alone entities. They are inter-dependent with one another. Weakness of any one of the links inhibits other links from maximizing their efficiency and productivity. These three emerging concepts in the practice of HR bear examination: * What value does the HR department brings to the organization. Many HR teams lack a vision that includes their value to the organization. Do the HR department’s activitie s directly help the company achieve its broad business objectives?Are the HR team’s arguments for or against a business strategy credible to the other department heads at the decision making table? How are the HR department strategies that benefit the employees, the shareholders, the customers, and all other stakeholders in the organization, selected and implemented? * What value does the HR department generate for the customer – the end user of the company’s product or service? Sales and quality are no longer restricted to the sales and quality assurance teams. The HR department doesn’t just hire a salesperson based upon a manager’s request.The end result of HR’s recruiting and hiring efforts is that the customer who interacts with the new sales person receives continuing world class service from the company. HR shares the quality of the new hire with the other departmental silos to insure that the company is, or becomes, the vendor of choi ce for that customer. * The final of the three emerging concepts for the Human Resources Department is: What core business competencies must HR leaders possess in order to be credible strategic partners with the rest of the executive team?Each company and each industry can generate its own list of core business skills their teams must have that go beyond their individual specialties. This issue has become so critical that in graduate and undergraduate level business programs, new editions of Organizational Development textbooks are including chapters on financial calculations and ratios, corporate social responsibility, globalization, and major workforce diversity challenges, among others.The biggest barrier to profitability is ignorance – ignorance by many people about how the company makes money and how it achieves its objectives, and how all of the departmental silos are interdependent on each other. The myth that only finance people need to know about finance or that mark eting people are the only people who need to know about marketing is fast disappearing. In today’s business environment, profitable organizations require highly skilled employees who can solve complex problems using multi-disciplinary teams.Here are three examples how can HR be linked to profitability metrics: * A well known global company formed a group of HR professionals who developed processes and training programs in sales, customer service, workouts, project management, process improvement and leadership development that focused on critical performance issues for their internal and external customers. By partnering with operations, sales, and customer service they served as a catalyst to forge alliances, partnerships and agreements.Many of their efforts resulted in improved relationships that translated into â€Å"Preferred Provider Status†, which increased sales and lowered costs. All of their costs were liquidated by charging a fee for the service while creatin g net revenue. After two years, this HR group generated sales of $4 million and a profit margin in excess of 30% which was returned to the division budget at the end of each fiscal year. * Secondly, an HR team, partnering with the Audit staff, discovered that the accounts receivable turnover had moved from a preferred 30 days to 45 days during the past two years.They decided to let the chief credit officer go. The HR staff established criteria to identify candidates with the ability to reduce the ratio from 45 days back to 30 days. The HR staff recommended one candidate for hire. Within six months, the company’s DSO (Days Sales Outstanding) ratio was reduced to 35 days. * In a third case, while designing and negotiating a new health care and 401(k) plan, the HR leadership partnered with the sales and marketing team to determine if the cost of the program would erode the company’s market share and competitive pricing strategy.The resulting benefit program design achieve d its cost/benefit objectives without jeopardizing the company’s market share and pricing metrics. How do HR leaders and CEOs make the Human Resources Department to a Profitability Factor? Here are suggestions based on that the more employees become knowledgeably involved in the business, the better they will be able to become a more productive asset. * Develop a leadership development program that includes hands on training in all of the functional disciplines.For example, in the production department, identify the barriers that prevent managers from achieving efficiencies and savings; * Insist that Human Resources staff receive financial training so they understand the impact of cash flow, receivables, billing cycles, and so forth. If it is a public company, teach them how to read and understand company’s annual report. Reading the proxy statement is always informative – even if the information contained in it is reluctantly revealed, and occasionally masked w ith arcane accounting jargon; * Have HR staff participate in sales strategies, customer visits, and technology reviews.Encourage them to learn quality methods, process improvements techniques, terms and conditions, and contract negotiations with suppliers and customers. Engage them as process consultants (have them trained if necessary) so they can assist with growth initiatives; * Most importantly, hold all employees accountable for achieving the â€Å"critical numbers† established for your company. A superb HR department becomes irrelevant if the company is sliding into bankruptcy. The HR department's powerful value focuses on its contributions toward reversing the slide.It is important to Include HR employees as full business partners. They will rise to the occasion and surprise you by building your bottom line and becoming a profit center contributor as well as maintaining their traditional responsibilities – and they will be better at both. The intense and brutall y competitive business environment of our global and digital world needs the help of everyone in the company. Russian small enterprises do not practice the establishment of HR Departments in view of unprofitability of such a business organization.As the result, the majority of small enterprises do not develop any HR strategy. Thus I would like to present the unique HR strategy of Apple Inc. and how it is linked to company’s business strategy. Most firms strive to have a productive workforce. One of the best ways to measure workforce productivity is revenue per employee. Apple produces what can only be considered extraordinary revenue per employee; $2 million. A second measure of workforce productivity is profit per employee: nearly $478,000 for Apple (unbelievable considering it has a retail workforce).During 25 years Apple has been following the philosophy called â€Å"lean – management† which explains the prime drivers for Apple’s extraordinary employee productivity. For years, the leadership of Apple has followed the philosophy that having less is more, meaning that by purposely understaffing and operating with reduced funding, you can make the team more productive and innovative. Innovation at most firms is expensive because you must pay for a lot of trial and error.The lean approach, however, can improve innovation because with everything being tried, there simply isn’t enough time or money for major misses and re-do’s. â€Å"Unrealistic deadlines† at Apple mean that you have to get project problems solved early on, because there isn’t time to redo things over and over. Being lean forces the team to be more cohesive. Even providing a lean schedule forces everyone to be productive because they know there is no room for slippage. At Apple, the lean approach means that even with its huge cash resources, every employee must adopt the mentality of leanness.If you understand the lean concept and its advant ages, you shouldn’t be surprised that numerous innovations have been developed in â€Å"garages,† the ultimate lean environment. I have chosen an article â€Å"Human resource practices to attract and retain talents† by Hiltrop, 1999, because, in my opinion, it is very actual theme as businesses look for global growth, chronic skills gaps combined with a mismatch between demand and supply of talent means that getting (and keeping) the right people in the right places at the right time has never been more challenging.HR leaders need to mobilize talent to help businesses grow. This article explores one of the biggest issues and challenges now faced by large organizations: how to attract and retain a critical group of talented people. Getting talent management right means you can worry less about your talent problems and more about your business opportunities. It is very important to use a fact based approach to help identify the specific elements of talent manageme nt which drive the most value in your business and industry.It is needed to create a Talent Management Framework and Diagnostic to develop and implement strategies that deliver the right improvements – those that give you the best return on investment. So I can conclude that to win the war for talent, companies should figure out who they are aiming for, and then make sure the recruitment process and practices are tailored to the specific needs and expectations of the target group. I have chosen an article â€Å"Science and practice of HRM in small firms† by Mayson and Barret, 2006 because human capital (i. e. the knowledge, skills, and abilities of employees) is one of the primary factors a business can rely on to differentiate their products or services and build a competitive advantage; however, few studies directly guide managers of small and growing firms through the people management issues that they will face through the lifecycle of their business. The recogniti on that human resource issues are important to small and growing firms is not new. For instance, in 1987 (Hess) was presented data that suggested that small business owners rank human resource related issues as the second most important management activity after general management.Further, was suggested that the majority of CEO's believe that human resource practices have a substantial impact on firm performance. Additionally, in 2008 were presented the results suggesting that sound hiring practices and training programs are considered important by small business owners who have 10 or more employees. A small firms' ability to attract, motivate and retain employees by offering competitive salaries and appropriate rewards is linked to firm performance and growth.Whilst the evidence does show that there is some form of HRM in small firms, it also confirms that the practice is characterized by informality. I personally think, that this is a problem, because informal HRM practices do not necessarily recognize the value of employees. Despite the recognition of the importance of HRM to small, growing and entrepreneurial firms, there is very little research in the area, there is even less research that explores the strategic nature of HRM in small firms.It is important to note, that properly developing strategic selection, training, and compensation programs takes time and financial resources. However, these short-term costs are almost always balanced by long term gain because the quality and caliber of employees (or human capital) within the firm improves. The improved caliber of employees and enhanced effort almost always has a positive financial impact for the organization.

Alfred Hitchcocks Rear Window - Free Essay Example

Sample details Pages: 3 Words: 849 Downloads: 6 Date added: 2017/09/25 Category Advertising Essay Type Argumentative essay Tags: Alfred Hitchcock Essay Film Analysis Essay Movie Essay Did you like this example? The film ‘Rear Window’, directed by Alfred Hitchcock in 1954, enthralled worldwide audiences through its clever and original depiction of a suburban murder. It is a widely renowned crime thriller that employs many conventions of the genre, while subverting others, in order to portray a realistic environment that collapses into tension and mistrust. The depiction of protagonist L. B Jefferies as the ‘everyman’ is an important subversion of the conventional detective, piquing the audiences curiosity and interest in the film. From behind Hitchcock’s camera we are invited the compassionately view the world of a ‘normal’ man who is plucked from his ordinary life through the extraordinary events that he witnesses. By playing with the idea of a ‘normal’ guy getting caught in threatening circumstances, Hitchcock suggests that crime can infiltrate any part of society, and affect anyone. Hitchcock’s inventive camerawo rk, in showing us the apartment complex from Jefferies’ point of view, is an interesting technique used to involve the viewer in the films action. By watching the other apartments through Jefferies’ binoculars and camera lens, we are incriminated in his voyeuristic pursuits. Later in the film Jefferies echoes the viewers sentiments, questioning the ‘ethics’ of ‘watching someone even if they’re not guilty’. Yet he continues to observe, and there is a certain ‘guilty thrill’ in that for both him and the audience. A subversion of the crime fiction genre occurs through Hitchcock’s depiction of the protagonist as injured and incapacitated. In both the ‘classical’ and ‘hard-boiled’ eras of crime fiction, the protagonist was portrayed as a ‘physical’ investigator. Particularly in texts like ‘The Big Sleep’, where investigator Philip Marlowe traverses multiple setting s in order to piece together the differing parts of a crime. To overcome the limitations of an incapacitated protagonist Hitchcock gives the camera human qualities, making it view things Jefferies cannot, and revealing hints on character and plot details. The beginning of the film is a good example of how he employs this technique. The camera pans around Jefferies apartment, pausing on certain objects to emphasize their importance. The viewer realizes that he is a photographer who broke his leg in an accident, as evident from his leg cast, the photographs mounted on the wall and the broken camera on the table. Circumventing the problem of a physically ‘unable’ Jefferies also uncovers another subversion of a genre element through Hitchcock’s portrayal of Lisa. Jefferies ‘secondhand’ viewing is coupled with Lisa’s physical investigating to give a rounded view of the crime and investigation. Furthermore, the film depicts Lisa taking the dom inant role in the relationship, showing a dramatic shift in the nature of the traditional gender investigator, and calling into question the stereotypical role of the male ‘hero’. Lisa is depicted as a sort of ‘femme fatale’ in ‘Rear Window’ through the representation of her dysfunctional relationship with Jefferies. In a style characterized by the ‘hard-boiled’ works of authors like Raymond Chandler and Dashiel Hammett, the two fire off cynical and sharp witticisms at each other, while hinting at their romantic chemistry. The crime of murder is a very conventional part of a crime fiction story, but the way in which Alfred Hitchcock chooses to depict the murderer in ‘Rear Window’ is in a uniquely sympathetic light. In the context of the 1950s this was a bold move that separated the story from other similar thrillers within the crime genre. In both the ‘classical’ and ‘hard-boiled’ eras o f crime fiction, the criminal or murderer was generally portrayed without many redeeming features, yet in Hitchcock’s film there is a sense that Thorwald (the murderer) may have been drawn to the deed through the incessant nagging of his wife, and we begin to pity him as he is watched by Jefferies without any knowledge that he is under scrutiny. Furthermore, Jefferies involvement in the crime seems to be a want of ‘diversion’ from the normal, or to satiate his need for excitement, and his eager ‘viewing’ from his apartment window initially makes him a hard investigator to trust and heightens sympathy for Thorwald. With the limited selection of people in an isolated environment Hitchcock uses a convention popularized by the ‘classical’ era of crime fiction, of which authors like Agatha Christie and Arthur Conan Doyle were a part. The murder occurs in a closed community with a limited number of incongruent suspects. In essence Hitchc ock shows the audience a microcosm of 1950s American society through Jefferies rear window, with each apartment and character representing a different facet of that society. By limiting the scope of the investigation Hitchcock is able to focus on, or give a commentary about the different issues of the time, reflecting the context of the film with Cold War sentiments of unease and distrust of ‘neighbors’. Alfred Hitchcock thrilled audiences in the 1950s with his crime thriller ‘Rear Window’, through its unique and realistic depiction of a claustrophobic apartment complex thrown into disarray after a murder takes place. Hitchcock both employs and subverts many conventions of the crime genre in making the film such a large commercial and critical success. Don’t waste time! Our writers will create an original "Alfred Hitchcocks Rear Window" essay for you Create order

Plastic Surgery A Debate - 916 Words

1. Supporter: Plastic surgery is probably one of the most important technologies developed in the recent years, considering the numerous benefits that it provides people with. Image is everything in the contemporary society and it would be unfortunate if some nature prevented some perfectly capable individuals from properly integrating the social order. Also, we mustnt forget about individuals who perform plastic surgery because they were either born with an abnormality or because they suffered an accident (Panjari, M., Bell, R. J., Fradkin, P., Davis, S. R.). These people find it very difficult to be accepted and thus need to focus on removing some of their imperfections with the purpose of being able to succeed. Surely, society is unjust, but considering that one of the only solution is to join the social order in appreciating particular values it would be wrong for someone to deny themselves the right to look better. Opponent: I agree that the present-day society greatly emphasizes the importance of physical appearance, but social acceptance is not the only method to build self-esteem. A healthy society also appreciates its members as a result of the way that they think and as a consequence of the way that they act. You can observe that a great deal of successful individuals is not necessarily physically attractive. Does this mean that these people should have been demoralized as a result of their looks and refrain from pursuing their dreams at the moment when theyShow MoreRelatedPlastic Surgery Debate992 Words   |  4 PagesGroup 1 Plastic Surgery I. Introduction Plastic Surgery, or Cosmetic Surgery, is surgery that is unnecessary from a medical perspective, but is carried out to improve appearance. Cosmetic surgery is initiated by an individual who wants to change the physical appearance of a feature. Although in many cases their physical appearance is normal, they may wish to change the size of their breasts or the shape of their nose. An individual may also use cosmetic surgery to change disfigured body partsRead MorePro Teen Plastic Surgery Debate Information3238 Words   |  13 PagesCurrent event- Historical event- She is just 14, going to undergo plastic surgery. her face bears the painful-looking raised scars and puckered skin of a burn victim. Blikis was burned in an acid attack. Acid eating through the skin on their faces, destroying cartilage and bone in minuetes. As she waits for her first surgery to help restore her face and her future. Driscoll, Amy. World of Hope for Acid Attack Victim. Miami Herald (Miami, FL). 15 Jul 2001: 1B+. SIRS Issues Researcher. Web.Read MoreThe Impact Of Hallyu On Korean Plastic Surgery Industry1601 Words   |  7 Pagescultures have sparked controversial debates, noticeably the issues bound to plastic surgery. 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No surgical procedure is a hundred percent safe. Actually, several surgeries in this area are major surgeries; they are a not all minor surgeries like many people think. According the department of surgery of University of Rochester Medical Center Rochester in New York, â€Å"Breast reconstruction is major surgery, with the risks, discomforts, and recuperation period of most major surgeryRead MoreThe Demand And Acceptance For Plastic Surgery1524 Words   |  7 Pages the demand and acceptance for plastic/cosmetic surgery has changed. The market for plastic surgery has exploded as the procedures become more affordable and less invasive. The general public is beginning to see this as an acceptable solution when age begins to have a visible impact on a person’s sense of physical beauty. Today, according to the Freedonia Group (2004), the US plastic surgery market is, currently, over $1 billion. â€Å"US demand for cosmetic surgery products will grow 11.2 percent