Characteristics of Ancient Monumental Architecture

The term monumental architecture refers to large human-made structures of stone or earth which are used as public buildings or communal spaces, as opposed to everyday private residences. Examples include pyramids, large tombs, and burial mounds, plazas, platform mounds, temples and churches, palaces and elite residences, astronomical observatories, and erected groups of standing stones. The defining characteristics of monumental architecture are their relatively large size and their public nature—the fact that the structure or space was built by lots of people for lots of people to look at or share in the use of, whether the labor was coerced or consensual, and whether the interiors of the structures were open to the public or reserved for an elite few.   Who Built the First Monuments? Until the late 20th century, scholars believed that monumental architecture could only be constructed by complex societies with rulers who could conscript or otherwise convince the residents into working on large, non-functional structures. However, modern archaeological technology has given us access to the earliest levels of some of the most ancient tells in northern Mesopotamia and Anatolia, and there, scholars discovered something amazing: monumentally-sized cult buildings were constructed at least 12,000 years ago, by what started out as egalitarian hunters and gatherers. Before the discoveries in the northern Fertile Crescent, monumentality was considered costly signaling, a term that means something like elites using conspicuous consumption to demonstrate their power. Political or religious leaders had public buildings built to indicate that they had the power to do so: they certainly did that. But if hunter-gatherers, who ostensibly didnt have full-time leaders, built monumental structures, why did they that do that? Why Did They Do That? One possible driver for why people first started building special structures is climate change. Early Holocene hunter-gatherers living during the cool, arid period known as the Younger Dryas were susceptible to resource fluctuations. People rely on cooperative networks to get them through times of social or environmental stress. The most basic of these cooperative networks is food sharing. Early evidence for feasting—ritual food sharing—is at Hilazon Tachtit, about 12,000 years ago. As part of a highly organized food-sharing project, a large-scale feast can be a competitive event to advertise community power and prestige. That may have led to the construction of larger structures to accommodate larger numbers of people, and so forth. It is possible that the sharing simply stepped up when the climate deteriorated. Evidence for the use of monumental architecture as evidence for religion usually involves the presence of sacred objects or images on the wall. However, a  recent study by behavioral psychologistsYannick Joye and Siegfried Dewitte (listed in the sources below) has found that tall, large-scale buildings produce measurable feelings of awe in their viewers. When awe-struck, viewers typically experience momentary freezing or stillness. Freezing is one of the main stages of the defense cascade in humans and other animals, giving the awe-struck person a moment of hyper-vigilance toward the perceived threat. The Earliest Monumental Architecture The earliest known monumental architecture is dated to the periods in western Asia known as pre-pottery Neolithic A (abbreviated PPNA, dated between 10,000–8,500 calendar years BCE [cal BCE]) and PPNB ( 8,500–7,000 cal BCE). Hunter-gatherers living in communities such as Nevali Çori, Hallan Çemi, Jerf el-Ahmar, D’jade el-Mughara, Çayà ¶nà ¼ Tepesi, and Tel Abr all built communal structures (or public cult buildings) within their settlements. At Gà ¶bekli Tepe, in contrast, is the earliest monumental architecture located outside of a settlement—where it is hypothesized that several hunter-gatherer communities gathered regularly. Because of the pronounced ritual / symbolic elements at Gà ¶bekli Tepe, scholars such as Brian Hayden have suggested that the site contains evidence of emergent religious leadership. Tracing the Development of Monumental Architecture How cult structures might have evolved into monumental architecture has been documented at Hallan Çemi. Located in southeastern Turkey, Hallan Cemi is one of the oldest settlements in northern Mesopotamia. Cult structures significantly different from regular houses were constructed at Hallan Cemi about 12,000 years ago, and over time became larger and more elaborate in decoration and furniture. All of the cult buildings described below were located at the center of the settlement and arranged around a central open area about 15 m (50 ft) in diameter. That area contained dense animal bone and fire-cracked rock from hearths, plaster features (probably storage silos), and stone bowls and pestles. A row of three horned sheep skulls was also found, and this evidence together, say the excavators, indicates that the plaza itself was used for feasts, and perhaps rituals associated with them. Building Level 3 (the oldest): three C-shaped buildings made of river pebbles about 2 m (6.5 ft) in diameter and mortared with white plasterBuilding Level 2: three circular river-pebble buildings with paved floors, two 2 m in diameter and one 4 m (13 ft). The largest had a small plastered basin in the center.Building Level 1: four structures, all constructed of sandstone slabs rather than river pebbles. Two are relatively small (2.5 m, 8 ft in diameter), the other two are between 5-6 m (16-20 ft). Both of the larger structures are fully circular and semi-subterranean (excavated partly into the ground), each with a distinctive semicircular stone bench set against the wall. One had a complete auroch skull which apparently hung on the north wall facing the entrance. The floors had been resurfaced multiple times with a distinctive thin yellow sand and plaster mixture over a relatively sterile fine dirt fill. Few domestic materials were found inside the structures, but there were exotics, including copper ore and obsidian. Examples Not all monumental architecture was (or is for that matter) built for religious purposes. Some are gathering places: archaeologists consider plazas a form of monumental architecture since they are large open spaces built in the middle of town to be used by everyone. Some are purposeful—water control structures like dams, reservoirs, canal systems, and aqueducts. Sports arenas, government buildings, palaces, and churches: of course, many different large communal projects still exist in modern society, sometimes paid for by taxes. Some examples from across time and space include Stonehenge in the UK, the Egyptian Giza Pyramids, the Byzantine Hagia Sophia, the Qin Emperors Tomb, the American Archaic Poverty Point earthworks, Indias Taj Mahal, Maya water control systems, and the Chavin culture Chankillo observatory. Sources Atakuman, Çigdem. Architectural Discourse and Social Transformation During the Early Neolithic of Southeast Anatolia. Journal of World Prehistory 27.1 (2014): 1-42. Print. Bradley, Richard. Houses of Commons, Houses of Lords: Domestic Dwellings and Monumental Architecture in Prehistoric Europe. Proceedings of the Prehistoric Society 79 (2013): 1-17. Print. Finn, Jennifer. Gods, Kings, Men: Trilingual Inscriptions and Symbolic Visualizations in the Achaemenid Empire. Ars Orientalis 41 (2011): 219-75. Print. Freeland, Travis, et al. Automated Feature Extraction for Prospection and Analysis of Monumental Earthworks from Aerial Lidar in the Kingdom of Tonga. Journal of Archaeological Science 69 (2016): 64-74. Print. Joye, Yannick, and Siegfried Dewitte. Up Speeds You Down. Awe-Evoking Monumental Buildings Trigger Behavioral and Perceived Freezing. Journal of Environmental Psychology 47.Supplement C (2016): 112-25. Print. Joye, Yannick, and Jan Verpooten. An Exploration of the Functions of Religious Monumental Architecture from a Darwinian Perspective. Review of General Psychology 17.1 (2013): 53-68. Print. McMahon, Augusta. Space, Sound, and Light: Toward a Sensory Experience of Ancient Monumental Architecture. American Journal of Archaeology 117.2 (2013): 163-79. Print. Stek, Tesse D. Monumental Architecture of Non-Urban Cult Places in Roman Italy. A Companion to Roman Architecture. Eds. Ulrich, Roger B. and Caroline K. Quenemoen. Hoboken, New Jersey: Wiley, 2014. 228-47. Print. Swenson, Edward. Moche Ceremonial Architecture as Thirdspace: The Politics of Place-Making in the Ancient Andes. Journal of Social Archaeology 12.1 (2012): 3-28. Print. Watkins, Trevor. New Light on Neolithic Revolution in South-West Asia. Antiquity 84.325 (2010): 621–34. Print.

The White Slave Trade By Emma Goldman - 1021 Words

One of Comstock’s targets was Emma Goldman, whom he unsuccessfully tried to have imprisoned for her unconventional writings about â€Å"the white slave trade.† Indeed, Goldman was one of the few public figures who challenged the assertions in the newspapers at that time surrounding the white slave panic. She was truly prophetic when she described that movement as a â€Å"toy† that â€Å"serves to amuse the people for a little while, and it will help to create a few more fat political jobs--parasites who stalk about the world as inspectors, investigators, detectives, and so forth.† Goldman rejected the ideals of Progressive Era abolitionists. She insisted, â€Å"To the moralist prostitution does not consist so much in the fact that the woman sells her body, but rather that she sells it out of wedlock.† Contrarily, Maude Miner Hadden, wished for prostitutes to be sent to reform schools or institutions for the feebleminded during the Progressive Era. Hadden said, â€Å"These girls have not been, except in rare instances, physically enslaved; but through the loss of freedom and of action, they have been bound to prostitution. Their demoralization of character has constituted moral enslavement.† Goldman was, instead, more concerned about society’s indifference to the main cause of prostitution -- economic and social conditions. As a side note, Goldman tried to once work as a prostitute to help raise money for her fellow anarchist and partner, Alexander Berkman. He was well-known for shooting one of

Methodology Serves in Project Management-Free-Samples for Students

Questions: 1.Define what a Methodology is and the role it serves in Project Management. 2.Familiarise yourselves with the various Methodologies. Choose two Methodologies from this list to compare and contrast, analysing the similarities and differences between them both. 3.Finally, identify how your chosen Methodologies and processes relate to the Project Life Cycle. Answers: 1.Methodology- definition A methodology can be defined by a system based on varied practices, tools, process as well as rules that are used by those rules who likes to work in a discipline. Waterfall and Agile are some of the good examples of methodologies that will be discussed in detail in the report below. Role methodology serves in project management The company set some goals and plan outcomes within a definite plan as well as a budget with a manager that utilizes a project. Instead of field or any kind of trade, there must be some kind of assortments of different methods in order to assist the manager at every phase of a project from the starting to execute to the present closure (Hill, 2013). 2.Agile methodology The base of the Agile based methodology was introduced by seventeen people in the year 2001 in writing. This methodology also put forth an important mindset by providing values and associating with consumers (Crawford, 2014). The four main values are discussed below: - People and conversation over process and techniques Work in software over proper and discussed documentation Customer association over negotiation of a contract Response to transform over making and follow a plan In the present time, Agile can be defined as such values along with framework for executing them which also include extreme program and other framework like adaptive project (Batselier Vanhoucke, 2017). The team that is working on the project work in iterative way of cycle that always tests the final outcomes. Depend on the final outcome of the tests; the deliverable should be transformed to get better solutions for the need of consumers. Constant association is actually a key where both the project members of the team as well as with stakeholders. Waterfall This technique is about sequencing the work that leads to final offer and work on them in proper function. This methodology is called as waterfall methodology which can be called as traditional way for management of projects and the one that is simple and easy to understand. One work that should be finished before the next starts that too in a related pattern of present items that actually add to the complete deliverables (Tourond et al, 2017). It can be called as an ideal way for the projects that actually come out as physical objects and with project plans that can be simply duplicated for the future. 3.Association of Agile and SDLC with PLC Agile methodologies are for projecting that require extreme level of agility in needs. The key characteristics of agile methods are in short term cycles for delivery with need of agile, with dynamic culture of the team with less limited control on project and attention on communication in the real time (Turner, 2016). This model is taken as a legacy based model in order to have a software development projects. The methodology should be done in practice for almost ten years right before the new method were introduced at later stage. The current model is based on development related lifecycle has also fixed some stages and with liner level of timelines as well References Batselier, J., Vanhoucke, M. (2017). In this paper, the earned value management (EVM) project control methodology is integrated with the exponential smoothing forecasting approach. This results in an extension of the known EVM and earned schedule (ES) cost and time forecasting formulas. A clear correspondence between the established approaches and the newly introduced methodcalled the XSMis identified, which could facilitate future...International Journal of Project Management,35(1), 28-43. Crawford, J. K. (2014).Project management maturity model. CRC Press. Hill, G. M. (2013).The complete project management office handbook. CRC Press. Tourond, D., Moore, H., Kotani, N. (2017, March). Critical Success Factors and Engagement Methodology for Successful Project Delivery. InITCH(pp. 336-339). Turner, R. (2016).Gower handbook of project management. Routledge.

Zero Based Budgets Essay Example

Zero Based Budgets Essay Zero-based budgeting starts from a zero base and every function within an organization is analyzed for its needs and costs. Budgets are then built around what is needed for the upcoming period, regardless of whether the budget is higher or lower than the previous one. Because of its detail-oriented nature, zero-based budgeting may be a rolling process done over several years, with only a few functional areas reviewed at a time by managers or group leadership. Zero-based budgeting can lower costs by avoiding blanket increases or decreases to a prior periods budget. It is, however, a time-consuming process that takes much longer than traditional, cost-based budgeting. The practice also favors areas that achieve direct revenues or production; their contributions are more easily justified than in departments such as client service and research and development. The name zero base budgeting derives from the idea that such budgets are developed from a zero base: that is, at the beginning of the budget development process, all budget headings have a value of ZERO. This is in sharp contrast to the incremental budgeting system in which in general a new budget tends to start with a balance at least equal to last years total balance, or an estimate of it. What zero base budgeting tries to achieve is an optimal allocation of resources that incremental and other budgeting systems probably cannot achieve. ZBB starts by asking managers to identify and justify their area(s) of work in terms of decision packages (qv). Zero-based budgeting is an approach to planning and decision-making which reverses the working process of traditional budgeting. We will write a custom essay sample on Zero Based Budgets specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Zero Based Budgets specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Zero Based Budgets specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In traditional incremental budgeting, departmental managers justify only variances versus past years, based on the assumption that the baseline is automatically approved. By contrast, in zero-based budgeting, every line item of the budget must be approved, rather than only changes. [1] During the review process, no reference is made to the previous level of expenditure. Zero-based budgeting requires the budget request be re-evaluated thoroughly, starting from the zero-base. This process is independent on whether the total budget or specific line items are increasing or decreasing. Advantages 1. Efficient allocation of resources, as it is based on needs and benefits rather than history. 2. Drives managers to find cost effective ways to improve operations. 3. Detects inflated budgets. 4. Increases staff motivation by providing greater initiative and responsibility in decision-making. 5. Increases communication and coordination within the organization. 6. Identifies and eliminates wasteful and obsolete operations. 7. Identifies opportunities for outsourcing. 8. Forces cost centers to identify their mission and their relationship to overall goals. . It helps in identifying areas of wasteful expenditure and, if desired, it can also be used for suggesting alternative courses of action. One drawback to zero-based budgeting is cost in terms of managerial time; it takes a considerable amount of time to go through the process of reviewing operations in enough detail to justify costs each budget cycle without relying on past expenditures. One solution to this problem is to create a rolling budget every year and perform a zero-based budget every three to five years, or when a major change occurs within the operation. This allows an organization to benefit from the advantages of zero-based budgeting without an excessive amount of work. Likewise, traditional rolling budgets should never strictly rely on a prior-year budget plus a percentage; consideration should always be given to past numbers. In some cases, a zero-based budget may rely on some prior numbers where it is overwhelming to create a budget from scratch. Ultimately, the process gives top management the opportunity to judge the performance of managers in terms of allocating resources efficiently and effectively, and gives managers more responsibility in developing their budgets. An organization should not feel that all budgets must be developed in entirely the same manner. Some departments can utilize an in-depth study of a zero-based budget while others can use a rolling budget. This is a way to spread the extensive work over a number of years instead of concentrating on one certain year. Many organizations have implemented the system in some form or another and found that it did not work. If properly implemented, however, the process could have a considerable improvement over traditional rolling budgets. The number and nature of decision packages varies from organization to organization; it is not uncommon for large organizations to identify several thousand packages. Furthermore, it is often hard or even impossible for top executives to have the necessary knowledge or time to develop and rank priorities for thousands of packages. To alleviate this problem, managers, after ranking their own packages, can have their top executives rank the packages of all the managers that report to them. This approach is used by one of zero-based budgetings pioneers, Texas Instruments. Another solution is for each level of management to rank a certain percentage of packages within its own area of responsibility. In this solution, the first level of management may rank 40 percent of the proposed packages; the next level may rank the next 40 percent of packages, while top management may concentrate on the remainder of the budget Read more: Zero-Based Budgeting strategy, organization, levels, system, style, examples, advantages, manager, company http://www. referenceforbusiness. com/management/Tr-Z/Zero-Based-Budgeting. html#ixzz1TgZFF400 [edit] Disadvantages . More time-consuming than incremental budgeting. 2. Justifying every line item can be problematic for departments with intangible outputs. 3. Requires specific training, due to increased complexity vs. incremental budgeting. 4. In a large organization, the amount of information backing up the budgeting process may be overwhelming. The zero-based budgeting system puts the burden of proof on the manager, and dema nds that each manager justify the entire budget in detail and prove why he or she should spend the organizations money in the manner proposed. A decision package must be developed by each manager for every project or activity, which includes an analysis of cost, purpose, alternative courses of action, measures of performance, consequences of not performing the activity, and the benefits. This approach is different than traditional budgeting techniques due to the analysis of alternatives. Managers must identify alternative methods of performing each activity first, such as evaluating the costs and benefits of making a project or outsourcing it, or centralizing versus decentralizing operations. In addition, managers must identify different levels for performing each alternative method of the proposed activity. This means establishing a minimum level of spending, often 75 percent of the current operating level, and then developing separate decision packages that include the costs and benefits of additional levels of spending for that particular activity. The different levels allow managers to consider and evaluate a level of spending lower than the current operating level, giving decision-makers the choice of liminating an activity or the ability to choose from a selection of levels of effort including tradeoffs and shifts in expenditure levels among organizational units. The decision packages must be ranked in order of importance once they have been created. This allows each manager to identify priorities, combine decision packages for old and new projects into one ranking, and allows top management to evaluate and compare the needs of individual units or divisions to make funding allocations. In this respect, zero-based budgeting is quite different than traditional rolling budgets. Rolling budgets often appeal to people who prepare budgets because they make budget development much easier. Managers can add an inflation factor to the previous years budget and then include any adjustments for major changes. Rolling budgets also give management a concrete number to help make comparisons from year to year. However, traditional rolling budgets have a tendency to create conflict; they can create an incentive to spend money carelessly in order to justify the next years budget. They can also create inefficient operations due to the fact that individual departments or units do not have to justify expenditures based on operations, but only on the prior years expenditures. Zero-based budgeting addresses such problems that can occur with traditional rolling budgets. In zero-based budgeting, each dollar spent by management must be justified with a detailed account of what will be purchased, how many labor hours are needed, what problems will be faced, and so forth. This allows management an opportunity to review operations in depth and make recommendations for changes to if necessary. The zero-based budgeting process helps managers identify redundancies and duplications among different departments, concentrating on the dollars needed for proposed programs as opposed to percentage increases or decreases form the previous year. Specific priorities of departments and divisions are identified more easily in zero-based budgeting. The process also allows for the comparability of different departments as to the respective priorities funded. Zero-base budgeting enables a performance audit to determine whether each project or activity has been performed as efficiently as planned. Zero-based budgeting may require an extensive amount of time, money, and paper work; but it does provide a systematic method of addressing an organizations financial concerns, in turn enabling an organization to better allocate its resources. A combination of zero-based budgets with rolling budgets or some other form of budgeting that spreads the work of justifying new budgets each cycle is one way to incorporate zero-based budgeting without undo stress at the same time for all managers with budgetary responsibility. www. eferenceforbusiness. com/ /Zero-Based-Budgeting. html http The zero-based budgeting system puts the burden of proof on the manager, and demands that each manager justify the entire budget in detail and prove why he or she should spend the organizations money in the manner proposed. A decision package must be developed by each manager for every project or activity, which includes an analysis of cost, purpose, alternative courses of action, measures of performance, co nsequences of not performing the activity, and the benefits. This approach is different than traditional budgeting techniques due to the analysis of alternatives. Managers must identify alternative methods of performing each activity first, such as evaluating the costs and benefits of making a project or outsourcing it, or centralizing versus decentralizing operations. In addition, managers must identify different levels for performing each alternative method of the proposed activity. This means establishing a minimum level of spending, often 75 percent of the current operating level, and then developing separate decision packages that include the costs and benefits of additional levels of spending for that particular activity. The different levels allow managers to consider and evaluate a level of spending lower than the current operating level, giving decision-makers the choice of eliminating an activity or the ability to choose from a selection of levels of effort including tradeoffs and shifts in expenditure levels among organizational units. The decision packages must be ranked in order of importance once they have been created. This allows each manager to identify priorities, combine decision packages for old and new projects into one ranking, and allows top management to evaluate and compare the needs of individual units or divisions to make funding allocations. In this respect, zero-based budgeting is quite different than traditional rolling budgets. Rolling budgets often appeal to people who prepare budgets because they make budget development much easier. Managers can add an inflation factor to the previous years budget and then include any adjustments for major changes. Rolling budgets also give management a concrete number to help make comparisons from year to year. However, traditional rolling budgets have a tendency to create conflict; they can create an incentive to spend money carelessly in order to justify the next years budget. They can also create inefficient operations due to the fact that individual departments or units do not have to justify expenditures based on operations, but only on the prior years expenditures. Zero-based budgeting addresses such problems that can occur with traditional rolling budgets. In zero-based budgeting, each dollar spent by management must be justified with a detailed account of what will be purchased, how many labor hours are needed, what problems will be faced, and so forth. This allows management an opportunity to review operations in depth and make recommendations for changes to if necessary. The zero-based budgeting process helps managers identify redundancies and duplications among different departments, concentrating on the dollars needed for proposed programs as opposed to percentage increases or decreases form the previous year. Specific priorities of departments and divisions are identified more easily in zero-based budgeting. The process also allows for the comparability of different departments as to the respective priorities funded. Zero-base budgeting enables a performance audit to determine whether each project or activity has been performed as efficiently as planned. ://www. referenceforbusiness. com/index. html.

Puma Company Analysis

Puma Company Analysis Executive Summary Puma SE is one of the leading firms in the sports industry. Started in 1948, this German company has had growth in its market share, making it the second largest firm in the sports industry. Initially a shoe making company, this firm soon started producing all types of sportswear, including balls. The company lost its ground to its arch rival, Addidas and other new entrants.Advertising We will write a custom report sample on Puma: Company Analysis specifically for you for only $16.05 $11/page Learn More In its quest to recapture its lost markets, the company has set programs that would ensure that it regains its lead in the market. It has redefined its value proposition, extended its line of production and ventured into new industries. All these are meant to give it a new direction towards success. This effort has seen it capture some new markets in that it had lost to some of its competitors in this industry. Introduction Puma SE is one of the leading companies in the world in the sports industry. Established in 1948 when two brothers, Rudolf Dassler and Adolf Dassler broke up, Puma has grown from a family owned business to a partnership, and currently a public company with its shares listed in the country’s stock market (Woodruff 1997, p. 45). It has a worldwide coverage, with a brand name that is known by many people across the world. In this sports industry, the company faces very strong competition from its arch rival which is also a sister company, Addidas. The Company has had cordial relationship with this firm, which is currently the market leader in this industry. In this industry many firms have come into existence from various regions across the world. These new entrants are producing products with similar features as Puma, a fact that has seen competition sore in the world markets. The market share of Puma SE, from a technical view point, has significantly dropped (Payne Holt 2001, P. 42). Addidas still occupies the largest portion of home market share, and the world market in general. Presence of other international firms in this industry has further eaten up its market share. The firm is left with a limited market share, a fact that has seen it loose the glory it had in early 1970s. Despite all these challenges, this firm has developed structures that would ensure that it remains competitive. It has broadened the scope of its products to go beyond shoes and balls. Currently, Puma produces virtually every sportswear. According to the reports given by Barnes and Pinder (2009, P. 45), the firm also plans to open a new line of designer clothes, outside its current sportswear productions.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Strategic Analysis Profile of the Business Puma SE operates in the sports industry. It sells among other items, sports shoes, sports clothing, and balls. Although the firm has specialized in various sportswear and designer clothes, the company basically started out as a shoe making company (Andreson Rossum 2006, p. 45). Although it makes profit from other lines of products, its leading revenue earner still remains shoe making. According to Cunningham (2000), Puma SE comes second in the world in production of sportswear. The sports shoes have proven to be the best income earner for the company that has diversified its products to various industries. In Germany, which is the home country, the firm has had a huge market for its shoes in various disciplines in sports. Although the brother company, Addidas has maintained the lead in this sector, the company has had huge profits from the sale of shoes. According to Eggert and Ulaga (2002, p. 78), football shoes accounts for the largest income earner for the firm. Its market share within the home country in production of sports shoes is 26 percent. Although this local market is controlled largely by Addidas, Puma has maintained a close pursuit of the firm. Puma also comes second to the sister company Addidas in supply of sportswear. Its sports products have widely gained acceptance in the world market because of its associated quality. Dubois, Jolibert, and Muhlbacher (2007, P. 75) observe that this company positioned itself as a company that has the interest of customers at heart. This firm started out as a small shoe manufacturing company following the fallout between Adolf and Rudolf who were managing the parent company. They agreed to split the parent company, a move that saw the inception of the two world’s leading sportswear companies: Addidas and Puma in 1948 (Cohen Morrison 2000, p. 39). This company experienced consistent growth since its inception to early 1990s. The external environment was conducive for growth. The main competitor within the local market was the sister company, Addidas.Advertising We will write a custom report sample on Puma: Company Analysis specifically for you for only $16.05 $11/page Learn More The two companies avoided direct competition, always operating as a unit. Through this, they were able to exercise full control of the market. They could set the prices they felt preferable to them. Because they had full control of the industry, they could easily control the suppliers. Due to this monopoly kind of operation, the company was able to amass a large capital base. Through this, it was able to expand its market share to cover the entire country of Germany after operating for only four years (Kotler, Keller, Brady, Goodman, Hansen 2009, p. 63). It would later venture into other European markets. It started by selling its products in Russia, France, and the Great Britain. Milroy (1983, p. 46) reports that this firm grew rapidly in the European markets. Having realized the potential that existed in the American markets, this firm opened a number of shops in the two Am erican continents. In the north, it identified a number of exclusive distributers within United States of America. It would later open other shops in Canada. In the south, it opened exclusive shops in Brazil. It would later open other shops in Uruguay, Paraguay, and Chile. Business was doing well and by 1992, this German firm had exerted its presence in the entire Europe, the American continents, Asia and most parts of Africa. According to Piercy (2009, p. 73), this company currently ranks second in the world in production of sportswear, after the sister company, Addidas. Although Addidas has dominated over 50 percent of the world’s market in this industry at the expense of Puma SE, there is still a room for the firm’s expansion. Best (2009, p. 36) reports that according to the current economic condition of the firm, Puma SE stands out as a very strong company in this. A statement issued by the chairman, Mr. Jochen Zeitz, and the Chief Executive Officer, Mr. Franz Koch , in the last annual conference shows that the company has laid down proper strategies that would enable it recapture most of the markets it lost to its sister company, Addidas and other new entrants into this industry from various countries in the world (Atkinson 1990, p. 124).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This scholar reports that the chairperson was very categorical in his statement on the firm’s opinion about their arch rival company: Addidas. The chairman is reported to have said that Addidas was and would remain a sister company to Puma SE. This was a strong indication that the firm was not considering any direct confrontational competition with Addidas in its quest to recapture the markets it had lost to it. However, the firm’s Chief Executive Officer gave a very strong pointer that the firm would engage in fierce battles in the world markets against new entrants that were threatening its existence in various world markets. Currently, Puma SE has more than 9350 employees located in different regions across the world. These are individuals who are directly employed by this firm as full time employees. However, the firm employs over half a million individuals across the world indirectly. Most of these individuals are people who work as the exclusive shop owners who s tock the products of Puma, or their employees. Others are employed in the logistics of this company while down the ladder are the cobblers who would repair the shoes in case they are in bad shape. By the close of 2010 financial year, the firm had a strong financial base which was an indication that it was doing well in this industry (Andreson, Narus, Rossum 2011, P. 98). This was an indication that it was still competitive despite the new entrants that have heightened the rate of competition. The company’s balance sheet as at the end of this period was very strong. It showed that the company was in a position to finance most of its planned activities. It also showed that the company was able to settle all the debts, both long term and short-term, and still be in a position to run all its operations normally. This supports the chairman and the chief executive officers’ statements that Puma is determined to ensure that it remained competitive in the world market. Its fi nancial statements, in the appendix below show that the firm is in a position to manage competition. Company Purpose Puma’s vision is based on four values: fairness, honesty, positivity and creativeness. In their profile, Puma envisions a world that is peaceful, safer, and more creative than what we have today (Ahmed Rafiq 2002, p. 83). In achieving this, the company sets to play its part by ensuring that it is fair to its customers and honest in all its dealings. It strives to achieve positivity in all its activities and creativity in its products. The Business Environment According to Adam Healy (2000, p. 30), business environment plays a very important role in a firm’s success or failure. No business operates in a vacuum. Every business has various environmental factors that affect its operations in one way or the other. As such, businesses around the world has been keen to monitor the environment and manipulate those that can be manipulated to its advantage, and conform to those forces that cannot be manipulated. As Holbrook (2003, p. 74) says, environmental factors can be grouped into three broad categories. The first category is the internal environment, which can be analyzed through SWOT analysis, the external environment that can be done using PESTEL analysis and the competitive environment. The Internal Environment: SWOT Analysis Puma SE can be analyzed through the above-mentioned tool to ensure that its internal environment is completely understood. Strength of this company arises from a number of factors. The main source of strength of Puma SE in this industry is its many years of experience (Weiss 1994, p. 82). This firm has been in operation for a considerably long period and currently understands exact needs of the market. This gives it an edge over other firms in this industry. Moreover, its huge financial base, committed employees and dominance in the world markets have seen it edge out other competitors in the market. However, as Gilbert (2001, 65) notes, one main weakness of Puma SE has been its slow adoption to the emerging technologies. The technology is changing very fast and with it comes various changes that every firm should get adapted to. Puma, although currently uses the modern means of production, took too long to embrace technological changes. This saw its competitors like Addidas overtake it as the market leader. Its financial base is also comparative less, taking into account the economic strength of its main competitor, Addidas. Opportunities arise in the market that has seen this firm prosper. The Olympics, World Cups and such other major sporting events offer this company opportunity to market its products. This company manufactures balls and other sports gear. Major world sports events offer it a huge opportunity to sell its products in mass. Within the local market, the firm also sells its products to local teams and organization found in this country. The environment is marred with a n umber of threats. One main threat to Puma SE is the ease with which new entrants come into this industry. Many firms producing the same products as Puma have eaten into its market share, threatening to drive it out of the market (Ward 1999, p. 43). Governments’ policies in various countries have also hindered its growth as some are restrictive. Volatile fuel prices also increases cost of production, lowering the profits of the firm. External Environment PESTEL Analysis Puma SE also experiences external environmental forces that have very strong influence in its operations. The external forces can best be analyzed through PESTEL analysis. The political environment within its home country, Germany has been very stable. Germany has had a long period of political stability, a fact that has seen Puma grow to other regions of the world. The government has also been supportive to this firm, always ready to offer financial support (Ulaga Chacour 2001, p. 41). It has also created a c onducive environment where firms can access funds for development with ease. However the political environment in other world regions has not been very conducive. Other governments have been hostile, while in other regions like Afghanistan, there lacks political stability that can sustain normal running of business. The economic environment of this firm has had mixed fortunes. Germany is the only European country that never experienced the 2008/2009 world economic recession (Andreson, Narus, Rossum 2010, 45). This means that Puma SE’s local market was not affected by the recession. However, the firm operates in various other regions across the world, including the US, which was greatly affected by the recession. As the local market remained conducive, the international market was volatile, and to an extent, very weak. Sports is a recreational activity, hence it enhances the social welfare of mankind. The social environment of Puma SE is much dictated by the industry in which it plays. Sports are loved across the world. Being one of the facilitator of various sports popular in various regions, Puma has gained popularity in various regions. Having sponsored renowned sportsmen like Pele, Etoo and Maradona, many people have come to identify with its products, especially the football shoes (Lindgreen Finn 2005, p. 16). Technological environment plays a major role in the firm’s development in this industry. Technological changes have seen new methods of production come into existence. Technology brings with it mixed blessings. If a firm adapts technology at the right time and in the right manner, it would reap positively from it. However, if it is slow to its adaption or adopts wrong technologies, the effect can be adverse. Puma learnt this and has adopted the new technologies. This has seen it prosper within this industry. Environmental concerns like pollution have been a major issue within this industry. This firm, alongside the sister company, Add idas and their suppliers have been accused by an environmentalist group called Greenpeace of playing a major role in pollution of the environment (Frankfort-Nachmias Nachmias 1992, p. 91). In response to this, Puma has promised to reinvent its methods of production to minimize its levels of pollution. This was an attempt to ensure that it builds its public image. As Bailey (1996, p. 72) states, no firm can operate in a lawless environment. Law is very important in ensuring that as an individual or entity enjoys his or her freedom, he or she does not interfere with others. This way, business environments would have peace that it requires. Puma has always strove to ensure that its entire operations are within the confines of the law. This is to ensure that it does not face litigation in case it can be avoided. The competitive environment has been tough for Puma. Once a flourishing firm with only Addidas as the main competitor, Puma currently operates in a very competitive market. New firms have emerged in various regions challenging the position of Puma in the world market. Although Puma is still considered the second largest company in this industry, its market share has been significantly reduced in the world market (Flint, Woodruff, Fisher 2002, p. 124). Back at home, Addidas takes a larger part of the market share, straining this firm even further. However, the firm has managed to keep afloat the competition through devising competitive strategies that has seen it increase its profitability. Stakeholder Theory Stakeholder theory helps in understanding the company’s in entirety in regard to individuals and corporate bodies that play part in its running. By conducting stakeholder analysis on Puma, it would be possible to determine the main decision makers, and how their decisions affect other members and the firm in general. Puma has its shares traded publicly, and therefore its board of directors would have the final say in decision making. As such, it is important to understand factors that influence their decision-making. Markowitz Portfolio Theory Puma operates as a public company. The shareholders of this company expect returns from their investment. Markowitz Portfolio theory holds that shareholders’ return can be evaluated from two fronts, which are current dividend yield and capital gains yields. When investors buy shares of this company, their hope is that their shares would appreciate and they would be able to get profits after some time. This can only be realized if the company is recording gains in its operations. Puma has registered some growth over the last three years as can be seen in its financial statements shown in the appendix below. For this reason, shareholders capital gains yield is positive. Strategic Development Puma has had a slow growth over the last part of the twentieth century. The firm was doing well in the early seventies when it was threatening to floor its arch rival, Addidas. Briggs (198 6, P. 37) reports of an incident during the1972 World Cup when Puma used Pele to market its football boots even after an agreement between Puma and Addidas that the two competitors would avoid using Pele in that tournament. Since then, the trust between the two firms has dropped, a fact that has seen both of them treat each other with some elements of suspicion, though they have maintained cordial relationships, always avoiding scenarios that could lead to direct confrontation. Puma SE has developed strategic plans that would enable it prosper in the highly competitive market. Basis of Competition As stated above, completion in this industry is very rife. Bryman (2001, p. 73) laments that most of the new firms that come into existence are merely copy cuts. He asserts that most of them lack creativity that would see to it that they prosper in this competitive market. As such, competition has become so stiff because items taken to the market are identical. In the sports industry, Puma faces the same problem. Many of the new firms that have come into existence are producing products that are exactly similar to Pumas’ products. It forces the company to devise methods that would ensure that it is able to manage this stiff competition. Puma has ensured that it attracts customers to its products. To help in doing this, the firm has differentiated its products by its company logo for ease of identification from an array of similar products. The company has then positioned its products as user defined. Every product has its specific use as per the customer’s needs, and Puma is available to provide this. It has developed value proposition that makes the brand be associated with quality for every single product they avail to the market. Always avoiding pricing as a market strategy, Puma has focused on providing quality to enhance its competitiveness (Fifield 2007, p. 63). Its products have therefore acquired a special niche in the market, making them stand out among the rest as the preferred quality provider. As such, many customers have come to like the products and are making purchase of the products at the peril of other compotators. Existing Strategy Puma has reinvented its strategies to match the competitive environment. Competition in the market is so stiff and it would be very easy for a firm to fall if care is not taken. Many firms in many countries across the world have started producing similar products as Puma in markets that were previously dominated by Puma. What is worse is the fact that these firms receive their government’s protections (Edkins Maja 2009, p. 79). With the current rising nationalisms in various countries and the need to ensure that local firms prosper, governments have formulated policies that would ensure that local firms are protected from external aggression. The policies are meant to bar firms like Puma and other related foreign firms from operating in such countries. Having realized this, Pu ma has decided to embrace collaboration with local firms to facilitate national acceptance. Local firms are permitted by Puma to operate under the brand name Puma, but with full independence from the parent Puma. The firms would in turn be expected to stock Puma products, besides other products that such local firms may wish to stock, provided the products are not direct competitors of Puma’s products. The firm has also aggressively gotten into massive development of new products to ensure that it remains relevant in the market (Cukor-Avila 2000, p. 46). Some products like the Puma sports shoes are currently considered cash cows for the firm because of their constant income generation over the years. Some designs of shoes and clothing that were considered out of fashion (dogs) were eliminated. The firm plans to venture into clothing industry other than sportswear. This strategy is to ensure that the firm increases its revenue base. Generation of Strategic Options Puma SE has designed programs that would help it capture new market. As mentioned above, the company currently produces other lines of products besides the sportswear. It produces designer clothes. The firm has also made concerted effort to recapture its lost market share, by creating patents in various locations around the world (Balnaves Caputi 2001, p. 79). With its impressive balance sheet, this company is in a position to finance most of its expansion plans. Its adoption of new technologies is meant to ensure that it reduces cost of production as it increase profits. Evaluation and Ranking Options The strategies that this firm has plans to adopt or has adopted already comes at a cost. Installing technological equipments have huge financial consequences. However, it is cost effective in the long run. Starting new lines of production may mean putting more on investment. However, it would help the firm venture into new markets. The most important point is that the firm has to be in a positio n to withstand the financial consequences of the move it makes. Choice of Strategies Based on the above analysis, the best option for this firm would be to open new lines of production. Because most of its products have reached their full life circle, new products would ensure continuity and increased profitability. It would also ensure that as the cash cows bring in money, there are other fall back options. Implementation Puma should devise a plan on how it would implement its planned strategies. The chart below would help summaries the process this firm should take in the implementation. There should be a team within research and development department part that should be responsible for idea screening. The idea should undergo a full process of scanning to determine its viability. If viable, market research should be done to ensure that the product would receive expected acceptance. The management should allocate enough finance to this department to ensure that all the stages are carried out successfully. The next stage would involve production of sample which would then be taken to the market for testing. If the product passes this stage, it can then be commercialized. Recommendations Because of the heightened competition that exists in this industry, Puma should consider getting an edge over other competitors in this industry. The following recommendations should be considered by this company when implementing the new strategies: The management should consider adopting emerging technologies of production as a way of ensuring that their production method meets the market standards. The top management should actively involve all the employees in idea generation because it is the employees who are always in touch with the customers. Research on new products, improvement of existing products or new technologies should always be in line with the market requirements. In launching new products in the market, the research and development team and the marketing d epartment should ensure that they create a special niche for the product in the market. Puma should consider having a collaborative relationship with its arch rival, Addidas in order to face other emerging competitors as a unit. This would help the two companies have stronger bargaining power both with the suppliers and the market. List of References Adam, F Healy, M 2000, A Practical Guide to Postgraduate Research. Blackhall Publishing, Dublin. Ahmed, K Rafiq, M 2002, Internal Marketing tools and concepts for customer-focused management, Butterworth Heinemann Elsevier, Oxford. Andreson, JC, Narus, AJ Rossum, W 2010, â€Å"Customer Value Propositions in Business Markets†, Harvard Business Review, Vol. 1, no. 3, pp 91-99. Atkinson, P 1990, The Ethnographic Imagination: Textual Constructions of Reality Routledge, London. Bailey, A 1996, A Guide to Field Research, California, Forge Press, Pine. Balnaves, M Caputi, P 2001, Introduction to Quantitative Research Methods: An In vestigative Approach, Sage Publications, London. Barnes, C, Blake, H Pinder, D 2009, Creating Delivering your Value Proposition, Kogan Page, London. Best, RJ 2009, Market-Based Management Strategies for Growing Customer value and Profitability, New Jersey, Pearson. Briggs, C 1986, Learning How to Ask: A Sociolinguistic Appraisal of the Role of the Interview in Social Science Research, CUP, Cambridge. Bryman, A 2001,Social Research Methods, OUP, Oxford. Cohen, L Minion, L Morrison, K 2000, Research Methods in Education (5th Edition) GB, Routledge, Falmer. Cukor-Avila, P 2000, Rethinking the Observer’s Paradox, American Speech, 75/3, 253-4. Cunningham, B 2000, The stress management sourcebook, Free Press, Los Angeles. Dubois, P, Jolibert, A Muhlbacher, H, 2007, Marketing Management A Value-Creation Process, Basingstoke, Palgrave Macmillan. Edkins, J Maja, Z 2009, Global Politics: a New Introduction Routledge London. Eggert, A Ulaga, W 2002, â€Å"Customer-perceived value : a substitute for satisfaction in business markets?† Journal of Business Industrial Marketing, Vol. 17, no. 2, pp 107-125. Fifield, P 2007, Marketing Strategy: The Difference between Marketing and Markets, Elsevier Butterworth Heinemann, Oxford. Flint, DJ, Woodruff, RB Fisher, GS, 2002, â€Å"Exploring the phenomenon of customers’ desired value change in a business-to-business context†, Journal of Marketing, Vol. 66 no. 4, pp 102-117. Frankfort-Nachmias, C Nachmias, D 1992, Research Methods in the Social Sciences, Edward Arnold, London. Gilbert, N 2001, Researching Social Life, Sage, London. Holbrook, MB 2003, Customer value and auto ethnography: subjective personal introspection and the meanings of a photograph collection, Journal of Business Research, Vol. 58, no. 1, pp 45 – 61. Kotler, P, Keller, KL, Brady, M, Goodman, M Hansen, T 2009, Marketing Management, Prentice Hall, Harlow. Lindgreen, A Finn, W 2005, â€Å"Value in business markets: What d o we know? Where are we going? Industrial Marketing Management, Vol. 34, no. 2, pp 732- 748. Milroy, L 1983, Observing and Analyzing Natural Language, Blackwell, Oxford. Payne, A Holt, S 2001, â€Å"Diagnosing Customer Value: Integrating the Value Process and Relationship Marketing†, British Journal of Management, Vol. 12, no. 2, pp 159 182. Piercy, NF 2009, Market-Led Strategic Change, Butterworth Heinemann, Oxford. Ulaga, W Chacour, S 2001, â€Å"Measuring customer-perceived value in business markets: a prerequisite for marketing strategy development and implementation†, Industrial Marketing Management, Vol. 30, no. 6, pp 525 540. Ward, K 1999, Cyber-ethnography, and the emergence of the virtually new community, Journal of Information Technology 14: 95-105. Weiss, R 1994, Learning from Strangers: The Art and Method of Qualitative Interview Studies, The Free Press, New York. Woodruff, RB 1997, â€Å"Customer Value: The Next Source for Competitive Advantage† , Journal of the Academy of Marketing Sciences, Vol. 25, no. 2, pp 139-154. Appendix Puma Balance Sheet (in thousands US dollars) 31-Dec 31-Dec 31-Dec 31-Dec 2008 2009 2010 2011 Cash and Equivalents 1,474.70 1,049.10 2,332.50 26,507.10 Trading Asset Securities 12,110.30 5,216.20 5,415.20 2,344.60 Total Cash and Short Term Investments 20,142.20 34,726.90 32,674.30 28,851.70 Other Receivables 739.30 3,487.60 1,990.30 2,731.80 Total Receivables 739.30 3,487.60 1,990.30 2,731.80 Restricted Cash 6,072.80 6,537.30 6,297.50 7,001.60 Total Current Assets 27,728.60 45,422.80 41,499.00 38,585.10 Gross Property and Equipment 2,246.50 2,407.90 2,551.30 _ Accumulated Depreciation -1,376.40 -1,512.00 -1,581.10 _ Net Property Plant and Equipment 870.10 895.90 970.20 1,169.40 Goodwill 29.90 28.10 27.70 _ Other Long-term Assets 643.90 572.00 372.70 6,077.80 Total Assets 178,891.20 185,518.30 187,415.80 192,773.90 Liabilities and Equity Accounts Payable 832.80 746.70 529.90 _ Accrued Expenses 1,006.10 418.10 353.20 _ Short-term Borrowings 6,583.80 2,766.70 2,572.90 _ Current Portion of Long-term Debt/cap. Lease _ _ 1,874.70 _ Total Current Liabilities 1,547,551.30 158,385.70 158,611.70 157,885.20 Long-term Debt 1,873.00 1,873.90 _ _ Minority Interest 216.10 191.60 173.20 _ Unearned Revenue, Non-current 943.90 1,543.00 2,061.10 _ Other Non-current Liabilities 1,261.10 1,214.00 1,140.20 6,758.80 Total Liabilities 158,829.30 163,016.60 161,813.00 164,644.00 Common Stock 9,000 9,000 9,000 9,000 Retained Earnings 12,304.30 15,324.80 18,189.40 19,856.60 Treasury Stock -433.40 -710.40 -1,268.30 _ Comprehensive Income and Other -1,025.10 -1,304.30 -491.40 -726.70 Total Common Equity 19,845.80 22,310.10 25,429.70 28,129.90 Total Equity 20,061.90 22,501.60 25,602.90 28,129.90 Total Liabilities and Equity 178,891.20 185,518.30 187,415.80 192,773.90

Philosphoical needs essays

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“The Vanishing Red” †Robert Frost Essay Example for Free

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This course, in general, constructs views on psychological issues such as sexuality, the relation between motherhood, ethnicity, race, class, women in the workplace and the roles of women. This course embarks on a variety of theoretical perspectives and concepts to everyday research practices on women. In addition, it focuses on a thought-provoking exploration concerning current research on women’s lives. This essay will focus, largely on my overall experience and understanding about this course, and how it has transformed my life as a whole. Learning about Gender Similarities Accordingly, this course delivers a handful of analyzes on the subject of women. One of the main issues that astonished me in regards to this course is the similarity and the likeness between women and men. We are more alike than we are different. No doubt, there are a few dissimilarities between men and women; however, there are alarming studies in the field of psychology that reveals evidence to such stereotypes and biases to these remarks (Matlin, 2008, p.37). This course examines the variety of subjects in relation to the similarities of men and women, in particularly, gender-role stereotypes, social constructionism and the exploration of women and men in the early historical times to the present (Matlin, 2008, p.41). Before enrolling into this course, my expectations were that men and women are completely different, primarily because culture entitles gender to specific groups in accordance to social constructionist perspective. Being the single girl as well as the youngest in m y family, my expectations to reaching goals were always limited taking into account the social identities that tie into intersectionality. With that said, this course has ... ...tering into this course for the first time, my analysis on females and males was that, we are completely different according to biological, cultural and social views. At this moment, my views on females and males are that we are completely similar. The psychological perspectives on social and personality characteristics, women and work, cognitive abilities and attitudes indeed presents compelling explanation to the comparison of females and males. Moreover, learning about the psychology of women opens my mind to questions and answers further down the road. Taking this course has broadened my understanding in relation to the identity and the role I commit as a woman. In the same way, psychology of women has helped in revolutionizing and transforming women’s lives by means of giving us a sense of empowerment and inspiration to fulfill our needs and aspirations.

Life Without Televisions Essay

When my family’s only television set went to the repair shop the other day, my parents, my sister, and I thought we would have a terrible week. How could we get through the long evenings in such a quiet house? What would it be like without all the shows to keep us company? We soon realized, though, that living without television for a while was a stroke of good fortune. It became easy for each of us to enjoy some activities alone, to complete some postponed chores, and to spend rewarding time with each other and friends. First of all, with no television to compete for our time, we found plenty of hours for personal interests. We all read more that week than we had read during the six months before. For instance, I was able to finish â€Å"The Scarlet Letter†, a novel assigned in my English class. Also my younger sister read 300 pages of the last book of the â€Å"Twilight† series. We each also enjoyed some hobbies we had ignored for ages. My dad’s old enthusiasm for gardening returned, and he started planting vegetables in his garden. My mom had time to open her bakery book and bake Italian desserts such as Profiterole and tiramisu. My sister and I played volleyball in the back yard, a sport that we loved since we were younger. In addition, my sister and I both stopped procrastinating with our homework. We both found out that it was really helpful to work on homework ahead of time; therefore I worked on chapter three and four of my Algebra homework for next week. I also finished my study guide for my English test. My sister as well worked on her French and Government assignments. Second we did chores that had been hanging over our heads for too long. There were many jobs around the house that had needed attention for some time. Cleaning our rooms was the first chore we did; my sister and I cleaned our entire room and vacuumed the carpet. Then my mom cleaned the counter tops and all the shelves of the kitchen. Finally my dad managed to clean his garage and put all of his tools back on the shelves. We also had a chance to do some long- postponed shopping. My father went to SEARS to buy a sofa that was needed in his room. My mom went to LOWES to buy accessories for her bathroom. My sister and I went to the mall to buy her prom dress and I was able to buy two pairs of jeans and two shirts that I wanted. And each of us also caught up with e-mails and did paperwork that was long overdue. My mom had some office work done, such as sales reports for the committee of her company. My dad finally wrote an e-mail to my grandma that is living in Spain with my aunt Susan. My sister also replied to e-mails from her friends that live in Italy. And I was able to complete my FASFA application for the fall semester. Finally, and probably most important, we spent time with each other. Instead of just being in the same room together while we stared at a screen, we actually talked for many pleasant hours. My parents and I never had long conversations before, and during that week, we got to know each other more than we did for the past five years. My sister and I talked more about each other and we found out that we have a lot of interests in common. Moreover, for the first time in years, my family played some games together. My sister enjoys playing Monopoly; therefore, we played almost every night. We also played chest, one of my dad’s favorite games. My mom’s favorite game is dominos; although my sister ended up winning every game. And because we didn’t have to worry about missing this or that show, we had some family friends over on a couple of evenings and spent enjoyable time with them. We would play volleyball in the back yard. After several games we would have dinner in the back patio enjoying the lovely weather while listening to classical music. And finally after dinner we would make a bonfire and sit around it and remember memories with our friends. Once our television returned, we were not prepared to put it in the attic. But we had a sense of how it can take over our lives if we are not careful. We are now more selective. We turn on the set for our favorite shows, certain sports events, and the news, but we don’t leave it running all evening. As a result, we find we can enjoy television and still have time left over for other activities and interests.

If i were a millionaire short Essay

Everyone have dreams andand every dream is unlike with each others. Some of them want to be a teacher, and slightly of them want to be an astronaut, but for me, I have in interesting and marvelous dream. My dream is to become a millionaire. If I were a millionaire, would life have to change for me? Would I overhaul it every(prenominal) on myself and my family.But, how would I do that, I already have all that I want for a palmy and happy living, how and what would I add? Could then I be in a position to stand by others in need, with that money, as, with a million to spare, I could render a lot of help to several people in need. I shall invest few of my money in prize bonds, saving Certificates and the like. In this way I shall not yet hold fast benefit for Myself but besides help my pastoral in its development plans. Further, I shall clear schools and colleges that will realize free education with Board and populate to poor students. I shall Set out on a world tour to know about the living conditions and springer of different nations. It will give me first hand knowledge slightly life in other countries.  I would spend all this money as my contribution towards mans rudimentary needs. Ordercustompaper.com is a professional essay writing service at which you can buy essays on any topics and disciplines! All custom essays are written by professional writers! A storehouse of knowledge would be constructed in the excogitate of a public library, at the doors of which, poor people would get free education. It will contain a large fleck of valuable and rare books. It would help in making the poor, moralistic and self reliant. This library would have books which, besides knowledge, would also give the readers insight into their behaviors. I would also start for the poor only some vocational centres where they would be taught skills by virtue of which, they would, at a later stage be able to get a livelihood. The plight of the poor sick in our country is absolutely heart rending. I would like to ensure give-and-take of  the urban poor in good, well established hospitals. This would be financed by me for at least a few patients.

Free Essays on Diveristy Anaylsis In The Classroom

As more and more immigrants come to America searching for a better life, the population naturally becomes more diverse. This has, in turn, spun a great debate over multiculturalism. Appreciating individual and cultural differences has become a goal of American society (Gorham, 2005). Some of the issues under fire are who is benefiting from the education, and how to present the material in a way so as to offend the least amount of people. In the 1930's several educators called for programs of cultural diversity that encouraged ethnic and minority students to study their respective heritages. This is not a simple feat due to the fact that there is much diversity within individual cultures. In the month of February we celebrate the achievements of African Americans known as Black History Month. In my classroom I have decided to teach my children about famous African Americans. The history books that my students use always show the European side of things. African Americans are left out and their story is not told. So what I have done in my classroom is exposed all of my students to famous African Americans. By exposing my students to African American history I am teaching them to display multicultural aware of the different people that had an impact on this country’s history. Multicultural awareness will also help them to understand the people around them. My classroom is made up of several cultures. I have two Hispanic children, five black children, two Caucasian children and to Haitian children. It is safe to say I have a nice little melting pot going on in my classroom. During journal time I try to touch upon issues that have affected all of these children or their ancestors. My goal this month is to make all of these children aware of where they have come from. Different learning styles are always taken into account in my classroom. Some children are auditory learners, some visual, kinesthetic and multisensory. I... Free Essays on Diveristy Anaylsis In The Classroom Free Essays on Diveristy Anaylsis In The Classroom As more and more immigrants come to America searching for a better life, the population naturally becomes more diverse. This has, in turn, spun a great debate over multiculturalism. Appreciating individual and cultural differences has become a goal of American society (Gorham, 2005). Some of the issues under fire are who is benefiting from the education, and how to present the material in a way so as to offend the least amount of people. In the 1930's several educators called for programs of cultural diversity that encouraged ethnic and minority students to study their respective heritages. This is not a simple feat due to the fact that there is much diversity within individual cultures. In the month of February we celebrate the achievements of African Americans known as Black History Month. In my classroom I have decided to teach my children about famous African Americans. The history books that my students use always show the European side of things. African Americans are left out and their story is not told. So what I have done in my classroom is exposed all of my students to famous African Americans. By exposing my students to African American history I am teaching them to display multicultural aware of the different people that had an impact on this country’s history. Multicultural awareness will also help them to understand the people around them. My classroom is made up of several cultures. I have two Hispanic children, five black children, two Caucasian children and to Haitian children. It is safe to say I have a nice little melting pot going on in my classroom. During journal time I try to touch upon issues that have affected all of these children or their ancestors. My goal this month is to make all of these children aware of where they have come from. Different learning styles are always taken into account in my classroom. Some children are auditory learners, some visual, kinesthetic and multisensory. I...

Youve Got an Interview - Now What

Youve Got an Interview - Now What What excitement! After pouring over classified ads for jobs for what seems like an eternity and putting in applications, you have an interview scheduled for a job you would really like to get. Now is the time to prepare so you can ace it. The recruiter’s job is to find the best person for the position, so your focus should be to prove you’re just that. Here are a few handy tips for how you can  impress the interviewer with your preparation and poise.1. Check Out the CompanyYou don’t want to go in for your interview without doing some research on the company. While having good background information is necessary, you are also finding out about the company culture. Don’t just look at the company website. Check out the blog page, Facebook, LinkedIn, and Twitter pages, along with the YouTube channel if the company has one. Employee photos can tell you about dress style, the way employees interact with each other, and other information you can use to your adv antage.2. Find Out Who Is Doing the InterviewingThe way you respond to interview questions depends on the interviewer. Is it the CEO of the company, a hiring manager, or the person who will be supervising your job? It can make a difference, since you want to make a connection with that person. Tailoring  your answers to a specific individual, such as talking about how you would be a good person to handle job duties when talking to a supervisor, can leave a positive impression.3. Research the Salary RangeOne subject that can make you uncomfortable is asking for a particular salary. Do a little research beforehand on the typical range paid for the job you seek. By submitting a range, it gives the company some leeway and makes it more likely you will get a job offer.4. Be on TimeTo make a good impression, it’s important to be on time for your interview. You won’t arrive nervous, and you’ll have  a chance to freshen up if you desire. Showing up a few minutes ear ly also gives you a chance to look around and get acclimated.5. Make a Positive ImpressionFrom the receptionist to the interviewer, you want to watch your body language, smile, make eye contact, and be friendly. Remember to shake hands with the interviewer and use a firm (but not too firm) grip. You’ll be talking quite a bit to answer questions and ask your own during the interview. If someone offers you something to drink, accept it as you would in someone’s home- it will  soothe your  parched throat as you extol how you would be a positive addition to the company.6. Be PreparedBring a few extras along with you to the interview, such as a notebook and pen in case you want to take notes. Whether applying for a job in finance, an office manager job, or any other job type, taking notes can help you remember important details. An extra copy or two of your resume might also be a good idea, along with examples of what you have accomplished in previous jobs. You might al so want to bring along a list of questions you want to ask.7. Ask QuestionsHaving  curiosity about a job shows you are interested. Come prepared with a list of questions so you can  ask about anything that needs clarification. This might include daily office routines, company policies, or the timeline for choosing a candidate for the position. When the interview is over, remember to ask when you might hear back about your prospects for the job.8. Follow UpIt is just good manners to follow up an interview with a thank you note. While you can send notes in the form of an email, make sure to send them separately to each individual who was present during your interview. This more personal approach will stand out.

Culture Event Essay Example | Topics and Well Written Essays - 250 words

Culture Event - Essay Example It helped in eliciting the right mood for the artwork. Besides, there is the use of size seen in the manner in which each of the objects in the foreground, middle ground and background occupy proportionately larger, large and small areas respectively. This is used along side the element of space as it helps in creating stability amongst different objects. Moreover, the artist carefully used lines throughout the artwork to help in defining shapes and make them to stand out strongly in the painting. Lastly, there is the use of form as can be evidenced in the use of 3-dimensional strategy in all the objects. On the other hand, the artist incorporated the use of the principle of balance in which a visual stability was established using 3-dimensional shapes. It helped in a proper distribution of weight throughout the artwork. This is blended with the principle of rhythm and repetition in which important objects are rhythmically repeated throughout the image so as to help in creating focus and emphasis. All these helped in producing a proportionate and real image that shows an actual situation being

Assignment 1 Example | Topics and Well Written Essays - 1000 words - 1

1 - Assignment Example proach that is used by a management team in an organization to find means of improving the quality of the organization’s products and services based on constant refinements in reaction to customer feedback (Sakthivel et al, 2007). The requirements of TQM may be different depending on the type of organization or International Organization Standardization (ISO) series. TQM is applicable to all types of organizations. TQM originated from the manufacturing sector and is currently applied in any form of imaginable organization such as hospital, schools, churches, hotel industry, and highway maintenance. TQM, which is a current focus in e-commerce, it is part of quality management depending on the views of customers (Choisne, de Grosbois, & Kumar, 2009). Question 3: Quality management refers to a function used by companies to make sure that the quality of their operations and goods meets a certain level of standards. Organizational managers and owners are the individuals who typically play the role of setting quality standards for their organizations (Ōno, 2013). The two major parts of quality standards in an organization are design and process quality. Design quality standards define the requirements that goods and services must reach in order to be sold. Therefore, if the goods and services, lack some of these requirements, the company must make corrections to the goods before selling them. On the other hand, the purpose of process quality standards is to design the owner of a business from unnecessary costs that may result from manufacturing rejects or repairs. Process quality standards ensure that the production department follows set procedures in order to achieve the design quality standards. Question 4: In general, quality refers to a definite level or degree of excellence. Therefore, the cost of quality in the workplace refers to the costs incurred while preventing defects’ occurrence and the costs that a firm incurs due to evaluation of its progress

The Money as the Appropriate Measure of the Policy Literature review

The Money as the Appropriate Measure of the Policy - Literature review Example However it is incorrect to regard the money as the appropriate measure of the policy towards the increase in the interest rates, the interest rates are based on the supply of bonds, and rate of interest is regarded as the return on bonds, through bonds the evaluation of the liquidity effect can be exercised. The measurement of the money can be exercised through the non-borrowed reserves; the purpose of injecting the money cannot be achieved through the withdrawal of say, Treasury bills. The injection of money can also be exercised through the purchase of long-term bonds, and this is expected to develop an impact on the short-term rates. The bond market risk is associated with the occurrences when the agents allocate the funds towards the bond market without any evaluation and analysis of the purchasing and selling price of the band afterward. Such concerns are imminent because asset markets are considered to be incomplete and segmented. The risk within the bond market based on the supply of the bonds is experienced when the agents and dealers are willing to invest their resources in the trade market. The buyers are the expected beneficiaries when the bond-supply shock is positive, the positive effect is based on the lower prices of the bond as compared to the expected prices, and when the expected rate of return has been crossed. Therefore within the bond market business, the dealers are expected to make a good fortune, and 'any real consequences are distributional because the shock has favored some agents at the expense of others'. The expansion and growth of the bond market are expected to determine the time perio d associated with the downgrade within the bond market the time is considered to be the major dimension, and the expansion of the bond market is based on the 'relationship between the indicators and the downgrade'. In the case of banks, the relation between the market indicators which include rating changes, abnormal stock returns, and the proportion of equity owned by institutional investors and bank insiders and supervisory information have failed to explain the supervisory assessments and bond ratings, and for this purpose, the equity indicators have been ignored. It was reported that the 'bond spreads with particularly poor supervisory assessments reducing spreads and vice versa', therefore the market is based on the market discipline i.e. supervisory assessments. It was investigated that market prices incorporate additional information as compared with the accounting variables, and therefore influence the ratings of the respective bonds, however there is no variance in the future prospects and worth of the bond, it is the debt market indicators which have predictive power to influence the performance and operations of the bond market. Â  

Economic Data Collection and Analysis Essay Example for Free

Economic Data Collection and Analysis Essay From analysing the Data on the Scatter Plot the relationship between the GDP and the Population of Great Britain from 1999-2009 appears to be a moderate positive correlation relationship. Both variables are increasing at a similar rate and following a similar pattern which would indicate this relationship. This relationship would tend to be a positive one as more people are available to the work. Question 3 The correlation relationship between the GDP and the Population represents a strong positive correlation at 0.897922049. This indicates that the two indicators have a close relationship and any change in either of the indicators will be represented by a similar change in the other. This figure is close to 1 which would indicate a perfectly positive correlation relationship. This would indicate that Population was a perfect indicator for Great Britain’s GDP. Question 4 The correlation of determination indicates a variation of 80.6%. This means that 80.6% of variation in Great Britain’s GDP can be accounted to the nation’s Population variation. This is a large percentage and represents the strong relationship between Great Britain’s population and GDP. This figure indicates a proportion of the total variation in the dependent variable, population that is explained by the variation in the independent variable GDP. This figure is easier interpreted compared to the correlation relationship due to its percentage format. Question 5 The Slope of these two indicators is 77.038. This figure means that for every addition to Great Britain’s population, GDP will increase by  £77.03. This Figure represents further the close relationship between Great Britain’s population and GDP. The intercept coefficient of these indicators is -3375.39. This figure indicates that if Great Britain’s population dropped to zero that the nation’s GDP would also fall to this figure. Question 6 Using the Ordinary Least Squares technique I plotted the regression line for this scatter diagram. Using this method the regression line is best fit to this scatter diagram. This regression is in accordance with the data represented in Question 3 and Question 4 shown above. This regression line expresses the relationship between the two variables and estimates the value of the dependent variable, GDP based on a selected value of the independent variable population. Based on the population of Great Britain the standard error of the GDP in the Nation is 41.55%. This indicates how precise the estimation of GDP is depending on the population of Great Britain. Part 2: Question 2: The Data from the scatter plot would indicate the relationship between the Unemployment and Gross National Saving in the United States from 1999-2009 was a negative correlation relationship. This relationship would be negative due to the loss of income expeirenced as workers become unemployed. Question 4: The correlation coefficient represents a strong relationship between unemployment and GNS in the United States from 1999-2009 at -0.857874442. This correlation indicates that both of these indicators are closely linked and influential towards each other. This relationship is a strong negative correlation as forecasted above. Question 5: The correlation of determination stands at 73.5%. This indicates a close relationship between the unemployment and GNS in the United States from 1999-2009. This figure means that 73.5% of the variation in Gross National Saving can be accounted for by the variation in unemployment in the United States during the same period. The percentage format of this figure makes it easier to comprehend. Question 6: The slope of this correlation stands at -1.32 which would imply that the law of diminishing marginal returns is applying. This means that for every additional person in unemployment the GNS will fall. The intercept coefficient of these indicators is 22.143. This figure indicates that if unemployment were to fall to zero that Gross National Savings would change to this figure.