Critical Themes In The Writings Of Hemingway Essays -

Critical Themes In The Writings Of Hemingway Critical Themes in the Writings of Hemingway: Life & Death, Fishing, War, Sex, Bullfighting, and the Mediterranean Region Hemingway brought a tremendous deal of what is middle class Americanism into literature, without very many people recognizing what he has done. He had nothing short of a writers mind; a mind like a vacuum cleaner that swept his life experiences clean, picking up any little thing, technique, or possible subject that might be of use (Astro 3). From the beginning, Hemingway had made a careful and conscientious formula for the art of the novel (Hoffman 142). This preconceived formula contained certain themes that recur with great frequency and power throughout Hemingways writings. Such themes include an obsessive fascination with life and death, an interest in fishing, war, bullfighting, a strange perception of sex and an unusual fixation on the Mediterranean region. In Hemingways writings, the symbols are implicit; they follow the laws of reality to such a degree that in themselves they form a whole story (Wilson 2). Hemingways heros battles consist of conquering dread, a dread which is connected with earlier experiences, and which appears as a fear of life or death. These two elements, life and death, seem to take two opposite forms, but in reality they are the same. Life ends with death, because death is a constituent part of life, therefore life includes death (Scott 24). If you follow the main lines through Hemingways writings, you will very easily discover that everything deals with a sick, mortally wounded mans fight to overcome the dread arising from his meeting with life (Young 21). In Hemingways world, death begins in childhood, as described with unsurpassed mastery in the short story Indian Camp. This story tells of young boy, Nick, who is present while his father, the doctor, performs a cesarean section on an Indian woman, without anesthesia, equipped with only a jackknife and fishing leaders to sew the wound up with. The Indian womans husband lies in the upper bunk during the operation, with the woolen blanket drawn up over his head. When they lift up the blanket, he has cut his throat. It is here that Hemingways long autobiography begins; this is how it feels to be human. Nick, the hero, has received his wound. He is scared to death, and all of his later experiences are more or less repetitions and variations of the same theme (Rovit 98). Hemingways field of vision was filled with cruelty, violence and pain. It bids fair to become his only theme, but soon another is added: What does one do to survive? Hemingways answer: fishing and hunting. This was because Hemingway, at 14, experienced the loss of his father through suicide, and was left with the skills of fishing and hunting that he had learned from his father as a young boy (Young 15). The lonely man with the rod fishing endlessly up and down a river seeks what all fisherman with a spiritual life get out of fishing: peace of soul. In its universality it quite simply belongs with being outdoors, with being alone in the woods and camping out, sleeping deeply, and looking at the river when you wake. The fish has purity as a life element. The fly, hook, or the spoon bait that enters the water sinks in reality down into the mind. The theme of fishing is exemplary in Hemingways The Old Man and the Sea. Here the man and his fate are all alone: man, sky, sea and boat. All external circumstances are taken away, only the human and the battle remain. Deep under this man in his boat there moves a being, wet, shiny, big and strange. This is the fish. It is lifes mystery that he has beneath him. He is on the ocean with life (Brenner 67). The old man pursues this mystery alone on his vessel. For three days it drags him out to sea. He talks to the fish, and he understands it. He is close to the very inmost, ultimate thing in life. And yet he takes the fishes life. He then sails back to land with the swordfish latched to the side of the boat. To him, this

15 Idioms for Periods of Time

15 Idioms for Periods of Time 15 Idioms for Periods of Time 15 Idioms for Periods of Time By Mark Nichol A body of idiomatic words and expressions vividly denote brief periods of time or otherwise refer to various durations. Here’s a sampling of such terms. 1. After hours: In the evening or at night, or late in the day (referring to standard daytime hours that most businesses are open) 2. Banker’s hours: A relatively short duration (from the onetime tradition that banks were open for a limited number of hours compared to other businesses; therefore, one who keeps banker’s hours has a light work schedule) 3. Bat/wink/twinkling of an eye: variations of an idiom referring to a period of time so brief that it passes while one’s eyelid moves 4. Eleventh hour: occurring late in a given time frame (from the fact that the eleventh hour is the last in the day before midnight) 5. Flash: an instant (from the fact that a flash of flame is short lived) 6. Heartbeat: an instant (from the duration between one heartbeat and the next); usually seen in the expression â€Å"in a heartbeat†; by contrast, a phrase beginning â€Å"a heartbeat away from† refers to someone being in line for promotion if the heart of that person’s immediate superior stops beating that is, if the other person dies 7. Jiffy: an instant (perhaps from slang for lightning); also shortened to jiff 8. New York minute: a brief time (from the notion that minutes in the hectic milieu of New York City pass more quickly than those in more relaxed locales) 9. On the hour: at the beginning of every hour 19. Shake: a very short period; usually employed in the phrase â€Å"two shakes† (a truncation of the idiom â€Å"two shakes of a lamb’s tail,† alluding to the typically rapid motion of the young animal’s tail) 11. Small hours: the early morning (from the low numbers on the clock that indicate the time during that period) 12. Split second: a fraction of a second (from the notion that a second can be split, or subdivided); a split is also a fraction of the total elapsed time for a race 13. Tick: a moment (from the ticking of a clock); a tick is literally a mark used for measure, as on a clock 14. Trice: a short period of time (from a word meaning â€Å"pull†); often seen in the phrase â€Å"in a trice† 15. Witching hour: midnight or the middle of the night (with the connotation that unsettling or unusual things happen then, from the superstition that witches are about at that time) Note: The DWT Freelance Writing Course will be re-opening next Tuesday, November 6. Make sure to mark it on your calendar if you are planning to join us. The course costs $97 (single payment), and it runs for six weeks. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:When to Use â€Å"That,† â€Å"Which,† and â€Å"Who†Comma Before ButEnglish Grammar 101: Sentences, Clauses and Phrases

Degradation of glass fibre Coursework Example | Topics and Well Written Essays - 7000 words

Degradation of glass fibre - Coursework Example Much of the research that has been conducted lacks longevity data. It is therefore difficult to determine the utmost life of the GFRP rebars in use currently in marine structures. Alkalinity and acidity effects have been analysed as having minimal influence on the GFRP composites with the control conditions being fresh water. Chemical properties of GFRP composites are not highly affected by harsh marine environment therefore withstand aggressive conditions. More research needs to be undertaken on the durability or degradability of the already established marine structures to have conclusive evidence of GFRP composite preference over other fibers composite and other tradition materials like timber and steel. The use of Glass Reinforced Polyester was not common until after World War II which saw the initial commercial use of the material/ composite being established (Telang, et al, 2006). Its use in the civil infrastructure including the marine environment has occurred over the past 15 years. The emergence of fiber reinforcement composite is replacing the traditional materials like steel. The fiber reinforced polymers are the highly recommended in civil engineering structures due to their durability in comparison to steel, cost effectiveness and with their enhanced properties. These fiber reinforcements are able to withstand the harsh and aggressive environments like the marine exposure (Balendran, 2002, 62) GFRP has two major components i.e. the matrix and the reinforcing glass.

Restaurant Management Research Paper Example | Topics and Well Written Essays - 500 words

Restaurant Management - Research Paper Example evelopingstandard test methods and conducting scientific testing on the energy performanceof both gas and electric commercial kitchen equipment and appliances, expanding the market for energy efficient commercial kitchen technology, and working with partners in encouraging innovative and sustainable ideas, products, services and operations which would reduce harmful effects on health and environment. Food service has been in constant dynamic growth over the years. As a food service increases, the need for technology to enhance the processes of receiving goods and supplies, storage, preparation and service, rises as well. Because of this, the sales of kitchen equipment and appliances that promote efficiency in food service kitchens are in continuous growth over the years. The utilization of these food service equipment and appliances placed food service industry to a high position in the pyramid of energy consumption by industry. Energy production, especially the burning of fossil fuels, is among the topmost enhancers of environmental deterioration. In this case, reinventing food service technology, in such a way that energy consumption is in minimum without compromising the quality and performance sounds promising. The continuous growth and expansion of the food service industry should not compromise the health and condition of people and environment, hence innovations that woul d address these concerns is of crucial and vital importance. According to the International Institute for Sustainable Development, the term sustainable development is development that meets the needs of the present without compromising the ability of the future generations to meet their own needs. In the same light, sustainable restaurants are food service providers that manage the social and environmental impact of their operations. These industries are promoting measures which address environmental and social issues such as climate change, animal welfare and food waste. Sustainable

Harms In Keeping Animals for Human Food Consumption Term Paper

Harms In Keeping Animals for Human Food Consumption - Term Paper Example This essay stresses that when people keep animals for food consumption, they create balance within the environment. The ecosystem needs to be balanced at all times through a cycle of the rearing and consumption of animals. Humans need to do their part by keeping animals for food just as the Lions help maintain the ecosystem of the Wild in check. Domestic animals such as cattle, poultry, and pigs play a primary role in the nourishment of the environment through their waste in terms of their droppings and carcasses. This paper makes a conclusion that it is wrong to compare animals with human beings, particularly when it comes to the keeping of animals for food. Unlike people who have compassion towards one another, animals depend solely on instinct even though they also feel pain. The pain of an animal cannot be compared to the pain of a human being. In addition, vegetarians and animal rights activists should, under no circumstances, term the killing animals for food as inhumane. Animals do not undergo torture in the butcheries, but rather they die fast because of the technological means of their execution. In considering both perspectives on animal rearing for food, animals should be kept for food consumption, particularly because of the benefits of such a practice. Although some skepticism regarding the keeping and consumption of animals, animals provide better protein, than plants, and they can service in harsh environments.

Encouraging Leadership over Management

Encouraging Leadership over Management As defined by Stephen Covey, Effective leadership is putting first things first while effective management is discipline, carrying it out. This offers a brief glimpse on how leadership is different from management. We try to define a leader on the basis of a plethora of qualities such as; a leader should have the charisma, is a motivator, a good listener, a visionary and should be responsible. Leaders can motivate as well as direct people towards the goals and also find out ways for achieving them. Leaders also have the willingness to accept responsibility not only for their own decisions, but also for the decisions of their subordinates. Thus, an effective leader would refrain from passing the buck when it comes to taking the onus for the executed work. Management or managers, on the other hand, have their focus set on the present and the immediate goals. While the managers have the blue print of each task in hand and do not encourage deviations from it, the leaders have a keen eye towards possible innovations or better ways of doing things which may be divergent from the norms already set. This is the reason why a leader can start something new while a manager may be roped in to execute the task in a particular way. To put it into a nutshell, although the concept of leaders might be confused with that of managers, and vice versa, in practice, leaders are the real game changers, whilst managers are ones who have the responsibility of executing the tasks as envisioned by a leader. The world is changing rapidly and with it the ways and means of executing work is going through irreversible change. Earlier, the tasks would be well within the scope of each role, but now, each task is multiple layered and further embedded with many other tasks, demanding more from each role. At this juncture, a manager is bogged down by the how and when. The pressure is deafening, and following a set procedure, while sticking to guidelines, may not always be the solution. It becomes imperative to innovate and find simpler and easier ways of doing things and excelling at them. The reason is quite simple. Competition is stiff, and unless you are doing outdoing your competitor, you may as well quit. Thus, its time that we emphasise on the emergence of leaders from amongst us, who would not only have the required knowledge base, but also have the courage to envision a new path. There are many theories that try to capture the essence of a leader. Some believe that a leader is born and that the leadership qualities cannot be acquired, while some believe that a leader acquires the qualities over the years with experience. There are few who believe that the birth of a leader is situational and they will arise when the occasion demands. The inspiring role of Sir Winston Churchill, Prime Minister of Britain in World War II, is an excellent example of a leader rising up to the occasion. He led Britain to victory and believed in the philosophy that success consists of going from failure to failure without loss of enthusiasm. His words in his speeches motivated the British people and encouraged them during the troubled times and paved the way to victory. A leader would always try and create a new path where none existed before. To accomplish that, sometimes, the leaders have to fight resistance and indifference. It is the common attitude to feel secure in mediocrity and predictability, not wanting to change or challenge the present. The thought behind that is the level of comfort that predictability brings. A leader will twist the shackles to break that state of affairs and bring in new light, focusing on things hitherto untouched. Sir Richard Branson, an English businessman, investor and philanthropist is another example of a good business leader. He is the founder and owner of the Virgin group which consists of around 400 companies. He started quite young and showed signs of becoming an entrepreneur at the age of sixteen. With his distinctive leadership, using himself as the personification of the Virgin brand, he created the entire group from scratch and has reached great heights today. A leader like him can always see the bigger picture hiding in the clutter. As per Kurt Lewin, leadership is of three types. This definition is based on the behaviour of the leaders Autocratic leaders Mussolini and Hitler are pretty good examples of autocratic leaders. For them, their own decisions were the most important and they definitely did not encourage the concept of discussion with the subordinates. Autocratic leaders assume that they are superior to others in every capacity and hence the decisions in day to day affairs as well as long term strategic decisions should be taken by them. Democratic leaders -These leaders involve their subordinates in decision making. The team has to agree on a decision and unless that happens, the final decision is not taken. This helps to bring new perspectives and insight into the matter as a lot of people are involved in the ideation. Laissez-faire leaders These leaders have a completely non-interfering style of leadership and allow the subordinates to come up with solutions as well as take final decisions. Though on the surface it seems pretty righteous, in reality it sometimes makes the team seem rudderless as the leader leaves everything on the subordinates. A manager is responsible for the proper and timely execution of a task in hand. For achieving this, they sets rules and norms that they themselves have been following and implementing. The focus of a manger is always on the procedure, or in other words, a manager is always process oriented. They are responsible for getting things done in a preconceived way. For a manager it is very important that all the organisational level activities are carried out in a smooth way and they do not encourage waywardness. For this reason, it is important for a manager to implement control and authority over the affairs through which they get the job done. A manager would always look up to a leader for solutions and answers. This is because the world of business is highly dynamic and the problems keep getting tougher, demanding innovative solutions. As the older methods become redundant, newer technologies and techniques take over. The situation demands immediate countermeasures that can sometimes spell survival. A leader is a visionary who focuses on matters that may encourage or hinder the growth of his business. A leader will ask questions and look for answers. They will be a risk taker. Such risks can sometimes be based on calculations and sometimes on pure intuition. But the success that may follow the risk would not only increase the stature of the leader; it would also make the organisation trust him more. A managers scope is limited to executing the task at hand through various subordinates, that too within a stipulated time period. Major decisions which can affect the very survival of the organisation with respect to policy formulation, strategy designing, etc., is most definitely taken by the leadership of the company. Thus, it is important that the managers try to look above the scope of the fixed norms and broaden their horizon for organisational level decision making. A manager may have a limited scope or a myopic vision towards the emerging future but a real leader will not be swayed by immediate tasks. They will put organisational perspective first and think way ahead of their subordinates. Visionary business leaders like Lakshmi Niwas Mittal of Arcelor Mittal and Martin Sorrell of WPP have achieved great success owing to their belief in their vision and their hard work towards it. For a technology-driven, fast-paced world, the scope for ambiguous decision making is nil. Its important that the organisation not only survives this race, but also gives strong competition to its peers. For this, it is important that managers are encouraged to become leaders and the paradigm of responsibility shifts on the shoulders of the managers as well. A managers role should not be limited to executing the tasks but they should also think as a leader and get involved in the bigger picture. This will help in streamlining the process as well as create future leaders who can step in, if and when the organisation requires them. Thus, the organisation has the responsibility to create leaders instead of just managers who will not only envision the future course of the organisation but also help in achieving it. Encouraging the emergence of leadership over management is the need of the hour if the organisation wants to achieve fairly impossible targets and goals that todays business world puts forth. Just managing the day to day affairs and carrying on the usual course of business is definitely not enough. Innovation and experimentation is important. Carving out a niche out of a crowd of hundreds is important and making a mark is important. A leaders role encompasses all these and more. Although there is an ongoing debate over the differentiation between a leader and a manager, what we need perhaps is an amalgamation of both where the leadership qualities are given their due importance over managerial qualities. Leaders can create a difference with their charisma and inspiring words. The motivation which is piqued through effective leadership is the one through which even impossible targets can be easily achieved by the employees. An effective leader is thus someone who can definitely make a difference in the lives of his employees as well as the organisation as a whole. References Bass, B.M. Stogdill, R.M., 1990. Bass Stogdills Handbook of Leadership-Theory, Research and Managerial Applications. Simon and Schuster. Covey, S.R., 1992. Principle Centered Leadership. Simon and Schuster. Kotter, J.P., 2008. Force For Change: How Leadership Differs from Management. Simon and Schuster. Lewin, K., LIippit, R. White, R.K., 1939. Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, pp.271-301. Srivastava, A., Bartol, M.K. Locke, E.A., 2006. Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance. Academy of Management Journal, 49(6), pp.1239-51.

Importance of Setting in A Rose for Emily :: A Rose for Emily, William Faulkner

Importance of Setting in A Rose for Emily In William Faulkner's "A Rose for Emily," Faulkner's details about setting and atmosphere give the reader background as to the values and beliefs of the characters, helping the reader to understand the motivations, actions and reactions of Miss Emily and the rest of the town, and changing the mood or tone in the story. The setting in "A Rose for Emily" is Faulkner's fictitious post- civil war Jefferson, a small town in the deep south of the United States. Faulkner's use of this particular time-period or genre, is successful in giving the reader an understanding or background to the values and beliefs of the characters in the story. The town of Jefferson is a fallen legacy. The hierarchical regime of the Griersons and the class system of the time where by ordinance of the mayor- Colonel Sartoris, a Negro women could not even walk the street without an apron, had changed into a place where even the street on which Miss Emily lived, that had once been the most select, had now been encroached and obliterated, her house an eyesore among eyesores. Both the town and Miss Emily herself, now looked upon Miss Emily as the only remnant of that greater time. This fact gives the reader an understanding of the mindset of the "town," who is narrating Miss Emily's story to us in a form resembling a gossip circle, where stories of various townspeople are pieced together and of Miss Emily, the protagonist who lived alone except for her lone servant. The actions of Miss Emily range from eccentric to absurd but it is the readers understanding of the setting that keep the story believable. Miss Emily becomes reclusive and introverted after the death of her father and the estrangement from the Yankee- Homer Barron. It is also revealed at the end of the story that she went as far as poisoning Homer, keeping his dead body in his house, and sleeping next to him as well. She is doing what she feels necessary in response to the pressure placed on her by the town.

Cheat Sheet for Strategic Management

M&A & Restructuring Strategies. Merger: Two Firms agree to integrate operations on relatively equal basis(usually 1 dominates another in mkt share/size/asset value) Hostile takeover: (delivers higher shareholder value than friendly acquires)(Preannouncement returns of hostile takeover anticipated with increase in bidder & target's share price). Diversification creates value by using excess resource. Restructuring used to correct with ineffective mergers/acquisitions. M used as means of growth to potentially lead to strategic competitiveness. ?ing ext env affect type of M used. M used cuz of uncertainty in competitive l. )Increase market power due to competitive threat 2)Spread risk due to uncertainty 3)Shift core biz to diff mkts 4)Manage industry & regulatory ? s. –> Increases strategic competitiveness & value. Shareholders of acquired firm earn above avg returns while shareholders of acquiring firm earn ~0 returns. Reflects investors' scepticism of projected synergies. Reaso ns for Acquisition 1)Increased mkt power(horizontal,vertical,related, sbjct to regulatory review & financial mkt analysis)able to sell good/service above competitive levels/costs of its primary or support activities lower than competitors.Buy competitor/supplier/distributer to Increase size, resource & capabilities. Horizontal Acq helps to exploit cost-based & revenue synergies. Better Most effective when integrate assets with acqed firm. Vertical Acqsitions controls additional parts of value chain. (CVS/Caremark)Related acquisitions(acqing firm in related industry). Create value thru synergy by integrating resource & capabilities. 2)Overcome entry barriers. Help gain immediate access to international markets. Higher the barrier, higher chance firm will acquire. )Cross-border acquisitions(made btwn companies with HQs in diff ctys) global M declined in financial crisis. Chinese companies seek horizontal cross-border acqtns of natural resource. India seek access to pdt innovation capa bilities & new br/distribution channels. 4)Cost of new product development & increased speed to mkt. Gain access to new pdts & to current pdts new to firm. Pharmaceutical firms. 5)Lower risk than developing new products. Acquisitions may become a substitute for innovation. Acquisitions shld always be strategic than defensive 6)Increased Diversification.Diff for companies to develop pdts that differ from current lines for mkts in which they lack experience. Acquisition strategies used to support unrelated & related diversification stgies. More related firms are, greater prob acq is successful. Horizontal & related acqs contribute more to strategic competitiveness. Cisco. 7)Avoid excessive competition 8)Reshaping firm's competitive scope(Lessen dependence on specific mkts) 9)Learn & developing new capabilities. Broadens their knowledge base & reduce inertia. Acquire good talent through cross-border acqtns.Seek to acquire diff but related & complementary capabilities to build own knowl edge base. Biological Drugs, AstraZeneca. Problems in achieving Acquisition success Greater success accrues to (select right target, avoid high premium by doing due dilligence, integrate operations,retain human capital to underst& target firm's operations) 1)Integration difficulties (cultures,diff financia & control systems, working relationships, resolve problems of status of acqed firm's executives) 2)Inadequate evaluation of target.Due diligence – Potential acquirer evaluates target firm for acquisition. Done by investment bankers,accountatnts,lawyers,mgmt consultants. Without due dilligence, purchase price is made by pricing of other ‘comparable' acquisitions than rigorous assessment of where,when,how mgmt can drive real perf gains. â€Å"bidding war† 3)Large & Extraordinary debt. Firms increase debt to finance acqtns. E. g. Junk Bonds. High debt increases chance of bankruptcy, downgrading credit rating & firm may divest some assets to relieve burden to remai n solvent. )Inability to achieve Synergy. Assets worth more when used tgt than seperately. Created by efficiences from EOS, EOSC & sharing resources. Private synergy(combining & integrating target firm & acquiring firm's assets yield capabilities & core competencies that couldn't be developed by integrating either firm's assets with another firm. Transaction costs to acquire & create synergies (indirect & direct) 5)Overdiversification Related diversification outperforms unrelated.Related diversification req more info processing, thus being overdiversified with smaller no. of biz units than unrelated. Scope created by over diversification causes mangers to rely on financial than strategic controls. Tendencyfor acquisitions to become substitutes for innovation. 6)Managers over focus on acqusitions Managers need to: search for viable c, complete due dilligence, prepare negotiations & manage integration process, can divert attention. 7)Too large –> Bureaucratic controls, stifling innovation.Effective Acquisitions Complementary Assets/resources(meet current needs to build competitiveness, high synergy & competitive advantage), Friendly acquisitions(lower premiums,faster & effective integration), Due dilligence(overpayment avoided), Maintain Financial slack(Acquired firm has slack, financing is easier/cheaper), Low-moderate debt(lower risk/financing cost),Sustained emphasis on R of acqing firm (maintain LT CA in mkts), Acqing firm is flexible (faster/effective integration for synergy) Restructuring (firm ? s its set of biz or financial structure).Deal with failure of acquisition/? s in ext or int env. Downsizing (reduction in no. of employee/operating units but may change the composition of biz in company portfolio) used when paid too high premium, reduce duplicate functional jobs. Downscoping(divesture,spin-off to eliminate biz unrelated to firm's core biz) Refocus on core biz Leverage Buyouts(party buys all of firm's assets with debt to take firm private). Restructure & sell. Management buyouts, Employee buyouts, whole-firm buy outs(purchase whole than part of firm). MBOs lead to downscoping, strategic focus, improved performance.Downsizing-;reduced labour costs(ST) -; loss of human capital/lower performance(LT). Downscoping-; reduced debt costs/emphasis on strategic controls(ST)-;higher performance(LT). LBOs-;emphasis on strategic controls/high debt cost(ST)-;higher performance/risk[creates ST & risk-averse managerial focus](LT) International StrategyRationale for international diversification is to extend product life cycle. 4 benefits of using international strategy: 1)Increase market size (size of international mkt affect firm's willingness to invest in R&D to build CA in that mkt.Firm prefer to invest more in cty with scientific knowledge&talent to produce value creating product & processes 2)increased EOS & learning (Firm able to exploit core competencies through resource&knowledge sharing btwn units & network partners across bo rders. New learning opportunities. BUT, firms need to have strong R&D system to absorb knowledge) 3)develop CA through location(lower basic cost of gds/services. Gain access to critical supplies/customers. Reduce liability of foreignness if low cultural distance) 4)return on investment (Generate above-avg ROI) International BL Strategies(cost leadership, differentiated, focus, integrated).Determinants of National Advantage: 1)Factors of production. Basic Factors. Advanced Factors(digital comm systems & educated workforce). Generalized factors(highway system/ss of debt capital). Specialized Factors(skilled personnel in specific indsty). 2)Dem& conditions(nature/size of buyer's needs in home market for industry's gds/services) Large mkt sgmt produce dem& to create scaleefficient facilities. 3)Related & Supporting Industries (Italy's leather-processing industry provides leather to produce shoes. Supporting indstry & design services contribute to success of shoe industry.Cameras & copie rs are related industries in Japan) 4)Firm strategy, structure & rivalry(Germany technical training system for continuous product & process improvements. Italy designers. Japan cooperative & competitive systems facilitate cross-functional management of complex assembly operations. US compt btwn computer & software producers increase development). The factors are likely to produce CA when firm develops & implements an appropriate strategy that take advantage of distinct cty factors. International CL Strategy (scope of firm's operations thru pdct & geog diversification) Unilever Multi-domestic Strategy.Decentralized decisions to SBUs. ! less knowledge sharing for firm as a whole =(no economies of scale,costly. Global strategy(centralized control at home office. SBUs interdependent to achieve integration across bizs) EOS. =( forgo growth opp in local mkts. CEMEX Transnational Strategy Flexible Coordination is required-Building shared vision & individual commitment thru integrated netwo rk. Starbucks China Environmental Trends :Liability of foreignness relative to domestic competitors. Regionalization(more similar culture, legal social norms)EU & NAFTA promotes regionalization.Internatonal Entry Mode 1)Exporting (exporters must establish some means of marketing & distribution) ! high transportation costs, tariffs, less control of products, pay distributer fee,diff to market competitive product/provide customization to international mkt, Exchange rates volatility. 2)Licensing (purchase right to manufacture/sell firms pdts by paying a royalty)~exp& returns based on prior innovation. low cost, low risk ! little control, low returns. 3)Strategic Alliances(uncertain env) ~shared costs/risks/resources, gain access to new technologies, no tariffs! roblem integrating btwn partners (2 cultures) 4)Acquisitions(quicker) ~quick access to new mkt ! high cost(debt), complex negotiations, prob merging with domestic operations 5)New Wholly Owned Subsidiary(Green Field venture) ~Ma x control, potential above-avg returns ! complex, costly, time consuming, high risk. Export,licensing & strategic alliance good for early market development. Joint venture/greenfield venture -> IP rights not protected, high need for global integration, growing no. of competitors. Strategic competitive outcomes 1)Enhanced returns.Decrease initially, then increase. Diversifying geographically into core biz areas positive effect on stock price. Offshore outsourcing created sig value-creation opp as firms move into flexible labor mkts. 2)Enhanced innovation. Exposure to new pdcts & mkts. Opp to integrate new knowledge into operations. Generation of resources to sustain innovation. Risks in international environment 1)Politcal Risk. Govt instability/regulations/corruption/conflict/war/conflicting & diverse legal authorities/potential nationalization of private assets/? s in govt policy 2)Economic risk.Govt oversigh & control of economic&financial capital/weak IP rights&protections impact FDI/terrorism/investment losses from political risk/security risk of foreign firms acquiring key natural resources or strategic IP. Cooperative Strategy(shared objective) Strategic alliance(firms combine resources&capabilities to create CA) Leverage existing resource/capabilities to develop additional resources/capabilities for new CAs. Collaborative/relational Advantage-CA developed through a cooperative strategy. 3 Types of Strategic Alliances: 1)Joint Venture.Siemens AG & Fujitsu -> Fujitsu Siemens Computers (Own equal % & contribute equally. 2 or more firm create legally independent company to share some resources/capabilities to develop CA). Optimal when firms need to create a CA that is diff from individual advantages & when highly uncertain hypercompetitive markets are targeted. 2)Equity. Baidu & Japanese telecom operator NTT DOCOMO (2or more firms own diff % of company they formed to create CA, e. g. many FDIs such as companies from multiple countries are making in China) 3 )Non-equity. HP (2 or more firms develop contractual relationship to create CA.Firm DOES NOT establish separate independent company thus don't take equity positions)-; less formal, fewer commitments & no intimate relationship. E. g. licensing/distribution agreements & supply contract. Reasons firm develop Strategic Alliances Allow partners to create value they couldn't develop alone & to enter markets faster with greater penetration. Firms lack full resources & capabilities to reach their objectives. Slow cyclemkt: Gain access to restricted mkt. Establish a franchise in a new mkt. Maintain mkt stability(establishing st&ards). Fast-cycle mkt: Speed up development of new goods/services.Speed up new market entry. Maintain market leadership. Form an industry technology st&ard(). Share risky R&D expenses. Overcome uncertainty. St&ard-cycle mkt: Gain mkt power(reduce industry overcapacity). Gain access to complementary resources. Establish better EOS. Overcome trade barriers. Meet competi tive challenges frm other competitors. Pool resources for large projects. Learn new biz techniques. BL Cooperative Strategy 1)Complementary Strategic Alliances (Vertical, horizontal) -firms share r&c in complementary ways to develop CAs. More value-creating than other strategies.Vertical(from diff stages of value chain e. g. Nintendo) Horizontal(same stage(s) of value chain to create CAs. ) 2)Competition response strategy(to competitor's attacks). Becuz they can be diff to reverse & exp t operate, strategic alliances are formed to take strategic than tactical actions to respond to attacks. 3)Uncertainty reducing strategy (new pdt mkts/emerging economies 4)Competition-reducing strategy (explicit/tacit collusions) Tacit collusion – Firms in industry indirectly coordinate their production & pricing decisions by observing each other actions/responses.Results in output below fully competitive levels & above fully competitive prices. !reduce service quality, on-time performance. Mu tual forbearance- Form of tacit collusion where firms dont take actions against rivals they meet in multiple mkts. Assessment: R integrated MUST be VCRN. vertical strategy have greatest probability of creating sustainable CA. CL Cooperative Strategy. Firm use this strategy to diversify in pdts offered/markets served. Diversify by means other than M. Require fewer resource commitments, greater flexibility. 1)Diversifying S/A !Highly diverse network of alliances can lead to poorer performance by partner firms. 2)Synergistic S/A(create EOScope across multiple functions/bizs btwn partners) 3) Franchising (contractual relationship to describe/control sharing of its R with partners) Advantages: Attractive strategy for fragmented industry(retailing,hotels,motels) where large number of small/med firms compete without one having a dominant share. Assessment: Alliance costs needs monitoring. International Cooperative Strategy 1)Cross-border alliance(firms with HQs in diff nations decide to co mbine some R to create CA & value).Incentives: limited domestic growth opp, foreign govt economic policies. China & India have strong preference to license local companies. Strategic alliance with local partners help firms overcome liability of foreignness. Operational advantages due to local market information. Network cooperative strategy (several firms form multiple partnerships to achieve shared objectives) Particularly effective when formed by geographically clustered firms. Gain heterogeneous info & knowledge from multiple sources. ! lock in partnerships precluding alliance with others.Stable Alliance network (mature industries where dem& is constant & predictable) Built primarily to exploit EOS/EOScope existing btwn partners e. g. airline industry Dynamic Alliance Network (frequent product innovations & short pdct lifecycle) Competitive risks: Inadequate contracts. Misrepresentation of competencies. Partners may act opportunistically. Partners fail to use their complementary resources. Holding alliance partner's specific investments hostage. Risk&Asset Management Approaches:Detailed contracts & monitoring. Develop trusting relationships -> create value.Managing cooperative strategies: Cost minimization(Firm develops formal contracts with partners specifying how strategy is to be monitored & how partner behavior is controlled) Opportunity maximization(Maximize partnership's value-creating opportunities) Corporate Governance – Set of mechanisms used to manage the relationship among stakeholders & to determine & control the strategic direction & performance of organizations.. It is concerned with: Strengthening effectiveness of company's board of directors. Verifying transparency of firm's operations. Enhancing accountability to shareholders.Incentivizing executives. Maximizing value creation for stakeholders & shareholders. Separation of Ownership & Managerial control. Allows each group to focus on what it does best: Shareholders bears risk that fi rm's expenses exceed revenue (shareholders will hold a diversified portfolio to diversify risk). Managers formulate & implement strategy & decision-making. Agency relationships(between firm's owner & top-level managers) Managerial opportunism seeking self-interest with deceit. An attitude & set of behaviors. Prevents maximization of shareholder's wealth.Product Diversification as Agency Problem 1)Diversification increase size/complexity & thus managerial compensation. 2)Reduces manger's employment risk as a firm & its managers are less vulnerable to reduction in dem& associated with a single/limited no. of product lines/bizs. 3)Managers have control of firm's free cash flows which they invest to diversify instead of giving to shareholders. Shareholders like a diversified position between dominant & related-constrained diversification strategies. Shareholders prefer riskier strategies & more focused diversification. Managers prefer higher levels of product diversification.Managers ma y prefer level of diversification that maximises firm size & compensation while reducing employment risk. Agency costs – sum of incentive/monitoring/enforcement costs, individual financial losses incurred by principals because of agents. 3 internal governance mechanism 1)Ownership Concentration (No. of large-block shareholders & total percentage of shares they own) X Diffuse ownership (large number of shareholders with small holdings & few large-block shareholders) Large-block shareholders are active in their dem&s that corporations adopt effective governance mechanisms.Ownership of many modern corporations now concentrated in h&s of institutional investors than individual shareholders. Institutional owners (financial institutions that control large-block shareholder positions) They are powerful governance mechanism. They have both size & incentive to discipline ineffective top-level managers. 2)Board of Directors (group of elected individuals to formally monitor & control ma nagers in order to act in owner's best interests) Insiders – Firm's CEO & other top-level managers. Related outsiders – Individuals not involved with firm's daily operations but have relationship with firm.Outsiders – provide independent counsel to firm & may hold managerial positions in their company. Outsiders have no firm info & thus emphasize use of financial than strategic controls to evaluate firm. Shifts risk to managers who make decision to maximise their interest & reduce employment risk. Enhance effectiveness of BOD 1. Increase diversity 2. Strengthen internal management & accounting control systems 3. Establish consistent use of formal processes to evaluate BOD performance 4. Creation of ‘lead director' 5. Compensation of director, reduce stock options. )Executive Compensation Use LT incentive plans. Effectiveness: don't link pay to financial outcomes. Manager may focus ST effects to enhance pay. Other factors also affect firm's performance whic h are not under manager's control. Market for Corporate Control (external governance mechanism. The market is a set of potential owners seeking to acquire undervalued firms & earn above average ROIs by replacing ineffective top-level management teams) Used only when internal controls fail. â€Å"Golden parachutes† help them leave while â€Å"Golden hellos† help them to get in the door of the next firm.Hostile Takeover Defensive Strategies â€Å"Poison pill† allows shareholders to convert their rights into large no. of common shares if anyone acquires more than set amount of target's stock to dilute percentage f shares acquiring firm must purchase at premium. Litigation – Lawsuits that help target company stall hostile attacks e. g. antitrust,fraud. Greenmail – repurchase of stocks from agressor at premium for agreement to no longer be targeted for takeover. Standstill agreement – Contract btwn parties in which pursuer agrees not to acquire a ny more stock for specified period for a fee.Capital structure change – Dilution of stock, making it costly for bidder to acquire e. g. recapitalization, new debt, share buybacks, stock selling) Corporate charter amendment – Ammendment to stagger elections of members to the BOD of attacked firm so that all are not elected same year, preventing bidder to install new board in same year. Corporate governance in Germany: 2 tiered board structure, place responsibility of monitoring & controlling managerial decisions & actions with separate groups. Banks exercise sig power as source of financing. Power sharing includes representation from community & unions.Corporate Governance in Japan: Cultural concepts of obligation, family & consensus. Close relationship btwn stakeholder & company through cross-shareholding can negatively impact efficiencies. Keiretsus: Strongly interrelated groups of firms tied tgt by cross-shareholdings. Banks are highly influential with firm's manager s. Global Corporate Governance: Relatively uniform governance structures, moving closer to US corporate governance model. Organizational Structure & Control. Organizational Structure – Specifies firm's formal reporting relationships, procedures, controls, authority & decision-making processes.Curcial to match structure with strategy! Controls guide the use of strategy, indicate how to compare actual results with expected results, & suggest corrective actions to take when the difference is unacceptable. Strategic Controls – Largely subjective criteria intended to verify that the firm is using appropriate strategies for theconditions in the external environment & the company’s competitive advantages. Strategic controls are concerned with examining the fit between: What the firm might do (opportunities in its external environment) What the firm can do (competitive advantages).Evaluate the degree to which the firm focuses on the requirements to implement strategy: B L:primary activities. CL(related): sharing of knowledge, markets, technologies across bizs. Financial Controls objective criteria used to measure firm's performance against previously established st&ards. Focus on ST outcomes. ROI, ROA, EVA(economic value addedmarket based measure). ! produces risk-adverse managerial decisions. Essential for unrelated diversification! Simple Structure (owner manager makes all major decisions & monitors activities) Few rules, limited task specialization, basic tech system.Functional Structure(CEO & limited corporate staff make decisions. Functional line managers present. functional specialization from active sharing. ! impedes comm. & cordination among functional areas. Multi-divisional Structure. Operating divisions represent separate biz / profit center. Top corporate officer delegates responsibilities for daily operations & business unit strategies to division managers. ~Ties together all operating divisions. Enables more accurate monitoring of p erformance of each unit. Facilitates comparisons between divisions.Stimulates managers to look for improvements. Matches between BL strategies & Functional Structure 1)For cost leadership strategyWalmart (simple reporting structure, few layers in decision-making & authority, centralized in a staff function. Job specialized.. 2) For differentiation strategy. Complex & flexible reporting relationship, freq use of cross-functional product development teams, strong focus on mkting & R&D. Few formal rules & procedures. Jobs not specialized. Decentralized. 3)For integrated cost leadership/differentiation strategy.Diff primary & support activities emphasized. Match between CL Strategy & Multi-divisional Structure(M-form) 1)Cooperative form for related-constrained. Centralized at corporate office; Extensive use of integration mechanism; emphasis on strategic criteria; linked to overall corporate performance. Frequent direct contact btwn division managers. Liason roles in each divisions redu ce time integrating with work occurring in other divisions. Matrix Organization might be formed(dual structure combining both functional specialization & biz product or project specialization.Cooperation among divisions implies loss of managerial autonomy -> managers hesitatnt to cooperate. Use strategic controls to evaluate manager on how well they cooperate. 2)SBUForm for related-linked strategy ! coordination between SBUs is hard. Diff to communicate complex biz model to shareholders. 3)Competitive form for Unrelated Diversification Strategy Decentralized to divisions; no integration mechanism; emphasize on financial criteria; linked to divisional performance. Finance & Auditing & Legal Affairs 2nd tier. Divisions 3 tier. ~internal competition creates flexibility; resources allocated to most potential division.Challenges the status quo & inertia. Motivates efforts due to funding if u are an efficient division. Matches btwn International Strategies & World-wide structure 1)Worldwi de Geog Area for Multidomestic Strategy. Decentralization to business units in each country. No integration mechanisms. Informal coordination ! inability to create global efficiency 2)Worldwide Product Divisional Structure for Global Strategy. Aims to gain EOS & EOSC;Centralized. Integrating mechanism important(e. g. Direct contact btwn managers, liaison roles btwn departments). inability to quikly respond to local needs & preferences; difficulty in coordinating decisions across borders. 3)Combination Structure for Transnational Strategy Global Matrix. ~flexibility in designing products & responding to customer needs. ! employee accountable to 2 boss. Difficult to be simultaneously loyal to both. Can be member of several functional or product group teams. Difficult & time consuming for approval. Hybrid Structure. (some divisions oriented to products while others oriented toward market areas) Matches btwn Cooperative Strategies & Network Structures.Strategic network (group of firms f ormed to create value by participating in multiple cooperative arrangements) can be a form of CA when operations create value that is hard to imitate. Used to implement BL, CL & International Strategies. Strategic center firm(main firm) does: Strategic outsourcing, seek ways to support members effort to develop Core competencies, Manage development & sharing of technology-based ideas(req formal reports of technology-orientated outcomes of their efforts),Emphasizes principal competition are btwn value chains & between networks of value chains.Centralized. Strategic network for BL Cooperative Strategy(horizontal,vertical Chp 9), CL Cooperative Strategies & International Cooperative Strategies(Distributed strategic networks -Several regional strategic centre firms are included in dist network to manage partner firms' multiple cooperative arrangements)

Carbohydrates in Society essays

Carbohydrates in Society essays Among the common fads and trends our society has seen in the past few years, a rather unlikely one would be that of carbohydrates. Carbohydrates provide our bodies with our basic source of energy to carry on day-to-day functions. Americans seem to be fascinated by the role that they play in our diets and the impact that they have on the body. What exactly is a carbohydrate? It is defined as 1. Any various compounds composed of carbon, hydrogen, and oxygen such as sugar and starch. All living organisms use carbohydrates as a fuel for energy. To obtain such, as humans we get our carbohydrates from eating foods such as breads, pastas, fruits and vegetables. Our bodies then digest the food and then convert it to glucose C6H12O6. In cellular respiration, cells take the energy that is stored in glucose molecules. The skeleton left behind is used for the synthesis of other molecules like amino acids and fatty acids. Carbohydrates are organized into three different groups, Monosaccharides, Disaccharides, and Polysaccharides. You might ask, What is the difference? Isnt a carbohydrate a carbohydrate? Each one is composed of glucose, but the amounts of glucose are completely different in each one. A Monosaccharide is made from a single glucose molecule. Disaccharides are formed from the linkage of two Monosaccharides. Finally, Polysaccharides are a product of a few hundred to a few thousand Monosaccharides linked together. Often, Polysaccharides are used for protecting a cell. Another common function for a Polysaccharide is that of storage. For storage, plants produce Starch, another form of a carbohydrate. Dr. Robert Atkinson famous for his book, Dr. Atkinsons New Diet Revolution, has sold millions of copies based on his world-renowned diet. He takes the ideas of low carbohydrates in place of low fats and calories, and incorporates high proteins and nutrients for a winning combination that has worked ...

Act and Action

Act and Action Act and Action Act and Action By Maeve Maddox Act functions as both a verb and a noun: The government must act quickly to avoid worse consequences. (verb) Polluting the stream with transmission fluid was a criminal act. (noun) As a noun, act has several specialized meanings: deed Paying for the child’s piano lessons was an act of kindness. division of a play Judy’s big speaking part came in the third act. a piece of entertainment My friend’s grandson performed a juggling act on the Jay Leno Show. pretense The boss was deceived, but the rest of us knew he was putting on an act. an account of the life and deeds of a person or persons (usually plural) Our preacher’s favorite book of the Bible is the Acts of the Apostles. a degree or statute passed by a legislative body The Volstead Act prohibited intoxicating beverages and regulated the manufacture, production, use and sale of high-proof spirits for purposes other than drinking. Action is an abstract noun formed from the verb to act. It also has more than one meaning: lawsuit She has retained counsel, David Shiller, to bring an action against The Toronto Star. military engagement Captain Martin, although badly wounded,  survived the action. gestures In teaching the Itsy-Bitsy-Spider song to a child, first teach the words, then the actions. event or series of events in a story The action in the film Gigi takes place in turn-of-the-twentieth century Paris. Using action and act interchangeably is appropriate only when the sense is â€Å"deed† or â€Å"thing done.† Action has meanings that do not apply to act, as in the following statements: There can be no excuse for his actions on the day of the disaster. behavior conduct undertakings exploits maneuvers endeavors efforts exertions activities He lived a life of action. energy vitality vigor forcefulness drive initiative spirit liveliness vim pep activity At the time, the action of asbestos on the lungs was not widely known. effect influence power Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:36 Adjectives Describing Light15 Types of DocumentsWords Often Misspelled Because of Double Letters

The current xenophobic attacks in South Africa Research Paper

The current xenophobic attacks in South Africa - Research Paper Example The recent xenophobic violence in South Africa is believed to have erupted after some anti foreigner and hateful comments made by the Zulu King Goodwill Zwelithini, who is believed to have a considerable influence amongst the dominant Zulu ethnic group (Aljazeera, 2015). The current violence in South Africa has targeted poor migrants from the rest of the African nations like the people from Nigeria and Zimbabwe (Essa, 2015). Many of the African nations were indeed shocked at the rise of the xenophobic violence in South Africa in the recent times. In the current violence in the nation, the South African citizens targeted the foreigners scattered across varied townships around the country (Essa, 2015). This gave way to massive killing, plundering, raping and looting of the foreigners living in South Africa. It indeed showed an ugly aspect of the South African society. In these xenophobic attacks it became clear that the South African society has a xenophobic side to it. Since the fall of apartheid in 1994, South Africa aspired to become a ‘rainbow nation’, a place where nobody is discriminated against owing to one’s race or nationality. However, the current violence has shown that South Africa eventually happens to be a society where people are discriminated against owing to their race and nationality (Essa, 2015). The racial discrimination earlier targeted all the black South Africans. However, in an independent and democratic South Africa, the discrimination has found a new target, and they are the foreigners. This has once again reminded people of the days of apartheid. It has made people realize that the institutionalized racism that constituted a big force in the racist South Africa, will take much time before it dies. The xenophobic discrimination is not new to South Africa, but is a force that has been impacting the nation since the days of apartheid. The current

Role of Early Childhood Educator in prevention of Child Abuse Essay

Role of Early Childhood Educator in prevention of Child Abuse - Essay Example 1). Evidently, as the family is unreliable, educators in diverse settings serve as reinforced resources for children to rely on in preventing further abuse. Types and Signs of Abuse Abuse can take a number of form, and not just on physical side, but can be on emotional aspects, neglect, and sexual violations in children. Having close interaction with young children, educators in schools and caregiver institutions should be aware on observable illicit signs of abuse. Physical abuse is not hard to identify, as cruel manhandling may range from burned skin, bruised, and lacerated body parts. Wounds from physical abuse are different from accidental injuries, as the former can occur on soft tissue, like â€Å"cheeks, buttocks, and thigh† while the latter are frequently seen on body areas such as â€Å"knees, elbows, forearms, or brow.† Typically, the material used as physical punishment can be observed on injured areas. Yet, other types of abuse are difficult to detect. Negle ct is the absence of considerable efforts in meeting the children’s biological and emotional needs. There is chronic inattention to well being of children, where parents leave them to inadequately fend for themselves. In emotional abuse, parents resort to verbal attacks and rejection through lack of parental concern and interest--resulting to â€Å"developmental lags, psychosomatic symptoms ... (communication) disorders† (Crosson-Tower, 2003, p. 15, 19). Lastly, there is unacceptable sexual overture in sexual abuse. Extreme behavioral reactions vary; others withdraw from contact with others, while some become sexually aggressive--expressing the type of sexual abuse experienced through drawing or play-acting. Collectively, these are fundamental signs that confirm the type of abuse faced by children. Long Term Consequences Child abuse is a condition that can be carried towards adult life. Subconsciously, the type of abuse received influences the way abused children live. On the physical side, health consequences can irreversibly affect them. As affirmed by DiScala, Serge, Li, and Reece (2000), severe physical head injuries resulted to significant reduction in neurological-dependent activities. Several victims, then, suffered physical disabilities that interrupt physiological capacities in living. Psychologically, such events may lead to several psychiatric (personality and eating) disorders, depressive status, â€Å"posttraumatic stress disorder (PTSD), and substance abuse† (MacMillan et al., 2001, p. 1878). The effects of abuse are more of maladaptive defense copings, where children’s life-esteem is extremely low and academic performance is negatively affected (Child Welfare Information Gateway, 2008). As these are treated as abnormal conditions, society shuns them from social activities while insisting that they submit to treatment for such conditions. The society, as large, takes care of such events by funding welfare programs that assist abused children lead normal lives. Citizens in society indirectly fund the negative impact of child abuse, as taxpayers’ funds are drawn to pay community expenditures for juvenile and adult detention cells, and victims of psychiatric conditions. By large, the cost of supporting such expenses can be traced back to the behavioral impact of experiencing the categories of