The Movie I Have Selected For My Film Review Is Field Of Dreams. I Fee

The movie I have selected for my film review is Field of Dreams. I feel that it is a great movie, and is an outstanding form of popular culture. There are many different events that take place throughout this film that show this. Field of Dreams stars Kevin Costner and James Earl Jones. Costner plays a guy named Ray who, one day while working in his corn field, hears a voice. The voice tells him, ?If you build it, he will come.? After he hears the voice a few times he tears down his corn field, and builds a baseball field. Jones plays a retired author named Thomas Mann. Mann hears these voices also, and understands what Ray is going through. Reluctantly Mann goes along with Ray. After awhile old members of the White Sox, who got banned from baseball for life, appear out of the corn field. They now have a chance to play ball again. Mann ends up going back into the corn with the players in the end. This movie is more than just a movie about a sport. It has many other significant meanings. First of all, this film shows loyalty between Ray's wife and him. Most wives would think their husbands were crazy if they told them they heard voices, which were telling them to build a baseball field. It's going to take a ton of money, and also a lot of knowledge on how to go about doing it. It show how she believed in him when no one else would listen. She stuck by her husband like a wife is supposed to do, and gave him support when needed. I believe a lot of Americans liked seeing that type of commitment between two people, especially in a world where it's not as prevalent as it should be. The second point this film shows is how much Ray loves baseball. Baseball has been a major part of American society and culture since the late 1800's. It is known as America's pastime. Throughout the film it is made very evident of the love Ray displays for the great game of baseball. The amount of money he spends to make the field says enough. One scene shows Ray on a tractor as he is plowing a field in preparation for the building of the stadium. His daughter is sitting on his lap. She is asking him all kinds of questions about baseball, and Ray answers all of them in a way that you can tell he loves talking about it. Another scene shows him driving across the country to find help for what he is doing. The sacrifices he makes for the game are incredible. Being a huge baseball fan this movie shows everything that is right about baseball. It shows that it is a game, and should be played for the fun of it. The third point this film makes is it allows the dreams of the players to live on. People having dreams is what makes the world happen. Without having a dream no one goes anywhere. In this film members of the old White Sox team that got banned from baseball are able to get back into the game, and once again live out the dreams and fantasies of playing the game they love. It kind of gives people hope, in a sense, not to give up. Still another point this film makes is in the world of relationships. The film shows the relations between a father and son. Ray finds out that one of the players who comes back to play is his father. He realizes that is what the voice was telling him. His father was the one who would come back if he built the field. While he was growing up he didn't have the greatest relationship with his father. His father died while he was at a rather young age. Ray is aware that it is his father. Ray's father is young so he has no idea he is his son. That didn't matter though. Just to know that his father is back once again is enough for Ray. This is a problem many people in the world face. Lots of fathers and sons don't

Check The Reliability And Validity Management Essay Essays

Check The Reliability And Validity Management Essay Essays Check The Reliability And Validity Management Essay Essay Check The Reliability And Validity Management Essay Essay An empirical attack with a questionnaire study method was used in this research. This chapter describes the instruments used in this survey, the informations aggregation processs, the population and sample, and the information analysis techniques used to reply the survey s research inquiries. Instrument This survey used a quantitative research design with a self-report questionnaire to analyze the impact of larning organisation patterns on SMEs organisational committedness and effectivity. The study used three bing instruments based on theoretical and empirical foundations ( e.g. , Wang, 2005 ) : learning organisation patterns ( Marsick A ; Watkins, 2003 ) , organisational committedness ( Mowday et al. , 1979 ) , and organisational effectivity ( Taylor A ; Bower, 1972 ) . The three instruments were refined and integrated into one questionnaire, and the contents of the three instruments were modified. Description of the Instruments It was necessary to find if the instrument had equal psychometric belongingss and incontrovertible concept cogency ( Yang, Watkins, A ; Marsick, 2004 ) . Based on Yang ( 2003 ) and Yang, Watkins, and Marsick ( 2004 ) , this survey used collateral factor analysis ( CFA ) to measure the concept cogency for each of the DLOQ, OCQ, and SOO ( Yang, 2003 ) in the Faisalabad SME context. The cogency and dependability of the DLOQ has been confirmed by many empirical surveies ( Ellinger et al. , 2002 ; Marsick A ; Watkins, 2003 ; Wang, 2005 ; Watkins A ; Marsick, 2003 ; Yang, 2003 ; Yang, Watkins, A ; Marsick, 2004 ) . Ellinger et Al. ( 2002 ) assessed the concept proof of DLOQ from collateral factor analysis and confirmed that larning organisation civilization is a multidimensional concept, and the seven-dimension construction supports a strong linkage between larning organisation civilization and organisational public presentation. Learning Organization Practices The Dimensions of Learning Organization Questionnaire ( DLOQ ) ( Marsick A ; Watkins, 1999, 2003 ; Watkins A ; Marsick, 1993, 1996, 1997 ) was selected to measure the grade of larning organisation patterns. Marsick and Watkins ( 2003 ) developed a seven-dimension questionnaire to show the value of an organisation s acquisition patterns. The questionnaire used a six-point Likert-type graduated table and included 43 points covering single, squad or group, and organisational degrees in the seven dimensions: ( 1 ) create uninterrupted larning chances, 7 points ; ( 2 ) promote enquiry and duologue, 6 points ; ( 3 ) encourage coaction and squad acquisition, 6 points ; ( 4 ) create systems to gaining control and portion acquisition, 6 points ; ( 5 ) empower people toward a corporate vision, 6 points ; ( 6 ) connect the endeavor to incubator environment, 6 points ; and ( 7 ) provide strategic leading for acquisition, 6 points ( Marsick A ; Watkins, 2003 ; Watkins A ; Marsick, 1997 ) . Th e six-point response graduated table determined the grade to which each point is or is non true of the organisation, runing from Almost Never ( 1 ) to Almost Always ( 6 ) ( Marsick A ; Watkins, 2003 ) . The public-service corporation of the DLOQ has been verified in several recent empirical surveies conducted in English contexts ( e.g. , Ellinger, Ellinger, Yang, A ; Howton, 2002 ; Marsick A ; Watkins, 2003 ; Watkins A ; Marsick, 2003 ; Yang, Watkins, A ; Marsick, 2004 ) , Chinese contexts ( e.g. , Lien, Hung, Yang, A ; Li, 2006 ; Lin, 2006 ; Wang, 2005 ; Zhang, Zhang, A ; Yang, 2004 ) , and Korean contexts ( Joo, 2007 ; Lim, 2003 ; Park, 2007 ) . These surveies have indicated that the DLOQ has acceptable dependability estimations, and the seven-dimensional construction fits the empirical information moderately good ( Lien, Hung, Yang, A ; Li, 2006 ) . Yang et Al. ( 2004 ) performed a wide series of explorative and collateral factor analyses and determined that a decreased 21-item instrument is a superior measuring theoretical account to the original 43-item theoretical account. They suggested utilizing two versions of the instrument, one using 43 points as a practical diagno stic tool, and the shorter version with 21 measurement points for research intents, as the latter has superior psychometric belongingss ( Lien et al. , 2006 ; Yang et al. , 2004 ) . This survey used the 21-item instrument to turn to larning organisation patterns as the first portion of the amalgamate questionnaire ( see Appendix A ) . In the questionnaire, points 1-3 step uninterrupted acquisition ; points 4-6, enquiry and duologue ; points 7-9, coaction and squad acquisition ; points 10-12, creative activity of systems ; points 13-15, authorization of people ; points 16-18, connexion of the organisation ; and points 19-21, strategic leading. The original 6-point graduated table of the 21 points was converted to a five-point Likert-type graduated table, runing from Strongly Disagree ( 1 ) to Strongly Agree ( 5 ) for consistence across all points in the amalgamate questionnaire. Organizational Committedness Harmonizing to Mowday et Al. ( 1979 ) , the OCQ used a seven-point Likert-type graduated table and included 15 points in three primary constituents of the concept: ( 1 ) a willingness to exercise considerable attempt on behalf of the organisation ; 4 points, including 1 negatively phrased and change by reversal scored point ; ( 2 ) a strong belief in and credence of the organisation s ends and values ; 4 points, including 1 negatively phrased and change by reversal scored point ; and ( 3 ) a strong desire to keep rank in the organisation ; 7 points, including 4 negatively phrased and change by reversal scored points. Responses to each point in the OCQ used a seven-point graduated table with ground tackles labelled from Strongly Disagree ( 1 ) to Strongly Agree ( 7 ) . In several surveies, a nine-item short-form of the instrument utilizing merely positively worded points was administered ( Mowday et al. , 1979 ) . Consistent with Mowday et Al. ( 1979 ) , the amalgamate questionnai re of this survey used this nine-item short-form: 3 points from the constituent of willingness to exercise attempt on behalf of the organisation ; 3 points from the constituent of grade of end and value congruency with the organisation ; and 3 points from the constituent of desire to keep rank. Then, for fusion intents, the original 7-point graduated table of the 9 points was converted to a five-point Likert-type graduated table runing from Strongly Disagree ( 1 ) to Strongly Agree ( 5 ) . In the questionnaire ( see Appendix A ) , points numbered 22-24 step willingness to exercise attempt ; points numbered 25-27 step the grade of end and value congruency ; and points numbered 28-30 step the desire to keep rank. Organizational Effectiveness In this survey, Taylor and Bowers ( 1972 ) Survey of Organizations ( SOO ) instrument was used to mensurate the organisational effectivity of SMEs. The SOO is a machine-scored, standardised instrument developed since 1966 by the Organizationa l Development Research Program of the Institute for Social Research ( ISR ) at the University of Michigan ( Taylor A ; Bowers, 1972 ) . It is one of the most popular steps of organisational effectivity and dimensions in current research ( Cummings A ; Worley, 2005 ) . In the SOO, harmonizing to Taylor and Bowers ( 1972 ) , there are 20 indices in three spheres, including leading, organisational clime, and satisfaction. Eight indices exist under the leading sphere: ( 1 ) managerial support, ( 2 ) managerial end accent, ( 3 ) managerial work facilitation, ( 4 ) managerial interaction facilitation, ( 5 ) equal support, ( 6 ) equal end accent, ( 7 ) equal work facilitation, and ( 8 ) equal interaction facilitation. The following five indices are under the organisational clime sphere: ( 9 ) technological preparedness, ( 10 ) human resources primacy, ( 11 ) communicating flow, ( 12 ) motivational conditions, and ( 13 ) decision-making patterns. The concluding seven indices are under the sphere of satisfaction: ( 14 ) satisfaction with work group, ( 15 ) satisfaction with supervisor, ( 16 ) satisfaction with occupation, ( 17 ) satisfaction with organisation, ( 18 ) satisfaction with wage, ( 19 ) satisfaction with advancement now, and ( 20 ) satisfaction with future advancement ( Taylor A ; Bowers, 1972 ) . The phrasing of the points was intended to give a descriptive instead than an explicitly appraising appraisal of organisational features ( Wood, 1974 ) . A standard 5-point Likert-type graduated table response set was used in the SOO questionnaire, runing from Not at all ( 1 ) to To a really great extent ( 5 ) ( Taylor A ; Bowers, 1972 ) . In the amalgamate questionnaire ( see Appendix A ) , 8 leading subscales in organisational effectivity comprise points 31-38 ; 5 organisational clime subscales in organisational effectivity comprise points 39-43 ; and 7 satisfaction subscales in organisational effectivity comprise points 44-50. The 5-point graduated table response options for these points were applied to aline with the remainder of the questionnaire. Demographics Demographic features are variables that could impact larning organisation patterns, organisational committedness, and organisational effectivity. Therefore, eight demographic points covering gender, age, instruction degree, primary duty, old ages of the endeavor in operation, figure of employees, incubated start-up, and outstanding award. The demographic points, numbered 51-58, were included in the questionnaire to qualify the varied position of larning organisation patterns, organisational committedness, and organisational effectivity in SMEs. Questionnaire Scale In this survey, a 5-point Likert-type graduated table was used in the amalgamate questionnaire to supply a unimode design ( Dillman, 2007 ) , whereas the original instruments used three different graduated tables. Dillman ( 2007 ) pointed out that cut downing the figure of response classs may be more of import as research workers move towards greater usage of electronic mail and Web studies in which the desire to acquire all response picks onto one screen encourages surveyors to utilize fewer response picks. Therefore, the consequence of cut downing the graduated table from the original graduated table into a simplified graduated table ( five-point ) in the survey was positive because it increased the likeliness ( Schaefer A ; Dillman, 1998 ) that the participants would hold more involvement in reacting to the simplified graduated table questionnaire online. Further, holding different graduated tables for parts of a study could be confounding to respondents and could make some troub les in statistical analysis. Testing the scale dependability: The most of import thing is to look into the dependability and cogency of a graduated table before utilizing it in the survey. There are two elements that check the internal consistence and dependability of a graduated table and dependability coefficient is 0.50-0.60 to look into the dependability of a concept and its comparative index. The indexs that are as whole used for the measuring of each concept of larning organisation patterns, organisational committedness and organisational effectivity. We used the SSPS package for the informations entry of our responses and informations analysis to farther go on our survey. We did two types of analysis to look into the dependability and consistence of our graduated table. Reliability is the quality of measuring bespeaking the grade to which the step is consistent, that is, perennial measurings would give the same consequences. Consistency is a portion of dependability. For look intoing the dependability of our graduated table foremost of all we entered our responses which were in the signifier of 150 questionnaires to employees, but received 138 responses, but in which 20 questionnaire are faulty and after informations entry in SPSS package we compute the values of three variables, Learning organisation patterns, organisational committedness and organisational effectivity. Factor Analysis and Reliability trial: In SPSS package our work was in informations position, analyse, so informations decrease and travel for factor analysis in which we choose our first variable showed trying adequateness of.841 and significance of.00 which shows the goodness of our graduated table. Dependability Statisticss Cronbach s Alpha Cronbach s Alpha Based on Standardized Items N of Items .841 .865 3 Data Collection We used random trying for the aggregation of the informations.A sample of 150 was chosen at random from the mark population. The informations have been roll uping from the emerging market of the Faisalabad Pakistan. In this survey, of the 150 random selected samples, 108 responded from the targeted sample. The questionnaire was carefully designed but 20 questionnaires are faulty in their response and staying have non given their responses. Non faulty questionnaire responses mean that all the points in the questionnaire were completed carefully. Datas Analysis The research informations were collected to carry on informations analysis and compute statistics. And these statistics were including mean, standard divergence and eventually correlativity analysis was used to find the impact of the learning organisation patterns, organisation committedness and organisational effectivity. Consequences By analysis of the research informations utilizing statistics tools, we get consequences which show the relationship between larning organisation patterns, organisational committedness and organisational effectivity. Correlation values between.10 and.30 are referred to as hebdomad positive relationship, between.40 to.60 as moderate positive relationship and.70 and above every bit high positive relationship. Descriptive Statisticss Mean Std. Deviation Nitrogen Learning organisation patterns 4.23 .255 108 organisational committedness 4.09 .252 108 Correlations Learning organisation patterns organisational committedness Learning organisation patterns Pearson Correlation 1 .726 ( ** ) Sig. ( 2-tailed ) .000 Nitrogen 108 108 organisational committedness Pearson Correlation .726 ( ** ) 1 Sig. ( 2-tailed ) .000 Nitrogen 108 108 ** Correlation is important at the 0.01 degree ( 2-tailed ) . As shown in the table correlativity among the organisational patterns and the organisational committedness is 0.726 which have a strong positive relationship which runing from.70 or supra. Descriptive Statisticss Mean Std. Deviation Nitrogen Learning organisation patterns 4.23 .255 108 Organizational effectivity 3.05 .247 108 Correlations Learning organisation patterns Organizational effectivity Learning organisation patterns Pearson Correlation 1 .754 ( ** ) Sig. ( 2-tailed ) .000 Nitrogen 108 108 Organizational effectivity Pearson Correlation .754 ( ** ) 1 Sig. ( 2-tailed ) .000 Nitrogen 108 108 ** Correlation is important at the 0.01 degree ( 2-tailed ) . As shown in the table correlativity among the organisational patterns and the organisational committedness is 0.754 which have a strong positive relationship which runing from.70 or supra. Descriptive Statisticss Mean Std. Deviation Nitrogen Organizational committedness 4.09 .252 108 Organizational effectivity 3.05 .247 108 Correlations Organizational committedness Organizational effectivity Organizational committedness Pearson Correlation 1 .564 ( ** ) Sig. ( 2-tailed ) .000 Nitrogen 108 108 Organizational effectivity Pearson Correlation .564 ( ** ) 1 Sig. ( 2-tailed ) .000 Nitrogen 108 108 ** Correlation is important at the 0.01 degree ( 2-tailed ) . As shown in the table correlativity among the organisational patterns and the organisational committedness is 0.564 which have a moderate positive relationship which runing from.70 or supra. These consequences indicate that ( 1 ) The employee s willingness ( OC1 ) has a strong association with leading ( OE1 ) , which approves hypothesis 3a. ( 2 ) The employee s willingness ( OC1 ) has a strong association with organisational clime ( OE2 ) , which approves hypothesis 3b. ( 3 ) The employee s willingness ( OC1 ) has a strong association with satisfaction ( OE3 ) , which approves hypothesis 3c. ( 4 ) The grade of end and value congruency ( OC2 ) has a strong association with leading ( OE1 ) , which approves hypothesis 3d. ( 5 ) The grade of end and value congruency ( OC2 ) has a strong association with organisational clime ( OE2 ) , which approves hypothesis 3e. ( 6 ) The grade of end and value congruency ( OC2 ) has a strong association with satisfaction ( OE3 ) , which approves hypothesis 3f. ( 7 ) The employee s desire to keep rank ( OC3 ) has a strong association with leading ( OE1 ) , which approves hypothesis 3g. ( 8 ) The employee s desire to keep rank ( OC3 ) has a strong association with organisational clime ( OE2 ) , which approves hypothesis 3h. ( 9 ) The employee s desire to keep rank ( OC3 ) has a strong association with satisfaction ( OE3 ) , which approves hypothesis 3i. Based on the overall agencies and standard divergence calculated from questionnaire and the survey found the participant in the sample and given the highest mark to the learning organisation patterns and average overall mark to the organisational committedness and in the last the organisational effectivity. The correlativity between larning organisation patterns, organisational committedness and organisational effectivity are moderate to strong and the SMEs indicate that larning organisation patterns have the strong impact on the organisational committedness and organisational effectivity. Discussion In footings of gender, the results described that there were no gender differences in most of the dimensions of larning organisation patterns, but the two dimensions of coaction and squad acquisition and supplying strategic leading for larning in which males scored higher. This procedure demonstrated that both work forces and adult females pay equal attending to larning organisation patterns. Males may be given more attending than the females. In regard to age, people aged 50 or more than the 50 give the highest Markss and people who have aged 40 or more than 40 give the lowest Markss to larning organisation patterns dimensions. This tendency demonstrate that the oldest group have the healthiest comprehension of the believes to larn the aims of larning organisation patterns. In footings of instruction degree, in SMEs all the respondents holding higher instruction degree give the highest tonss. Merely two dimensions of larning organisation patterns, connect the organisation to its environment and empower people toward a corporate version holding no differences. In footings of the employee size variable, the large companies ever score higher than the smaller companies. Merely one dimension strategic leading in larning organisation patterns had no differences. This procedure demonstrated that the big companies have more chance to take part in the patterns of create systems, enquiry and duologue, connect to the environment, uninterrupted acquisition, coaction and squad acquisition, and empower people. The relationships for larning organisation patterns between organisational committedness and organisational effectivity have been studied in many surveies ( Ahmad A ; Bakar, 2003 ; Bartlett, 2001 ; Kontoghiorghes A ; Bryant, 2004 ) , in which all the empirical consequences have elaborated that larning organisation patterns can back up in bettering employee committedness and effectivity toward the organisation. Meanwhile, organisational committedness and effectivity motivated and eager to hike up employee towards motive in the workplace ( Cho A ; Kwon, 2005 ) . In position of the consequences of the old surveies on larning organisation patterns, organisational committedness, and organisational effectivity, the relationships among the three constructs are equal ( Cho A ; Kwon, 2005 ) . The consequences from this survey demonstrate that larning organisation pattern had a strong impact on organisational committedness with a important positive way coefficient ; which represented that the relationship between larning organisation patterns and organisational committedness is equal, and a strong force was occurred from larning organisation patterns to organisational committedness. Therefore, the first hypothesis in this survey was supported. Similarly, larning organisation pattern had a strong impact on organisational effectivity with a moderate positive way coefficient. So, larning organisation patterns plays a cardinal function for cultivating the better committedness and effectivity in organisations. This survey has besides assimilated a new variable, organisational effectivity, in look intoing the relationships between larning organisation patterns an organisational committedness. SEM was utilized in this survey to look into the relationships among the three cardinal organisational variables in Pakistani contexts. The results from this survey propose that larning organisation patterns can be observed as important antecedent factor for organisational committedness, every bit good as an antecedent factor for organisational effectivity. It has a reasonably positive association with organisational effectivity and a strongly positive relation with organisational committedness. Furthermore, the relationship between organisational committedness and organisational effectivity is mutual but non equal. Organizational committedness has a reasonably positive influence on organisational effectivity ; nevertheless, organisational effectivity has a weak positive impact on organisational committedness. The result non merely gives a new way for organisational research on cardinal variables, but besides produces a important suggestion for organisational pattern: Tautening up larning organisation patterns is a wise manner to make organisational effectivity ; a st rong acquisition organisation patterns is good to better the organisational committedness ; and the well-developed organisational committedness is a benefit to further organisational effectivity. Recommendations for Future Research This survey provides the footing for future research to find links among larning organisation patterns, organisational committedness, and organisational effectivity in order to better the apprehension of the function of larning organisation patterns in organisational success. First, in adding to the method among larning organisation patterns, organisational committedness, and organisational effectivity, it is proposed that this research be carried on by utilizing different instrument methods, such as organisation development, invention, and public presentation, because there have been few survey with concern to the impacts of larning organisation patterns on these variables in Pakistani endeavor state of affairss, All of these tools would allow bookmans to research many appraisals of larning organisation patterns. Scholars have mentioned a multidimensional attack ( Rico, Sanchez-Manzanares, Gil, A ; Gibson 2008 ) to develop steps of these links. Second, there is a demand to find the differences among little and moderate-sized endeavors in different types of industries and ownership types, including high-tech houses, government-invested houses, joint ventures, and non-profit organisations. Finally, there is a demand to prove the research theoretical account utilizing multiple methodological analysiss, such as multivariate analysis of discrepancy, instance survey, and qualitative research, to analyze organisation patterns, organisational committedness, and organisational effectivity, and to detect, perceive, or confirm consequences from this empirical survey. Decisions This empirical survey discovered nexus between larning organisation patterns, organisational committedness, and organisational effectivity in Faisalabad Pakistan SME state of affairss. This survey produces many important consequences and parts to exert and research.Founded on the consequences that larning organisation pattern had a strong impact on organisational committedness and effectivity, and organisational committedness has a positive influence on organisational effectivity, it is determined that larning organisation patterns and organisational committedness are the positive confidences by which organisations eventually reach the achievement of organisational effectivity. Three chief results on these inquiries are termed as follows. First, larning organisation patterns can be looked at as an important case in point component for organisational committedness, every bit good as a case in point component for organisational effectivity, and organisational committedness has a positive influence on organisational effectivity in the scene of Pakistani little and moderate-sized endeavors. Second, based on the result that demographic characters and groups have diverse impacts on the three issues, it is decided that diverse gender did hold of import impacts on organisational committedness ; group aged 50 or more mark upper limit in the learning organisation patterns ; higher instruction wages to higher accepting of the value of acquisition, committedness, and effectivity ; assembly with cardinal duty in direction Markss maximum in all three dimensions ; endeavors process old ages over 10 indicate the maximal degree of organisational committedness and effectivi ty ; biggest companies ever mark higher than the smallest companies.

The ideal leadership position Term Paper Example | Topics and Well Written Essays - 1000 words

The ideal leadership position - Term Paper Example This research will begin with the statement that since they are social by instinct and with their sense of organization, humans tend to put a premium on leadership qualities. It is through leadership after all that organizations or groups are can work concertedly toward a common goal. Without it, people would be prompted to follow their individual will, which may not be agreeable to others. Therefore, even if there are similarities in directions, anarchy would prevail, rendering it impossible to achieve common objectives. According to Yukl, â€Å"leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives†. Such definition clearly indicates that leadership is not a person’s attitude toward others but a process that is undertaken to rally other people toward a goal. It is in line with this clarification that the resea rcher developed his style of leadership. His style of leading others in an organization is essentially a combination of democratic and autocratic or bureaucratic leadership. These two types may be anathema to each other that it may seem impossible to implement them at the same time. However, the researcher believes that leadership is not only tactical but more important, it is strategic. It is in the strategic sense that the combination of democratic and bureaucratic leadership can be best appreciated although it may also work in tactical situations. I practice a democratic approach in times when I meet with subordinates to discuss problems and too seek solutions. I do the same when in activities like planning and evaluation. Democracy is important during these stages because, it is apparent that even if I am the manager or the leader, I do not have the monopoly of truth. I may be knowledgeable about the larger picture but my subordinates definitely have a more concrete understandin g of their respective departments of work. To achieve viable solutions, I have to rely on their grasping of the situation of their particular fields. To arrive at an accurate evaluation, I have to consider the reports of my subordinates. To formulate workable plans, I have to grasp the situation of the people who will be directly implementing these. Without a democratic approach, it would be impossible to achieve all these. However, once the plans are ironed out and implementation begins, I shift to an autocratic mode. I would relentlessly pursue the plans by constantly monitoring the subordinates and pressuring them to work hard for the realizing the objectives. Pride, Hughes, & Kapoor define the authoritarian leader as one who â€Å"holds all authority and responsibility, with communication usually moving from top to bottom† and that â€Å"this leader assigns workers to specific tasks and expects orderly, precise results† (2010, p. 179). However, there may be a limit to the top-to-bottom communication line. I need to open channels for reports, complaints, and suggestions from the bottom just to make sure that problems are checked while they are not yet too big to badly affect the implementation of the over-all plan. With such style of leadership, I believe that the best position in a corporate setup is as a middle-level manager. The highest position that may suit me best is a department manager and, the least is a supervisor. It is through these positions that I could maintain better understanding of issues and problems of the rank and file or the subordinates as they try to implement the tasks assigned to them according to the general objective of the company and the supporting specific plans of the department that I am heading. The roles that occupy the void between the planners and the implementers or the intellectuals and the workers are certainly the most challenging in any corporate set up but are also the most important. Without middle-level managers, the upper management would not be able to grasp the conditions of the people in the lower levels who are the directly impleme

Is the ICC dangerous to democracy and doomed to fail Essay

Is the ICC dangerous to democracy and doomed to fail - Essay Example One of the controversial issues, however, in regard to the existence of ICC is that it threatens democracy, the given reason why the United States withdrew its signature in the Rome Statute in December 2000. The United States is highly suspicious of multilateral agreements and that the mandate of the ICC further heightened this uncertainty. With the provisions contained therein, ICC would have jurisdiction over American citizens and try them according to the international law, drafted according to a collaboration of international legal principles. This is seen as dangerous because the American jurisprudence is at significant points highly divergent with the ICC’s. For instance, protections that are considered core requirements for a fair trial in the United States are greatly diluted or absent entirely. According to Carpenter (2002), instead of having a right to trial by an impartial jury, a defendant faces the prospect of trial by a panel of judges appointed by majority vote of member-states and could come from countries where there is no concept of independent jury or from a regime hostile to his or her government. (p. 197) In addition to the above factor, there is also the fact that some statutes that would govern the ICC are overly broad. Consider these examples: there is the genocide definition that covers offenses relating to the commission of serious â€Å"mental harm† to members of any national, racial, ethnic or religious group; then, war crimes would include committing outrages upon personal dignity, in particular humiliating or degrading treatment. (p. 197) With the seriousness of the crimes in question, it is a legitimate argument to say that the broadness of definitions and provisions may be wittingly or unwittingly interpreted differently than what was intended or taken advantage with. There is just a lot of room for a

Business Administration (Research Article Critique) Lab Report

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the miscibility of oil and water

the miscibility of oil and water Introduction: Colloids, of which lipids are usually found in foods in the form, produce stable homogenous state in a condition of a physical mix of different phases of matter. Colloids are important because of the existence in foods, the basis of digestion in human body and the application to the food processing. However, the one of the major concerns about colloids in food and nutrition is how to develop stable mixtures of immiscible lipids and aqueous substances. Considering the aforementioned concern, in the practical, the miscibility of oil and water was examined by making an emulsion which is a stable mix of water and oil and effect of an emulsifying agent, for example, egg yolk on emulsion was also examined. Moreover, a function of lipid involving heat transfer was examined. Objectives: The purpose of the practical is to Determine the miscibility of oil and water by making emulsions in different proportions of oil and water Examine the effect of a natural emulsifying agent as compared to the condition of part A Examine the weight, volume and texture change of prawn crackers through deep fat frying Method: All of the experiments were followed by the procedures listed on page 13 and 14 of Laboratory Manuals Guide 2014. Result: The observations are shown in the following: Determination of the miscibility of oil and water by making emulsions in different proportions of oil and water The tubes (numbered 1 to 7) which were filled with the mixture of different proportions of vegetable oil and tap water and the length of time they took in seconds for the majority (80% volume) of the two phases to clearly separate were shown in the following table. *( The vegetable oil was taken to measure the volume of a major phase) The effect of a natural emulsifying agent as compared to the condition of part A The tubes (numbered 1 to 7) which were filled with the mixture of different proportions of vegetable oil and tap water were added 10 drops of egg yolk solution and the length of time they took in seconds for the majority (80% volume) of the two phases to clearly separate were shown in the following table. #(The tube was added 10 drops of egg yolk solution) *( The vegetable oil was taken to measure the volume of a major phase) The weight, volume and texture change of prawn crackers through deep fat frying The weight, volume and texture of prawn cracker before and after deep fat frying at 180à ¢Ã¢â‚¬Å¾Ã†â€™ for 21 seconds for complete expansion of cracker and the change of its physical properties after the complete expansion of cracker were shown in the following table. # ( The answer was correct to 2 decimal places.) *( It was assumed that the shape of a single prawn cracker surface was a circle.) Discussion: Determination of the miscibility of oil and water by making emulsions in different proportions of oil and water According to the result, the greater proportion of oil contained in tube, the longer time was taken for reversion to the majority (80% volume) of the two phases to clearly separate. It meant the longer time duration for the stable mix of oil and water in homogenous state in all proportion of the mixture in tube that had higher proportion of oil and lower proportion of water. The effect of a natural emulsifying agent as compared to the condition of part A According to the result, the time for reversion to the majority (80% volume) of the two phases to clearly separate in each tube was consistently longer than that in part A when there was an addition of 10 drops of egg yolk solution in tubes that had the same mixture in part A. It meant the prolonged emulsion which was stable mix of oil and water in homogenous state in all proportion of the mixture in each tube. The reason was that egg yolk solution acted as a natural emulsifying agent in the process. The active component of emulsifying agent from egg yolk, lecithin facilitated the dispersion of oil as tiny droplets into another.[1][2] Lecithin covered the surface of the oil droplets and prevented the droplets from coalescing and forming continuous phase.[1] Thus, lecithin acted as a surfactant to lower the interfacial tension at the moment to stabilize the emulsion which was stable mix of oil and water in homogenous state in all proportion of the mixture for longer time. [3] However, non-polar oil molecules and polar water molecules repelled each other later. Since then, the molecules would assembly with other homogenous molecules to decrease the repulsion between molecules. Eventually, there was a separation of two phases. The weight and volume change of prawn crackers through deep fat frying In the practical, the deep fat frying was useful because it fried the prawn crackers very fast and the prawn crackers were not made excessively greasy.[4] The reason of frying the prawn crackers in very short time is the usage of hot fat, for example, oil for cooking. The nature of oil is lipid that can permit the rapid and efficient transfer of heat and can achieve high temperature. Therefore, deep frying can cook the prawn crackers very fast. Moreover, the reason of not making the prawn crackers excessively oily is that the moisture in food repels the oil. The hot oil heats the water within the food and steams the food. The oil cannot go opposite direction of the strong flow because the water vapour pushes the bubbles toward the surface.[6]Finally, oil penetration will become narrow to the outer surface. On the other hand, there is a volume increase in the crackers. The reason is that, during deep fat frying, the prawn crackers are heated and the water in the crackers vaporized into vapour. The vapour formation leads to the expansion of the structure of starch, which is the main ingredient of the crackers. Furthermore, there is an increase in weight in the crackers because of the addition of air into the space of foamed prawn crackers during deep fat frying. Reference: Emulsions and Emulsifiers, Cookingscienceguy.com http://www.cookingscienceguy.com/pages/wp-content/uploads/2012/07/Emulsions-and-Emulsifiers1.pdf Emulsion, Wikipedia 2014 http://en.wikipedia.org/wiki/Emulsion Surfactant, Wikipedia 2014 http://en.wikipedia.org/wiki/Surfactant Prawn cracker, Wikipedia 2014 http://en.wikipedia.org/wiki/Prawn_cracker Deep frying, Wikipedia 2014 http://en.wikipedia.org/wiki/Deep_frying#cite_note-1

Chechnya and its People Essay examples -- War Europe Essays

Chechnya and its People The ongoing civil war between the semi-autonomous republic of Chechnya and Russia has dramatically caught the attention of the world – a world that perceives the conflict primarily through the distorted lens of Russian propaganda, and the contradicting images of Chechen suffering on the independent media. If the West seems impartial or even indifferent to the Chechen conflict, it is because there is little understanding of this people, of their struggle, or of the vast complexities of the greater North Caucasian region in which the Chechens are a part. This lack of understanding extends to the hazy Western perception of the role of Islam in Chechen society. The broad generalizations that have been made by those in the media, by aid organizations, by the Russians, by Islamic groups, and by those in the American government are all politicized oversimplifications which seek to bring the core of the conflict to its lowest common denominator. Many of the claims revolve around Islam ; yet, few bother to take into account the greater character of Chechen society, or of the broader historical scope of change that Islam has followed in Chechnya. Often, Islam has changed in response to a Russian stimulus, but many of the Russian actions and reasons in this conflict are well documented. This study aims to analyze the Chechen role in the civil war – and the role of Islam in Chechnya – as opposed to the Russian role, which has been analyzed many times over. The North Caucasus It is difficult for Englishmen to take an intelligent interest in the internal affairs of Russia, owing to the vast number of problems involved, all of which depend upon varying local circumstances, and because comparatively few of us, ev... ...i International Magazine. 16 Oct. 2003 18. Menon, Rajan. â€Å"After Empire: Russia and the Southern ‘Near Abroad.’† The New Russian Foreign Policy. Ed. Micheal Mandelbaum. New York: Council on Foreign Relations, 1998. 100-167 19. Chechnya : Tombstone of Russian Power 20. Islam in Chechnya. 13 March 1998 Univ. of California, Berkeley. 15 Oct. 2003 21. Kagarlitsky, Boris. Russia Under Yeltsin and Putin. London: Pluto Press, 2002. 22. Russia Under Yeltsin and Putin 23. Russia : Islamic Countries Unlikely to Help Chechnya. 19 Nov. 1999 Radio Free Europe, 19 Oct. 2003 24. Kagarlitsky, Boris. Russia Under Yeltsin and Putin. London: Pluto Press, 2002.

Advanced Accounting by Guerrero Essay

Chapter 1 Multiple choice answers and solutions 1-1: a Jose’s capital should be credited for the market value of the computer contributed by him. 1-2: b(40,000 + 80,000) ï‚ ¸ 2/3 = 180,000 x 1/3 = 60,000. 1-2: c 1-3: a CashP100,000 Land300,000 Mortgage payable( 50,000) Net assets (Julio, capital)P350,000 1-4: b Total Capital (P300,000/60%)P500,000 Perla’s interest ______40% Perla’s capitalP200,000 Less:Non-cash asset contributed at market value LandP 70,000 Building90,000 Mortgage Payable( 40,000)_120,000 Cash contributionP 80,000 1-5: d- Zero, because under the bonus method, a transfer of capital is only required. 1-6: b ReyesSantos CashP200,000P300,000 Inventory–150,000 Building–400,000 Equipment150,000 Mortgage payable________( 100,000) Net asset (capital)P350,000P750,000 1-7: c AABBCC CashP 50,000 Property at Market ValueP 80,000 Mortgage payable( 35,000) Equipment at Market Value______________P55,000 CapitalP 50,000P 45,000P55,000 2Chapter 1 1-8: a PPRRSS CashP 50,000P 80,000P 25,000 Computer at Market Value__25,000_______ ­Ã‚ ­__60,000 CapitalP 75,000P 80,000P 85,000 1-9: c MariaNora CashP 30,000 Merchandise inventoryP 90,000 Computer equipment160,000 Liability( 60,000) Furniture and Fixtures 200,000________ Total contributionP230,000P190,000 Total agreed capital (P230,000/40%)P575,000 Nora’s interest______60% Nora’s agreed capitalP345,000 Less: investment190,000 Cash to be investedP155,000 1-10: d Roy Sam Tim CashP140,000–– Office Equipment–P220,000– Note payable_________( 60,000) ______ Net asset investedP140,000P160,000 P – Agreed capitals, equally (P300,000/3) =P100,000 1-11: a LaraMitra CashP130,000P200,000 Computer equipment–50,000 Note payable________ ­_( 10,000) Net asset investedP130,000P240,000 Goodwill (P240,000 – P130,000) =P110,000 1-12: a PerezReyes CashP 50,000P 70,000 Office Equipment30,000– Merchandise–110,000 Furniture100,000 Notes payable_______( 50,000) Net asset investedP 80,000P230,000 Partnership – Basic Considerations and Formation3 Bonus Method: Total capital (net asset invested)P310,000 Goodwill Method: Net assets investedP310,000 Add: Goodwill (P230,000-P80,000)_150,000 Net capitalP460,000 1-13: b Required capital of each partner (P300,000/2)P150,000 Contributed capital of Ruiz: Total assetsP105,000 Less Liabilities__15,000__90,000 Cash to be contributed by RuizP 60,000 1-14: d Total assets: CashP 70,000 Machinery75,000 Building_225,000P370,000 Less: Liabilities (Mortgage payable)__90,000 Net assets (equal to Ferrer’s capital account)P280,000 Divide by Ferrer’s P & L share percentage____70% Total partnership capitalP400,000 Required capital of Cruz (P400,000 X 30%)P120,000 Less Assets already contributed: CashP 30,000 Machinery and equipment25,000 Furniture and fixtures__10,000__65,000 Cash to be invested by CruzP 55,000 1-15: d Adjusted assets of C Borja CashP 2,500 Accounts Receivable (P10,000-P500)9,500 Merchandise inventory (P15,000-P3,000)12,000 Fixtures__20,000P 44,000 Asset contributed by D. Arce: CashP 20,000 Merchandise__10,000__30,000 Total assets of the partnershipP 74,000 4 Chapter 1 1-16: a Cash to be invested by Mendez: Adjusted capital of Lopez (2/3) Unadjusted capitalP158,400 Adjustments: Prepaid expenses17,500 Accrued expenses( 5,000) Allowance for bad debts (5% X P100,000)_( 5,000) Adjusted capitalP165,900 Total partnership capital (P165,900/2/3)P248,850 Multiply by Mendez’s interest â…“ Mendez’s capitalP 82,950 Less Merchandise contributed ­Ã‚ ­Ã‚ ­__50,000 Cash to be invested by MendezP 32,950 Total Capital: Adjusted capital of LopezP165,900 Contributed capital of Mendez__82,950 Total capitalP248,850 1-17: d Moran, capital (40%) CashP 15,000 Furniture and Fixtures_100,000P115,000 Divide by Moran’s P & L share percentage______40% Total partnership capitalP287,500 Multiply by Nakar’s P & L share percentage______60% Required capital of credit of Nakar:P172,500 Contributed capital of Nakar: Merchandise inventoryP 45,000 Land15,000 Building__65,000 Total assetsP125,000 Less Liabilities__30,000P 95,000 Required cash investment by NakarP 77,500 1-18: c Garcia’s adjusted capital (see schedule 1)P40,500 Divide by Garcia’s P & L share percentage ­Ã‚ ­Ã‚ ­______40% Total partnership capitalP101,250 Flores’ P & L share percentage______60% Flores’ capital creditP 60,750 Flores’ contributed capital (see schedule 2)__43,500 Additional cash to be invested by FloresP 17,250 Partnership – Basic Considerations and Formation 5 Schedule 1: Garcia, capital: Unadjusted balanceP 49,500 Adjustments: Accumulated depreciation( 4,500) Allowance for doubtful account( 4,500) Adjusted balanceP 40,500 Schedule 2: Flores capital: Unadjusted balanceP 57,000 Adjustments: Accumulated depreciation ( 1,500) Allowance for doubtful accounts( 12,000) Adjusted balanceP 43,500 1-19: d OrtizPonceTotal ( 60%)( 40%) Unadjusted capital balancesP133,000P108,000P241,000 Adjustments: Allowance for bad debts( 2,700)( 1,800)( 4,500) Inventories3,0002,0005,000 Accrued expenses_( 2,400)( 1,600)( 4,000) Adjusted capital balancesP130,900 P106,000 P237,500 Total capital before the formation of the new partnership (see above)P237,500 Divide by the total percentage share of Ortiz and Ponce (50% + 30%)______80% Total capital of the partnership before the admission of RoxasP296,875 Multiply by Roxas’ interest______20% Cash to be invested by RoxasP 59,375 1-20: d Merchandise to be invested by Gomez: Total partnership capital (P180,000/60%)P300,000 Gomez’s capital (P300,000 X 40%)P120,000 Less Cash investment__30,000 Merchandise to be invested by GomezP 90,000 Cash to be invested by Jocson: Adjusted capital of Jocson: Total assets (at agreed valuations)P180,000 Less Accounts payable__48,000P132,000 Required capital of Jocson_180,000 Cash to be invested by JocsonP 48,000 6Chapter 1 1-21: b Unadjusted Ell, capital (P75,000 – P5,000)P 70,000 Allowance for doubtful accounts( 1,000) Accounts payable( 4,000) Adjusted Ell, capitalP 65,000 1-22: c Total partnership capital (P113,640/1/3)P340,920 Less David’s capital_113,640 Cortez’s capital after adjustmentsP227,280 Adjustments made: Allowance for doubtful account (2% X P96,000)1,920 Merchandise inventory( 16,000) Prepaid expenses( 5,200) Accrued expenses___3,200 Cortez’s capital before adjustmentsP211,200 1-23: a Total assets at fair value P4,625,000 Liabilities (1,125,000) Capital balance of FlorP3,500,000 1-24: c Total capital of the partnership (P3,500,000 à · 70%)P5,000,000 Eden agreed profit & loss ratio30% Eden agreed capital 1,500,000 Eden contributed capital at fair value 812,000 Allocated cash to be invested by EdenP 688,000 1-25: c __Rey __Sam_ __Tim __Total_ Contributed capital (assets-liabilities)P471,000 P291,000 P195,000 P957,000Agreed capital (profit and loss ratio) 382,800 382,800 191,400 957,000 Capital transfer (Bonus)P 88,200 P(91,800) P 3,600 – 1-26: d Total agreed capital (P90,000 à · 40%)P225,000 Contributed capital of Candy (P126,000+P36,000-P12,000) 150,000 Total agreed capital (P90,000 à · 40%) 225,000 Candy, agreed capital interest 60% Agreed capital of Candy 135,000 Contributed capital of Candy 150,000 WithdrawalP 15,000 Partnership – Basic Considerations and Formation 7 1-27: a Total agreed capital (210,000 à · 70%) P300,000 Nora’s interest 30% Agreed capital of NoraP 90,000 Cash invested 42,000 Cash to be invested by NoraP 48,000 1-28: a Contributed capital of May (P194,000 – P56,000)P138,000 Agreed capital of May (P300,000 x 70%) 210,000 Cash to be invested by May P 72,000 1-29: c __Alex__Carlos___Total__ Contributed capitalP100,000P84,000P184,000 Agreed capital 92,000 92,000 184,000 Capital investedP( 8,000)P 8,000 – 8Chapter 1 SOLUTIONS TO PROBLEMS Problem 1 – 1 1.a.Books of Pedro Castro will be retained by the partnership To adjust the assets and liabilities of Pedro Castro. 1.Pedro Castro, Capital600 Merchandise Inventory600 2.Pedro Castro, Capital200 Allowance for Bad Debts200 3.Accrued Interest Receivable35 Pedro Castro, Capital35 Computation: P1,000 x 6% x 3/12=P15 P2,000 x 6% x 2/12=_20 TotalP35 4.Pedro Castro, Capital100 Accrued Interest Payable100 (P4,000 x 5% x 6/12 = P100) 5.Pedro Castro, Capital800 Accumulated Depreciation – Furniture and Fixtures800 6.Office Supplies400 Pedro Castro, Capital400 To record the investment of Jose Bunag. Cash15,067.50 Jose Bunag, Capital15,067.50 Computation: Pedro Castro, Capital (1)P600P31,400 (2)20035(3) (4)100400(6) (5)___800 P1,700P31,835 P30,135 Jose Bunag, Capital:1/2 x P30,135 = P15,067.50 Partnership – Basic Considerations and Formation 9 b.A new set of books will be used Books of Pedro Castro To adjust the assets and liabilities. See Requirement (a). To close the books. Notes Payable4,000 Accounts Payable10,000 Accrued Interest Payable100 Allowance for Bad Debts1,200 Accumulated Depreciation – Furniture and Fixtures1,400 Pedro Castro, Capital30,135 Cash6,000 Notes Receivable3,000 Accounts Receivable24,000 Accrued Interest Receivable35 Merchandise Inventory7,400 Office Supplies400 Furniture and Fixtures6,000 New Partnership Books To record the investment of Pedro Castro. Cash6,000 Notes Receivable3,000 Accounts Receivable24,000 Accrued Interest Receivable35 Merchandise Inventory7,400 Office Supplies400 Furniture and Fixtures6,000 Notes Payable4,000 Accounts Payable10,000 Accrued Interest Payable100 Allowance for Bad Debts1,200 Accumulated Depreciation – Furniture and Fixtures1,400 Pedro Castro, Capital30,135 To record the investment of Jose Bunag. Cash15,067.50 Jose Bunag, Capital15,067.50 10Chapter 1 2. Castro and Bunag Partnership Balance Sheet October 1, 2008 A s s e t s CashP21,067.50 Notes receivable3,000.00 Accounts receivableP 24,000 Less Allowance for bad debts___1,20022,800.00 Accrued interest receivable35.00 Merchandise inventory7,400.00 Office supplies400.00 Furniture and fixtures6,000 Less Accumulated depreciation___1,400__4,600.00 Total AssetsP59,302.50 Liabilities and Capital Notes payableP 4,000.00 Accounts payable10,000.00 Accrued interest payable100.00 Pedro Castro, Capital30,135.00 Jose Bunag, Capital_15,067.50 Total Liabilities and CapitalP59,302.50 Problem 1 – 2 Contributed Capitals: Jose:Capital before adjustmentP 85,000 Notes Payable62,000 Undervaluation of inventory13,000 Underdepreciation( 25,000)P 135,000 Pedro:Cash28,000 Pablo:Cash11,000 Marketable securities_57,500 ­___68,500 Total contributed capitalP 231,500 Agreed Capitals: Bonus Method: Jose (P231,500 x 50%)P115,750 Pedro (P231,500 x 25%)57,875 Pablo (P231,500 x 25%)__57,875 TotalP231,500 Partnership – Basic Considerations and Formation 11 Goodwill Method. To have a goodwill, the only possible base is the capital of Pablo. The computation is: ContributedAgreed CapitalCapitalGoodwill JoseP135,000P137,000 (50%)2,000 Pedro28,00068,500 (25%)40,500 Pablo__68,500__68,500 (25%)_____– TotalP231,500274,00042,500 Total agreed capital (P68,500 ï‚ ¸ 25%) = 274,000 Jose, Pedro and Pablo Partnership Balance Sheet June 30, 2008 Bonus MethodGoodwill Method Assets: CashP 49,000P 49,000 Accounts receivable (net)48,00048,000 Marketable securities57,50057,500 Inventory85,00085,000 Equipment (net)45,00045,000 Goodwill______–__42,500 TotalP284,500P327,000 Liabilities and Capital: Accounts payableP 53,000P 53,000 Jose, capital (50%)115,750137,000 Pedro, capital (25%)57,87568,500 Pablo, capital (25%)__57,875__68,500 TotalP284,500P327,000 Problem 1 – 3 1.Books of Pepe Basco To adjust the assets. a.Pepe Basco, Capital3,200 Estimated Uncollectible Account3,200 b.Pepe Basco, Capital500 Accumulated Depreciation – Furniture and Fixtures500 12Chapter 1 To close the books. Estimated Uncollectible Account4,800 Accumulated Depreciation – Furniture and Fixtures1,500 Accounts Payable3,600 Pepe Basco, Capital31,500 Cash400 Accounts Receivable16,000 Merchandise Inventory20,000 Furniture and Fixtures5,000 2.Books of the Partnership To record the investment of Pepe Basco. Cash400 Accounts Receivable16,000 Merchandise Inventory20,000 Furniture and Fixtures5,000 Estimated Uncollectible account4,800 Accumulated Depreciation – Furniture and Fixtures1,500 Accounts Payable3,600 Pepe Basco, Capital31,500 To record the investment of Carlo Torre. Cash47,250 Carlo Torre, Capital47,250 Computation: Pepe Basco, capital (Base)P31,500 Divide by Pepe Basco’s P & L ratio___40% Total agreed capitalP78,750 Multiply by Carlo Torre’s P & L ratio___60% Cash to be invested by Carlo TorreP47,250 Problem 1 – 4 a.Roces’ books will be used by the partnership Books of Sales 1.Adjusting Entries (a)Sales, Capital3,200 Accumulated Depreciation – Fixtures3,200 (b)Goodwill32,000 Sales, Capital32,000 Partnership – Basic Considerations and Formation 13 2.Closing Entry Allowance for Bad Debts12,800 Accumulated Depreciation – Delivery Equipment8,000 Accumulated Depreciation – Fixtures91,200 Accounts Payable64,000 Notes Payable40,000 Accrued Taxes8,000 Sales, Capital224,000 Cash4,800 Accounts Inventory72,000 Merchandise Inventory192,000 Prepaid Insurance3,200 Delivery Equipment48,000 Fixtures96,000 Goodwill32,000 Books of Roces (Books of the Partnership) 1.Adjusting Entries (a)Roces, Capital1,600 Allowance for Bad Debts1,600 (b)Accumulated Depreciation – Fixtures16,000 Roces, Capital16,000 (c)Merchandise Inventory8,000 Roces, Capital8,000 (d)Goodwill40,000 Roces, Capital40,000 2.To record the investment of Sales. Cash4,800 Accounts Receivable72,000 Merchandise Inventory192,000 Prepaid Insurance3,200 Delivery Equipment48,000 Fixtures96,000 Goodwill32,000 Allowance for Bad Debts12,800 Accumulated Depreciation – Delivery Equipment8,000 Accumulated Depreciation – Fixtures91,200 Accounts Payable64,000 Notes Payable40,000 Accrued Taxes8,000 Sales, Capital224,000 14Chapter 1 b.Sales’ books will be used by the partnership Books of Roces 1.Adjusting Entries See Requirement (a). 2.Closing Entry Allowance for Bad Debts1,600 Accumulated Depreciation – Delivery Equipment12,800 Accumulated Depreciation – Fixtures64,000 Accounts Payable104,000 Accrued Taxes6,400 Roces, Capital224,000 Cash14,400 Accounts Receivable57,600 Merchandise Inventory132,800 Prepaid Insurance4,800 Delivery Equipment19,200 Fixtures144,000 Goodwill40,000 Books of Sales (Books of the Partnership) 1.Adjusting Entries See Requirement (a). 2.To record the investment of Roces. Cash14,400 Accounts Receivable57,600 Merchandise Inventory132,800 Prepaid Insurance4,800 Delivery Equipment19,200 Fixtures144,000 Goodwill40,000 Allowance for Bad Debts1,600 Accumulated Depreciation – Delivery Equipment12,800 Accumulated Depreciation – Fixtures64,000 Accounts Payable104,000 Accrued Taxes6,400 Roces, Capital224,000 Partnership – Basic Considerations and Formation 15 c.A new set of books will be opened by the partnership Books of Roces 1.Adjusting Entries See Requirement (a). 2.Closing Entry See Requirement (b). Books of Sales 1.Adjusting Entries See Requirement (a). 2.Closing Entry See Requirement (a). New Partnership Books To record the investment of Roces and Sales. Cash19,200 Accounts Receivable129,600 Merchandise Inventory324,800 Prepaid Insurance8,000 Delivery Equipment (net)46,400 Fixtures (net)84,800 Goodwill72,000 Allowance for Bad Debts14,400 Accounts Payable168,000 Notes Payable40,000 Accrued Taxes14,000 Roces, Capital224,000 Sales, Capital224,000 16Chapter 1 Problem 1 – 5 1.To close Magno’s books. Allowance for Bad Debts1,000 Accounts Payable6,000 Notes Payable10,000 Accrued Interest Payable300 R. Magno, Capital24,700 Cash5,000 Accounts Receivable13,000 Merchandise Inventory12,000 Equipment3,000 Other Assets9,000 2.To adjust the books of Lagman. Goodwill8,000 Allowance for Bad Debts210 J. Lagman, Capital7,790 3.To record the investment of Magno. Cash5,000 Accounts Receivable13,000 Merchandise Inventory12,000 Equipment3,000 Other Assets9,000 Allowance for Bad Debts1,000 Accounts Payable6,000 Notes Payable10,000 Accrued Interest Payable300 R. Magno, Capital24,700 To adjust the investments of the partners. Cash10,300 R. Magno, Capital10,300 (P35,000 – P24,700 = P10,300) J. Lagman, Capital35,790 Cash23,300 Accounts Payable to J. Lagman12,490 (P63,000 + P7,790 = P70,790 – P35,000 = P35,790) Partnership – Basic Considerations and Formation 17 4. Lagman and Magno Balance Sheet December 31, 2008 A s s e t s CashP – Accounts receivableP34,000 Less Allowance for bad debts1,21032,790 Merchandise inventory21,000 Equipment8,000 Other assets46,000 Goodwill___8,000 Total AssetsP115,790 Liabilities and Capital Accounts payableP 18,000 Notes payable15,000 Accrued interest payable300 Accounts payable to J. Lagman12,490 J. Lagman, capital35,000 R. Magno, capital__35,000 Total Liabilities and CapitalP115,790 Problem 1 – 6 1.Books of Toledo Toledo, Capital4,800 Allowance for Bad Debts (15% x P32,000)4,800 Books of Ureta Ureta, Capital2,400 Allowance for Bad Debts (10% x P24,000)2,400 Cash (90% x P12,000)10,800 Loss from Sale of Office Equipment1,200 Office Equipment12,000 Toledo, Capital (1/4 x P1,200)300 Ureta, Capital900 Loss from Sale of Office Equipment1,200 18Chapter 1 2.New Partnership Books Cash3,200 Accounts Receivable32,000 Merchandise40,000 Office Equipment10,000 Allowance for Bad Debts4,800 Accounts Payable10,000 Notes Payable2,000 Toledo, Capital68,400 To record the investment of Toledo. Cash22,800 Accounts Receivable24,000 Merchandise36,000 Toledo, Capital300 Allowable for Bad Debts2,400 Accounts Payable16,000 Ureta, Capital64,700 To record the investment of Ureta. 3.Cash3,400 Ureta, Capital3,400 To record Ureta’s cash contribution. Computation: Toledo, capital (P68,400 – P300)P 68,100 Divide by Toledo’s profit share percentage____50% Total agreed capital of the partnershipP136,200 Multiply by Ureta’s profit share percentage____50% Agreed capital of UretaP 68,100 Ureta, capital__64,700 Cash contribution of UretaP 3,400 or Toledo, capital (P68,400 – P300)P 68,100 Less Ureta, capital__64,700 Cash contribution of UretaP 3,400 Partnership – Basic Considerations and Formation 19 4. Toledo and Ureta Partnership Balance Sheet July 1, 2008 A s s e t s CashP 29,400 Accounts receivableP56,000 Less Allowance for bad debts__7,20048,800 Merchandise76,000 Office equipment__10,000 Total AssetsP164,200 Liabilities and Capital Accounts payableP 26,000 Notes payable2,000 Toledo, capital68,100 Ureta, capital__68,100 Total Liabilities and CapitalP164,200

Hofstede’s Model Of Organisational Culture The WritePass Journal

Hofstede’s Model Of Organisational Culture ABSTRACT Hofstede’s Model Of Organisational Culture ABSTRACTINTRODUCTIONWHAT IS..â€Å"CULTURE†?ORGANIZAITONAL CULTUREProcess oriented vs goal orientedParochial vs professionalOpen system vs closed systemEmployee oriented vs job orientedTighter control vs loose controlNormative vs pragmaticCRITICISMS OF HOFSTEDE’S MODELARGUMENTS IN FAVOUR OF HOFSTEDE’S MODELA CASE STUDY OF SONY ERICSSONORGANIZATIONAL CULTURE IN SONY ERICSSONCONCLUSIONREFERENCERelated ABSTRACT Organizational culture has become the buzzword in popular management with many experts suggesting it as an important determinant for organizational success. Management researchers have been quick to point out the impact that organizational culture may have on the effectiveness of the organization and have called for an increase in the attention paid to organizational culture. With more emphasis being placed on organizational culture, it becomes important to understand the appeal of this concept and examine its impact on management within the organization This paper thus explores on the concept of â€Å"organizational culture† and examines its impact on behaviours and management of the organization. This will involve identifying one associated mode or theory and evaluating or determining the extent to which the chosen model plays a part in defining the style of management. A case study of Sony Ericsson will also be employed to help illustrate the application of hofstede’s model of organizational culture. The study will also identify limitations of this model and the strengths that have enabled it to be used as a basis for most research analyses. INTRODUCTION Organizational culture has become the buzzword in popular management with many experts suggesting it as an important determinant for organizational success (Schein 1999). While the association between organizational culture and organizational success is far from certain, it is obvious that each organization has its own unique social structure which drives much of the individual behavior within that organization. Management researchers have been quick to point out the impact that organizational culture may have on the effectiveness of the organization and have called for an increase in the attention paid to organizational culture (Siehl Martin 1998).   With more emphasis being placed on organizational culture, it is important to understand the appeal of this concept and examine its impact on management within the organization. This study thus explores on the concept of organizational culture and examines its impact on management style. This will involve identifying one associated mode or theory and evaluating or determining the extent to which the chosen model plays a part in defining the style of management. In this regard, Hofstede’s ideas will form the basis of our analysis of organizational culture. WHAT IS..â€Å"CULTURE†? The term culture has been given varied set of definitions by various scholars. Kroeber Kluckholn (1952), for example, defined culture as consisting of patterns of behaviour acquired and transmitted through symbols, and which constitute distinctive achievement of human groups including their embodiment in artifacts. Hofstede (1980), on the other hand, defined culture as the collective programming of the mind which differentiates members of one human group in the society from the rest. While Symington (1983) defined it as a complex whole which include belief, knowledge, morals, art, customs, capabilities and habits acquired in the society.   These definitions suggest culture to consist of a set of value systems that are shared equally by members in the society and which binds people together. With the above conceptualization of culture, we can now define what we mean by organizational culture. ORGANIZAITONAL CULTURE Organizational culture can simply be defined as a set of values, assumptions and beliefs that define the behaviours and style of management in an organization (O’Reilly et.al, 1991).  There are three main sources of influence believed to interact to create organizational culture. These are the beliefs and values held by the leaders of the organization, the characteristics of the industry in which the organization is within, and the broader society in which the organization operates (O’Reilly et.al, 1991). The most influential model used by management researchers and which has formed the basis of most analyses of organizational culture is Hofstedes model. While most noted for his groundbreaking work on dimensions of national culture, Hofstede also identified six dimensions of organizational culture which can be used in defining the style of management in an organization. Process oriented vs goal oriented The process oriented vs result oriented dimension is concerned with the effectiveness of the organization. A key feature of a process oriented culture is the means or rather the way in which work has to be conducted. While in a result oriented culture, emphasis is placed on the goals of the organization. That is, employees are primarily out to achieve specific organizational goals even if the risks involved are substantial (Hofstede 2001). Parochial vs professional This dimension reflects the internal and external frame of the organization (Hofstede 2001). In a local culture the identity of the employees is with the immediate manager. Hence employees within this culture are internally focused and directed and there is also a strong social control. The converse is true in a professional culture where the identity of the employees is largely determined by the profession and content of the job. Open system vs closed system The open system vs closed system dimension reflects the communication climate of the organization (Hofstede 2001). For an open system, new employees are welcomed and there is the belief that everyone fits well in the organization. While for a closed system, it is difficult to join and it is believed that only a certain kind of individuals may fit in the organization. Employee oriented vs job oriented This dimension relates to the management philosophy in the organization. In an employee oriented organizational culture, concern is mainly on employee satisfaction. The staff members feel that their own personal problems and welfare is taken into account by the organization. While for a job oriented organizational culture, work is characterized by heavy pressure to perform the specific task at the expense of the employee (Hofstede 2001). Tighter control vs loose control This dimension relates to structuring, control and discipline in the organization. A tight control culture is characterized by seriousness and punctuality while the features of a loose control culture are casual and improvisation (Hofstede 2001). Examples of organizations that are often found within tighter controls are banks and pharmaceutical companies while those found in loose control are research laboratories and advertising agencies (Hofstede 2001). Normative vs pragmatic This dimension reflects on the methods employed by organizations when dealing with the environment in general and customers in particular. It describes the level of customer oreintation. Pragmatic cultures are flexible and more market driven while normative cultures are rigid and often emphasize on following applicable laws and rules (Hofstede 2001). Hofstede labeled organizations involved in the sale of services as pragmatic while those engaged in application of laws and rules as normative. CRITICISMS OF HOFSTEDE’S MODEL Hofstedes ground breaking work on culture has indeed provided valuable insights into the management styles and dynamics of cross cultural relationships. However, his highly influential findings have not been without criticisms. A number of academics have discredited his work in part or whole. Critics have argued that survey was not an important instrument that could be used in accurately determining and measuring the culture of organizations (Jones 2007). A survey of a set of limited questions certainly cannot adequately and comprehensively provide an in-depth understanding of culture of an organization. In response to this criticism, Hofstede argued that survey was one method and certainly not the only method that was used. Hofstedes model has also been criticized on the basis that the five or six dimensions did not provide sufficient information about cultural differences (Jones 2007). In this regard, Hofstede agreed that his analysis was too narrow to credibly argue for the universal validity and sufficiency of the six dimensions of organizational culture that he identified. And in fact, suggested for additional dimensions to his original work. He also noted that some of the six dimensions that he identified may be less useful when analyzing other types of organizations in other countries (Jones 2007). A third criticism is that Hofstede’s work is seen as outdated, especially with the rapid changes in the global environment (Jones 2007). This critique has further been put forward by Holden (2002) who points out that the data used by Hofstede in his dimensions of organizational culture seem to have been gathered over 30 years ago and is therefore no longer applicable to the modern day world. In response to this criticism, Hofstede (1998) pointed out that a number of recent replications had confirmed his findings. Hofstede’s model is also criticized on grounds of his one company approach. Hofstedes analysis supposed that a single IBM organizational culture could be used to make inferences about the entire world wide organizational cultures (Jones 2007). A study fixated on one company certainly cannot be used to make inferences about the entire world wide organizational cultures. The validity of his dimensions of organizational culture has thus been questioned and his model considered to be non-comprehensive as the study was based on data collected from a single company using questionnaires that lacked academic foundation. Critics have also argued that Hofstede failed to recognize the diversity in his analysis of IBM culture (Jones 2007). He ignored extensive literature which suggested that there were multiple, dissenting and emergent cultures in an organization. If we are to ignore the assumption of a single culture in IBM and acknowledge the diversity in culture at IBM, then his analysis is likely to collapse. After years of publication of his analysis on organizational culture based on the IBM survey data, Hofstede begun to acknowledge the presence of cultural diversity within and between units in the same organization. However, despite recognizing flaws in his work, Hofstede fails to admit error or weakness in his analysis. Accepting that organizations had multiple cultures as opposed to his assumption of a single culture would seem to undermine a crucial part of his analysis. ARGUMENTS IN FAVOUR OF HOFSTEDE’S MODEL Despite these criticisms, Hofstedes work is widely acknowledged and used by many scholars and practictioners due to its mainly appealing attributes. Sondergaard (1994) noted that hofstedes analysis on corporate culture received 1,036 citations in comparison with another highly regarded study by Miles Snow (1978) which only received 200 citations. Moreover, a number of researchers have replicated Hofstedes study including Trompenaars Hampden-Turner (1997). Some of the strengths that have enabled it to be used as the basis of most research analyses include: Relevance: Hofstedes discoveries came at a time when there was very little known about culture and businesses were just globalizing and were in need of advice (Jones 2007). Hofstedes framework exceeded this demand and became widely accepted by many scholars and practitioners. His work offered guidance to managers who were expanding their businesses as cultures were clashing and creating difficulties (Jones 2007). Rigour Hofstede model is based on a rigorous research design with systematic data and is built on a coherent theory (Jones 2007). Simplicity: Knudsen Loloma (2007) argues that hofstedes model has remained influential and successful due to its simplicity of appliance. His analysis of culture offered a simple way of understanding organizational culture. The six dimensions that define organizational culture put forth by Hofstede made it easier for managers and researchers to understand corporate culture without the need of expert knowledge. Relative accuracy: strength of Hofstedes model is also reflected in its level of accuracy. Majority of the replications conducted by other researchers have confirmed Hofstedes findings. Four replications have concurred fully with Hofstede’s findings while fifteen showed partial confirmation (Jones 2007). Moreover, Hofstedes framework has become very influential in management studies and is most widely cited in social sciences. His work remains instrumental in the implementation of various business systems in organizations including entrepreneurial behaviour, workgroup performance and dynamics, leadership styles, participative management and management control systems among many others (Jones 2007). A CASE STUDY OF SONY ERICSSON In order to explore on the extent to which hofstede model plays a part in defining management style, we will conduct a case study of Sony Ericsson, a joint venture between Sony and Ericsson. Sony Ericsson has its headquarters and all of its management based in the UK. The firm aims at becoming the most innovative and attractive mobile brand globally (Cooper Ross 2007). ORGANIZATIONAL CULTURE IN SONY ERICSSON Organizational culture has long been acknowledged as an important factor for driving behaviour, decision making and shaping management style at Sony Ericsson. With regard to the rules and procedures, Sony Ericson follows a certain procedure laid down by the firm (Cooper Ross 2007). While it is not a requirement for employees to follow strict dress code and office timings, it is mandatory for employees at Sony Ericsson to abide by the business ethics and code of conduct (Cooper Ross 2007). Since the firm does not follow a strict dress code and office timings, it can be concluded that the organization employs a loose control culture. With regard to employee evaluation and performance, the staffs at Sony Ericsson are not differentiated on their individual performance and are allowed to participate in decision making except at the higher level which requires the executive management team only (Cooper Ross 2007). Sony Ericsson’s corporate culture is also more employee oriented with managers more concerned on the welfare and employee satisfaction. Sony Ericsons organizational culture is also very professional as employees are subjected to scrutiny checks prior to their appointment to ensure that individuals hired are competent and have a certain level of experience deemed necessary for the position (Tayeb 2001). With regard to normative and pragmatic approach, the firm is seen in between, as its organizational culture is both normative and pragmatic oriented. While Sony Ericsson focuses on meeting customer and market needs, the firm also adheres to certain rules and guidelines in meeting these needs (Tayeb 2001). Clearly, Hofstede’s model plays a significant part in defining the management style and organizational behaviour at Sony Ericsson. CONCLUSION There is no doubt that Hofstede’s model is one of the most widely acknowledged and used piece of research. His ground breaking work on culture has indeed provided valuable insights into the management styles and dynamics of cross cultural relationships as evident in Sony Ericsson. A number of academics have however discredited his work in part or whole. Although Hofstedes work on culture has been heavily criticized on grounds of his one company approach, survey methodological approach, and for fewer dimensions and his assumption of a single organizational culture; majority of his findings have had remarkable effect on practitioners and researchers and continue to guide multi-national practitioners into the global future. While there is a high level of controversy in his analysis of culture, there is no doubt that his study is one of the most influential in the analysis of organizational culture. REFERENCE Hofstede, G., 2001. Culture’s consequences. 2nd edition. Thousand Oaks, CA: Sage publications Hofstede, G., 1998. Attitudes, Values and Organizational Culture: Disentangling the concepts. Organization Studies 19(3): 477. Hofstede, G., 1980. Cultures Consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications. Hofstede, G., Neuijen, B., Ohayv, D. D., and G. Sanders, 1990. â€Å"Measuring Organizational Cultures: A Qualitative and Quantitative Study across Twenty Cases†. Administrative Science Quarterly, 35(2), 286-316. Holden, N., 2002. Cross-Cultural Management – A Knowledge Management Perspective. Harlow: Prentice Hall. Jones, M.L., 2007. Hofstede culturally questionable? Oxford, UK. Kroeber, A. L. and C. Kluckhohn, 1952. Culture: A critical review of concepts and definitions. Cambridge, MA: Harvard University press Knudsen Loloma, 2007. The consequences of cultures consequences. A critical approach to culture as collective programming applied to cross-cultural crews. Journal of Maritime Affairs. Vol . 8 (2), pp.105 -121 Miles, R and C. Snow, 1978. Organizational Strategy, Structure, and Process. New York, NY: McGraw-Hill. O’Reilly, C., Chatman, J., and D. Caldwell, 1991. â€Å"People and organizational culture: A profile comparison approach to assessing person-organization fit†. Academy of Management Journal, 34:487-516. Rose, R., 2008. Organizational culture as a root of performance improvement: research and recommendations. Contemporary management research. Vol.4, p. 43-46 Schein, E., 1999. The corporate culture survival guide. San Francisco: Jossey Bass. Schwartz, S.H., 1994. â€Å"Beyond individualism/collectivism†. In: Kim, U., Triandis, H.C. et al. (eds) Individualism and Collectivism: Theory, Method, and Applications: Vol. 18, Thousand Oaks, CA, Sage Siehl, C. J. Martin, 1998. â€Å"Measuring Organizational Culture: Mixing Qualitative and Quantitative Methods†. In: Jones, M.O, et al. (eds), Inside Organizations: Understanding the Human Dimension, Newbury Park, CA, Sage Publications, pp.79-103. Sinha, 2000. Patterns of work culture. Sage publications Sà ¸ndergaard, M., 1994. Hofstedes consequences: A study of reviews, citations and replications. Organization Studies 15(3): 447. Symington, J. W., 1983. Learn Latin America’s Culture. New York Times. Tayeb, M. H., 2001. International Business Partnership. New York: Palgrave. Trompenaars, F. and C. Hampden-Turner, 1997. Riding the waves of culture: understanding cultural diversity in business. London, Nicholas Brearley.

Using Writing Bursts to Generate Ideas and Enthusiasm

Using Writing Bursts to Generate Ideas and Enthusiasm Using Writing Bursts to Generate Ideas and Enthusiasm Using Writing Bursts to Generate Ideas and Enthusiasm By Ali Hale Many of us want to write fiction but rarely manage to get round to it. We struggle to find a free hour to write in – or the energy to write. Doing writing bursts is a great way to get going when time is short and motivation flagging. What is a writing burst? I came across the concept in Robert Graham’s How to Write Fiction (And Think About It). Mini-exercises are scattered throughout the book, and Graham explains: Every class I teach begins with a 10 minute writing exercise which I call a writing burst. I give a stimulus and ask the class to start writing, keep writing for 10 minutes and not to worry for one second about the quality of the work appearing on the paper. When the thought of sitting down and writing a whole short story is daunting, it’s much easier to find 10 minutes. Open your notebook or word-processing program of choice, write the burst at the top, then set a timer – and write without stopping or looking back. How do writing bursts help? I use writing bursts when I have very little time in the day to write, but wanted to feel I’ve achieved something. They’re also great for establishing a creative mood at the beginning of a longer writing session. You can use the material you produce as a starting point for longer pieces. One of mine became a thousand-word â€Å"twist in the tale† short story that I’ve submitted to a woman’s fiction magazine. The bursts help you to generate new or unusual ideas – I come up with more creative and interesting concepts than usual, because I don’t stop to self-edit. Where do you find them? There are plenty of sources for writing burst prompts. The Writers’ Book of Matches, by Writers’ Digest Books, is a collection of â€Å"1,001 prompts to ignite your fiction†. The Pocket Muse: Ideas and Inspirations for Writing has some similar exercises, as well as photo prompts to help spark your writing. Competitions which give a first line can be used as writing bursts. Famous quotes can work well, so long as they’re short. Phrases or lines from a story you’ve read that inspire you are also good starting points. What variations are there? If you’ve tried a few writing bursts and you’re starting to get bored, the concept is open to any number of tweaks. When ten minutes starts to seem too rushed, you could lengthen the burst to fifteen or twenty minutes. If your ideas seem stale or trite, try writing with a friend: use the same prompt and swap the pieces that emerge. Alternatively, use multiple prompts – pick two prompts at random and figure out how to use them both. If you’re writing a novel or extended piece of fiction and have ground to a halt, use a prompt to get going again. You can always cut the scene out later – but it just may give your story the new life it needs. Some writing prompts After completing a solo camping trip, a woman gets her film developed and discovers that several photos are of her †¦ sleeping. (From 1,001 Prompts) â€Å"That was the moment I wished I could remember what we’d been taught.† (from How to Write Fiction) â€Å"She’s been told.† (from How to Write Fiction) â€Å"When a man knows he is to be hanged in a fortnight, it concentrates his mind wonderfully.† (Samuel Johnson) A man sneezes painfully. He looks into his handkerchief and finds something that looks like a microchip. (From 1,001 Prompts) â€Å"The place is very well and quiet and the children scream only in a low voice.† (Byron) Pick one of the prompts now – you can afford ten minutes – grab that blank page, and go! 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 Fiction Writing category, check our popular posts, or choose a related post below:20 Great Similes from Literature to Inspire YouComma Before ButList of 50 Compliments and Nice Things to Say!

China's economic discussion Assignment Example | Topics and Well Written Essays - 250 words

China's economic discussion - Assignment Example It has taken many decades for Chinese companies to compete on a national and global stage, but an increasingly educated workforce has helped to contribute to this. Before, the working Chinese population was not highly educated and thus could not perform technology intensive jobs. Another thing that MNCs will have to watch out for is labor shortages. Because of China’s one-child policy in the 1970’s and 80’s, there will be fewer young workers available for jobs in the future. In addition to this, labor costs will rise as the standard of living increases in China. As Chinese workers are becoming more skilled, they will demand pay that appropriately matches their skills. Finally, MNCs will need to change their focus to countryside Chinese cities, which are expected to experience huge growth in the not too distant future. Many MNCs are based in major cities in the eastern part of China, but this area has already experienced major

Summarize the Article Essay Example | Topics and Well Written Essays - 250 words - 4

Summarize the Article - Essay Example After which they analyzed each person’s clinical examination result and identified what risk factors have stimulated the syndrome. Through this method, they were able to come up with a conclusion that people who are highly stressed at work usually belong to an industry where the job demand is high. Also, the work environment also played a huge role in adding up to the job strain the participants encounter, with which through time caused heart diseases. Because of this stress they go through based on the nature of work and the environment of their workplace, these people tend to embrace an unhealthy lifestyle as a way of de-stressing such as by smoking and drinking. I would say that considering the motivations and the effects of stress towards a certain person’s lifestyle in this study is one of the strengths of this research. Indeed, this study is not only informational but is very significant today especially when almost everyone deems stress as a normal variable for success. Though this is true, it is more important to highlight the reality that â€Å"health is wealth† and continue on persevering at work with this kind of mindset, so neither success or health is