Free Essays on Dr Jeckel Mr. Hyde

The story of Dr. Jekyll and Mr. Hyde is one that would have the most intelligent person thinking out loud to himself, â€Å"What the heck is going on in this story?† The way the story flows is in many ways, like a suspense movie where the audience wonders what will happen next or who the killer might be, but the question that this reader needed an answer to was â€Å"Who in the world was Mr. Hyde?† Dr. Jekyll and Mr. Hyde began with a lawyer, Mr. Utterson, talking with his cousin, Mr. Enfield, about a detestable looking man, Mr. Hyde, who had stomped on a young girl and thought nothing of it. Mr. Hyde was a man, that just by the mere sight of him, any human being would be disgusted. The author gave the reader no chance in ever liking Mr. Hyde because not only did he commit a heinous act when he stomped over this little girl and not look back, but at the same time, Mr. Hyde was a secretive man whose face the reader could not see, but when the reader did get a visual from the story, it was detestable because that is what the author described. The author describes Mr. Hyde as â€Å"something wrong with his appearance; something displeasing, something downright detestable. I never saw a man I so disliked, and yet I scarce know why. He must be deformed somewhere; he gives a strong feeling of deformity, although I couldn’t specify the point. He’s an extraordinary looking man, and yet I really can name nothing out of the way. No sir; I can make no hand of it; I can’t describe him. And it’s not want of memory; for I declare I can see him this moment† (Stevenson, p. 282). With a description like that, would anyone want to be around a human being like that? More than likely the answer would be no. So the description of Mr. Hyde early on turns the reader off to Mr. Hyde no matter what is said later on in the story. The question remained, who was Mr. Edward Hyde? It seemed to Mr. Utterson that only Dr. Henry Jekyll could answer t... Free Essays on Dr Jeckel Mr. Hyde Free Essays on Dr Jeckel Mr. Hyde The story of Dr. Jekyll and Mr. Hyde is one that would have the most intelligent person thinking out loud to himself, â€Å"What the heck is going on in this story?† The way the story flows is in many ways, like a suspense movie where the audience wonders what will happen next or who the killer might be, but the question that this reader needed an answer to was â€Å"Who in the world was Mr. Hyde?† Dr. Jekyll and Mr. Hyde began with a lawyer, Mr. Utterson, talking with his cousin, Mr. Enfield, about a detestable looking man, Mr. Hyde, who had stomped on a young girl and thought nothing of it. Mr. Hyde was a man, that just by the mere sight of him, any human being would be disgusted. The author gave the reader no chance in ever liking Mr. Hyde because not only did he commit a heinous act when he stomped over this little girl and not look back, but at the same time, Mr. Hyde was a secretive man whose face the reader could not see, but when the reader did get a visual from the story, it was detestable because that is what the author described. The author describes Mr. Hyde as â€Å"something wrong with his appearance; something displeasing, something downright detestable. I never saw a man I so disliked, and yet I scarce know why. He must be deformed somewhere; he gives a strong feeling of deformity, although I couldn’t specify the point. He’s an extraordinary looking man, and yet I really can name nothing out of the way. No sir; I can make no hand of it; I can’t describe him. And it’s not want of memory; for I declare I can see him this moment† (Stevenson, p. 282). With a description like that, would anyone want to be around a human being like that? More than likely the answer would be no. So the description of Mr. Hyde early on turns the reader off to Mr. Hyde no matter what is said later on in the story. The question remained, who was Mr. Edward Hyde? It seemed to Mr. Utterson that only Dr. Henry Jekyll could answer t...

How to Make Your Own Cookbook in 5 Simple Steps

How to Make Your Own Cookbook in 5 Simple Steps How to Publish a Cookbook in 5 Easy Steps So you’ve been blogging about your favorite recipes? Maybe you have always loved cooking, and mentally amend the dishes you eat when you go to restaurants? Perhaps you’ve been racking up quite a following on Instagram with your â€Å"how to make† videos. If any of these describe you, there’s a good chance you’ve also thought that it might be time to step your love of food up a notch, and make your own cookbook. Tips for writing a cookbook: People always want to buy a cookbook, even when the market's down. Food and Drink is one of non-fiction’s hottest genres: as award-winning food stylist and editor Ashley Strickland Freeman says, â€Å"People will always want to buy a cookbook - even when the market is down. Everyone's got to eat and there is just something about holding and flipping through a beautiful cookbook to get you inspired.† As a result, it’s a crowded and highly competitive market - so you need to make sure that you really put your best whisk forward as you get ready to publish.So if you’ve been struck by culinary genius, or simply have an idea for a cookbook simmering away: preheat your oven, assemble your ingredients, and grab a pen. We’re here to help you get the ball of dough rolling by explaining the steps to make your own cookbook.Step 1: Nail down the what, why, and who of your cookbookStart your cookbook by connecting the dots between these three aspects: the type of cookbook, the reason you should write it, and who will read it. Once you’ve nailed down those basics, you should be able to complete this sentence:.So for instance: â€Å"Vegans will enjoy The Oh She Glows Cookbook, because it offers recipes that will help them develop their plant-based cooking skills.† Or: â€Å"Beginner cooks will enjoy Martha Stewart's Cooking School, because it offers a culinary masterclass for chefs-to-be who are just getting started in the kitchen.† Read on to find out how to start your cookbook by nailing down it's concept, goal, and audience. In other words, you need to know the what, why, and who of your cookbook. Now let’s get cooking!What kind of cookbook should you make?Just as a novel has a plot and belongs to a genre, cookbooks also need a story, a concept, an angle, a shtick - whatever you want to call it. So first and foremost, you need to establish the type of cookbook you want to write.Comprehensive Offers large varieties of recipes from beginner level to advanced, and is meant to act as an all-encompassing resource on the subject - such as Mark Bittman’s How to Cook Everything.50 Book Marketing Ideas Every Author Needs to Know Read post What about marketing?Perhaps the most challenging part of self-publishing is getting people to buy your books. Thankfully, there is a wealth of book marketing knowledge that authors can tap into when formulating their plan.One thing that indie cookbook authors should bear in mind is the fact that they will have a lot of opportunities for creating content. Unique recipes paired with professional-grade photography (which you can take from your book) should help you pitch guest posts to other sites - and keep subscribers to your mailing list engaged.If you’re still not quite sure which publishing path is for you, check out our quiz: Should You Self-Publish or Traditionally Publish? Tips on publishing a cookbook: show how your cookbook is different from what's already out there. Food made with love always tastes better. The above steps can help you translate this passion to the page, and get your recipes ready to share with the world of readers and cooks out there. If you’re looking for more information on making and publishing your own cookbook, enroll in our free, ten-day course: How to Turn Your Cookbook Idea into a Reality.Happy cooking and writing!Are you an aspiring or experienced cookbook writer? Share your thoughts in the comments below.

UN Resolution on Israel (assigned Country is Nigeria) 1.15 single Essay

UN Resolution on Israel (assigned Country is Nigeria) 1.15 single spacings - Essay Example ons Human Rights Council of 24 January 2008 and of the United Nations  Office for the Coordination of Humanitarian Affairs of 25 May 2010, as well as the statements conveyed by the United Nations Special Rapporteurs present in the Gaza Strip, Fully alarmed that the continuation of the present crisis in the relations between the State of Israel and the Palestinian authorities in the Gaza Strip may undermine the peace process and lead to significant challenges to the regional stability, 1. Calls upon the two Parties concerned to exert all efforts necessary to resolve their differences and to make full use of the instruments of pacific settlement of disputes provided for in Chapter VI of the Charter of the United Nations. Such a settlement shall be conducted under the procedural rules the two Parties find the most beneficial to their common interests, and shall be supervised by the special Commission of the Security Council of the United Nations; 2. Condemns the unjustifiable acts of violence committed by the armed forces of the State of Israel and the paramilitary formations of the Palestinian authorities in the Gaza Strip against the civilians residing both in Israel and Palestine and calls for the objective arraignment of all the persons involved in them; (a) Avoid interfering with independent attempts of international non-governmental organizations to provide humanitarian assistance to the civilian population of the Gaza Strip, invite the States concerned to provide security assistance to the participants in such efforts; 4. Recalls an obligation on both Parties to respect the previous Resolutions of the Security Council with regard to maintenance of the peace and stability in the Middle East and appeals to all Parties concerned to exercise the maximum restraint when faced with mutual disagreements; 5. Welcomes the efforts of the Government of the United Kingdom of Great Britain and Northern Ireland to enable the relaxation of the blockade of the Gaza

Field Report on Hopwood Motorway Service Area . Sustainability Coursework - 1

Field Report on Hopwood Motorway Service Area . Sustainability - Coursework Example I noted that the peak flow and the concentration of pollutants in both water and sediments collected from the management train at Hopwood have recorded a downward trend (Motorway Services Online, 2013: 1). The sediments were received into the watercourse (Booth, et al., 2012: 244). Booth et al. (2012: 244) say that the Hopwood motorway service contains SUDS trains that administer vehicle parking, amenity and petroleum supply areas, as well as access road network, ponds and filter strips. During the fieldwork, I noticed that the motorway service also has swales, porous paving and swamplands (Booth, et al., 2012: 244). Conclusively, having conducted the field survey, the Service area must always be monitored to control the chemicals emitted from the pond. In an event that the wetlands are not well monitored, the wildlife may have access to contaminated water from the service

Microeconomics and the Laws of Supply and Demand Simulation Essay Example for Free

Microeconomics and the Laws of Supply and Demand Simulation Essay Based on Webpedia (2014), microeconomics is the interaction and behavior of individual components within an economic system. About the flip side, yet, he claims that macroeconomics examines the market as an aggregate. While microeconomics has a slim viewpoint of the market, macroeconomics examines the market from a wide standpoint. In the University of Phoenix simulation (n.d), for instance, Atlantis metropolis is a little and pleasant town with sufficient infrastructure, rendering it acceptable to custom. This is often considered as the macroeconomic view of the town because the investigation covers a wide spectrum. The simulation more signifies that there exists a low-traffic and hardly any pollution and low-crime rate. This confirms a more narrow outlook of the metropolis, looking at individual elements of the city which makes it conducive living environment. Acceptable infrastructure can be a generalized notion making it a macroeconomic view of the town. The reference of the parks and home narrows down the area into two sublets of infrastructure, in other words, home and recreational services. A change to the right of the supply curve would suggest that theres been a subsequent rise in the offer of 2-bedroom flats. This was due to a growth in demand impacted by the truth that a brand new firm, Lintech, moved to the town, and there was consequently a population increase along with a subsequent boost in demand of 2-bedroom flats. The entry of new residents had an in earnings, which produced them favor detached houses. Goodlife went farther and converted 400 flats from their 3200 into condos. Equilibrium is the level where the demand and provide curve fulfill in the center. The equilibrium value was initially at $1050 , along with the amount provided was 2000 flat units. A change to the proper in the demand curve, occasioned by means of a growth in populace from Lintech, raises the cost of the models supply staying persistent. When it c omes to decision making, itll be wise for the provider to raise the supply. Yet, change in the tastes of the customers occasioned by means of a rise in income amounts meant demand would fall. A  reduction in need of the 2-bedroom flats on account of modify in tastes lead into a drop in supply, and thus, the demand and also the offer curves would switch to the left. The shift in provide were more compared to the shift in-demand, for instance, it might imply that there will be a deficit in the equilibrium rental fee significance that supply is going to be lower than whats needed. Meaning, the business will need to offer fewer flat units compared to the potential client is prepared to invest to them. The rental rate would need to increase therefore the amount needed reduces until there exists a decrease in deficit. This technique goes on until a brand new equilibrium point is achieved. These forces are at the mercy of different variables to the side of both consumer and provider. For instance, a growth in demand will likely be at the mercy of not only cost, but additionally taste and tastes, the income degree of the customer marketplace and also the size of the marketplace. Growth of supply can be impacted by several other variables for example cost of associated items, dimension of populace and others. In the telephone sector, for instance, the desire is principally geared by pricing, but other variables should be placed into play. Why really would one consider purchasing an iPhone when its deemed really pricey? It really is just since the Apple telephone organization has arch out a market in supplying outstanding quality telephones which are user-friendly. Hence it is imperative to think about the marketplace tendencies to ensure ones merchandises are almost always useful. Microeconomics, as mentioned before, deals and intermingles together with the individual models of the market. In the real-estate business, microeconomics will take a look in the many liv ing conditions of distinct portions of the town and ascertain who dwells there. Microeconomics might assess the person facets which could change an industry, for instance, growth in income, populace designs and client preferences in real-estate. An rich place may have fewer lodging components directly proportionate to the few who make high wages, and not as wealthy places could have more folks because of the exceptionally affordable housing components. Equilibrium in essence will be a culmination of cost and amount ascertained in the micro-level. Price elasticity of demand stems from customer’s responsiveness or sensitivity to changes in price (Colander, n.d, ). In the simulation, a rise in cost caused a reduction in the need of flats. The simulation  advocated the purchase price ought to be optimized to attain maximum gains, while in exactly the same time making sure the pricing would be advantageous to the client. That is the stage of equilibrium. Costs above this level would result in excess and costs beneath would cause a deficit. The simulation continues to be powerful in establishing the potency of the powers of demand and supply. In the simulation, a rise in cost caused a reduction in the need of flats. The simulation advocated the purchase price ought to be optimized to attain maximum gains, while in exactly the same time making sure the pricing would be advantageous to the client. That is the stage of equilibrium. Costs above this level would result in excess and costs beneath would cause a deficit. The simulation continues to be powerful in establishing the potency of the powers of demand and supply. References Colander, D. C. (n.d). Microeconomics ninth edition (9th ed.). Retrieved from The University of Phoenix eBook Collection database PRICE ELASTICITY OF DEMAND. (2014). In Webpedia. Retrieved from http://www.amosweb.com/cgi-bin/awb_nav.pl?s=wpdc=dspk=price+elasticity+of+demand University of Phoenix. (n.d). Applying Supply and Demand Concepts [Multimedia]. Retrieved from University of Phoenix, ECO365 website.

The Planet Neptune :: Space Astronomy

The wonders of the great planet of mysterious Neptune "5,4,3,2,1, LIFTOFF! I think I see something on the radar, it looks to be as if it's a planet! I think I have visual contact, blue, thick clouds and maybe a little liquidy substance, probably water. Wait a minute, I think it's Neptune! We have to report this to the mission control." Neptune, the last planet in the solar system after the planet Pluto was considered not a planet. You might think Neptune and Earth are the same size by just looking at it but it?s not. Neptune is so big that it could fit sixty Earths inside. It is the fourth largest planet in the solar system. Neptune use to share an orbit with Pluto. That declined when Pluto was considered not a planet anymore. The gravity on Neptune is slightly dense. I?ll give you an example, I currently weigh 60 pounds on Earth, and on Neptune I would weigh about 71 pounds. That means there?s about an 11-pound difference on Neptune. The orbit of Neptune is unique. This is because Pluto?s eccentric orbit crosses between Neptune?s orbit. Take an estimate, how long do you think a year on Neptune would be? You probably answered any where between 60 and 90 years. Unfortunately you?re wrong. The correct answer is 165 Earth years. That?s a really long time! A day on Neptune is 16.1 Martian hours or 19.1 Earth hours. The atmosphere on Neptune is made out methane, hydrogen sulfide and water. The temperature on Neptune is 49K or 328ÂÂ °F. If you lived on Neptune (which you can?t!) you would boil. Neptune has four rings. Two of them are hard to see and are faded, Neptune?s rings are made out of dust. A scientist named Johann Gottfried Galle discovered Neptune. Voyager 2 visited Neptune. Neptune was discovered on September 23, 1846. Neptune was named after an Italian goddess named Poseidon or Nethunus or Neptune.

The Usefulness of Traditional and New Performance Measures Used in Nigerian Companies

USEFULNESS OF TRADITIONAL AND NEW PERFORMANCE MEASURES: SOME EVIDENCE FROM NIGERIAN COMPANIES BY DR. (MRS. ) S. L. ADEYEMI DEPARTMENT OF BUSINESS ADMINISTRATION UNIVERSITY OF ILORIN ABSTRACT This paper reports the findings of a survey on the usefulness of selected traditional and new performance measures used in some Nigeria companies that have adopted a flexible manufacturing strategy. The results indicate that majority of these companies considered the new performance measures useful particularly among the larger companies and among those with 5 years or less of business experience.Traditional measures are still useful, though to a much lesser extent. These results suggest that a combination of both traditional and new measures would be needed especially when Nigeria companies are going through the transition of implementing changes to their strategies from cost leadership to flexible manufacturing. INTRODUCTION The combination of slower economic growth and increased competition ha s forced firms in every industry to concentrate on efficient and effective deployment of resources. One result of these efforts has been the emergence of a new corporate position devoted to controllership.The controller is concerned with continuous measurement of a firm’s performance. In order to carry out the measurement process, controllership focuses on the assessment of resources deployment and goal attainment Numerous research initiatives have identified the high correlation between superior performances and the development and use of sophisticated assessment or measurement capabilities. As early as 1985, A. T. Kuarney Consultants noticed that firm engaging in comprehensive performance realized improvements in overall productivity in the range of 14 to 22 percent.Effort has been expended by establishments to improve the quality of information that their managers have at their disposal to measure, compare and guide performance. In most firms in Nigeria the traditional for mats and travel reports are still in used. TRADITIONAL AND MODERN MEASURES OF PERFORMANCE: AN OVERVIEW OF A REVIEW The traditional performance measurement system has been designed to report labour productivity, machine and capacity utilization, and standard cost variances.These are cost-efficiency-based measures derived from a strategy to minimize production costs, described as a cost leadership strategy, which is characterized by mass production of a new standard products musing stable technology (hall, 1980; Kaplan. 1986). The modern manufacturing environment has undergone dramatic changes since the past decades mainly because of intensive global competition, shifts in customer’s buying behaviour, and rapid innovation in manufacturing and information technology product.A cost-minimization and mass production strategy is no longer compatible with this new manufacturing scenario. Instead, issues such as responsiveness to customer needs, improving quality, reducing lead times, technological innovation and enhancing production flexibility have emerged as strategically more important to maintain competitiveness. Direct attention to these issues is the essence of a flexible manufacturing strategy. (Nemetz and Fry, 1988). Despite this strategic re-orientation among the more progressive companies, performance measurement systems have not kept pace with the change.The theory of organizational lag has been involved to explain this lag in making changes. The theory of organizational lag has been involved to explain this lag in making changes to management accounting systems of which performance system forms a part. According to this theory, administrative innovations in management accounting (and performance) systems tend to lag behind the technical innovations of manufacturing. This is because the potential benefits of administrative innovations are less certain and are likely to take more time to have any recognizable impact (Dunk, 1989).Failure to make comple mentary changes in the performance measurement system to fit with the company’s new flexible manufacturing strategy may lead to dysfunctional consequences. As pointed out by Howell and Soucy, (1987). â€Å"The manufacturing transformation in many companies has been slowed, if not set back, as antiquated sets of operating performance yardsticks promote inaccurate analysis, poor operating decisions, and inappropriate resource allocations†.This paper reviews traditional financial measures of performance and discussed the potential benefits of incorporating new performance measures into the performance measurement system. The usefulness of these measures was empirically tested using a sample of Nigerian Companies that have adopted flexible manufacturing strategy. The bulk of responding companies came from the electronic and other high technology product industries (60%) Business experience was categorized into groups, as follows: 5 years and below (7. 5%( > 5-10 years (22. 5%) and > 10 years (50%).TRADITIONAL PERFORMANCE MEASURES Traditional performance measures have been developed to meet the needs of manufacturing characterized by the production of standard products with high direct labour contest. Set ups are minimized to assure uninterrupted production runs. In this way, labour and machine capacities can be fully utilized and the greatest possible output produced with a consequent reduction in the overhead cost per unit of output. The competitive strategy is cost minimization, so variance reporting, overhead absorption and capacity utilization measures appropriately reflect this strategy.Variance Reporting: The use of variance accounting for managerial performance evaluation has been criticized as counter-effective in the modern global environment (Howell & Soucy, 1987). This is because traditional variance analysis encourages dysfunctional behaviours such as allowing inventory to build up so as to show a favourable volume variance, and delaying machine maintenance, padding the budget or shifting expenses between accounts so as to show a favourable expenses variance.Purchasing managers, for example, may act dysfunctionally by purchasing materials based on lowest price considerations at the expense of quality so as to show a favourable materials price variance. The consequences of inferior quality materials purchased are manifested in increased reworks, scraps, inspections and storage of defective parts leading to higher production costs and loss of competitiveness. The volume variance as a manufacturing indicator has been criticized since traditional absorption costing encourages excessive production in order to absorb the fixed overheads into inventory costs.Maximizing capacity utilization is necessary to achieve cost minimization. However, such a policy is short-sighted because any production in excess of market demand must be consigned to inventory and this runs counter to the just-in-time philosophy of maintaining a zer o inventory with all its attendant benefits (Sadhwani, et al, 1985). Variance reports at the manager’s level are also too aggregated for meaningful interpretation. Moreover, the standard cost itself may be perceived the norm eliminating any incentive for product innovation.In this case an unintended signal has been put out which impede efforts to infuse a culture of continuous improvement. Capacity utilization measures productivity improvement, automation and robotics have shrank direct labour cost to only a small fraction of the total manufacturing cost, whereas overheads have increased significantly. Despite these developments and the consequent impact on cost structures, reports from surveys in various countries indicated that companies have not responded in tandem with the technological changes (Schoch, et al. , 1994; Teoh, 1991).This has serious implications for production costing and performance evaluation as the continued focus on direct labour means labour is still co nsidered a major driver of costs when it is no longer relevant. The result is the development of burden rates that are volume-driven, based on a diminished direct labour element. Such a computed burden rate is artificially inflated due to the small direct labour base. Hen applied to an increasing pool of overheads, the incurrence of which may not be totally volume-driven, the labour generated burden rate can lead to serious distortions of the overheads absorbed into production cost.This is because of the unrealistic burden rate used which does not reflect the actual consumption of overheads by different products or processes (Kaplan, 1986). The overhead absorption measure gives rise to a distorted product cost analysis, so â€Å"good’ performance is associated with products apparently showing profitable margins but are actually incurring loses (Beckett & Dang, 1992). Thus an incorrect signal about profitability is receivedEarned hours, as a measure of labour efficiency, is a lso deficient since it provides an erroneous signal to supervisors to maximize earned hours by keeping employees â€Å"gainfully† occupied regardless of market conditions. It would have been more beneficial in the long term to use the time for training or cross training of operators so as to upgrade their skills. The machine utilization rate, as a measure of supervisory performance, also suffers from a number of deficiencies. It encourages the excessive use of machines for large-scale production, resulting in an unwidely accumulation of inventory.Worse still, maximizing the utilization rate encourages continuous machine usage at the expense of regular maintenance. Moreover, the focus on utilization may lead to inadequate emphasis on quality. Short-term Financial Measures: Although achieving profit and an acceptable return on investment are the raison d’etre for a company to stay in business, the traditional focus on these performance measures however encourages manager s to take a myopic view that emphasizes short-term results to the detriment of long-term profitability (Banks & Wheelwright, 1979).This is the â€Å"gaming† effect where management manipulates accounting figures to show favourable results or alternatively, builds in slack to ensure that budget targets (Merchant, 1985) are met. Reliance on short-term financial measures can lead to dysfunctional decisions since these indications fail to signal the erosion of a firm’s value if discretionary expenditures have to be reduced for short-term gains. Such spending is fact essential for new products development production process improvement, worker skills training and upgrading distribution networks and promoting customer awareness (Kaplan, 1986).Furthermore, profit measures represent outcomes that may not fully reflect management’s effort (Drucker, 1964). Stated differently, total performance cannot be completely captured by Naira profits. NEW PERFORMANCE MEASUREMENT OBJ ECTIVES In the new technological environment, a flexible manufacturing strategy must be implemented that focuses on customer responsiveness, quality, time, innovation and human resources practices. A performance measurement system designed to achieve the traditional objective of cost efficiency will be incongruent with this new strategy.It is necessary to redesign the system so as to reflect this change in strategic objectives. Customer Responsiveness: increasingly, customers demand not only a better service but also a wider variety of products with improved quality and shorter delivery times (Northey, 1991). Customer responsiveness examines a firm’s relative ability to satisfy customers. Therefore, high customer responsiveness translates into greater customer retention, leading to longer-term.Profitability as the costs of acquiring and serving customers come down. Customers’ responsiveness measures therefore must be designed into the performance measure system. These include reporting on the number of customer complaints, warranty claims, and on-time deliveries, among others. As Eccles (1991) put it bluntly â€Å"what you measure is what you get and what you measure gets attention†, indicating that performance measures must be relevant to send the right signals for employees to achieve desired company objectives.For example, a system that evaluates how well customer demands have been satisfied can better support efforts in achieving sustainable competitive advantage than one that emphasizes labour or machinery efficiency in internal operations (Beckette & Dang, 19910, Goldhar & Lei 1991). Quality: Quality measures, which are the most process-oriented evaluations are designed to determine the effectiveness of a series of activities rather than the individual activity. Quality refers to the degree to which a product’s specific features in terms of workmanship; durability and so on satisfy the requirements of a particular customer.Poo r quality can contribute to a significant increase in the manufacturing costs in various ways. As Howell and Soucy (1997) stated: â€Å"The absence of good materials, highly-trained labour, and well-maintained equipment will dramatically increase the costs of non quality such as scrap, rework, excess inventories, process and equipment: breakdowns, field serves, and warranty claims. However, quality is usually difficult to measure because of the broad scope. A contemporary measurement concept that is increasing in interest is â€Å"the perfect order†.Delivery of the perfect order is the ultimate measure of quality operations. The perfect order represents ideal performance from an operational perspective, a multi-industry consortium defines the perfect order as one that meets the complete delivery of all items requested, delivery customer’s request date with one-day tolerance, complete and accurate documentation supporting the order and perfect condition, that is, fault lessly installed, correct configuration, customer-ready with no damage. Operational and financial measurers to monitor quality include the manufacturing quality index (i. . defect rates), inventory levels, warranty claims, vendor quality, cost of quality and scrap cost. All these provide valuable feedback for identifying existing problems and assessing whether the quality objective is adequately meet. Time: Reducing level times is also of the new manufacturing strategy through out, (manufacturing cycle) time measures the amount of time required to convert raw materials into completed products. Cycle time is the total value from the issue of materials into production to the delivery of the final products to customers.The theory is that the cost of a product is related to the time required to produce it. Cycle time variance therefore provides useful information about non-value-adding activities such as moving, inspecting, reworking, storing and waiting, that added to production costs as overhead charges but no value to customers (Alexander et al, 1991). Using throughput and cycle times as performance measures help managers to eliminate these non-value adding activities, considered as waste time, and achieve substantial cost savings.Thus, according to Lippa (1990); Shorter cycle times can result in less finished goods inventory, less forecast reliance, strategic capability when a firm reacts to customer demands faster than the competition and the ability to exploit opportunities). Innovation in today’s competitive environment companies must continuously engage in product improvement be designing new and improved products with unique characteristics valued by customers. Only in this way are companies able to enlarge their market share and maintain a competitive edge.Introducing technological innovation and advanced design features into new products is costly initially and requires operational flexibility; unlike cycle have unique characteristics (Ainikal & Teo, 1992) that will require performance measures tailored for this purpose such as turnover by products and product cost improvement. Human Resources: The benefit of adopting a long-term employment policy is a loyal and committed workforce, resulting in productivity increases, reduced training costs, and improved customer services since this is provided by long-serving, presumably more experienced and better-informed employees.A performance measure such as employee turnover is needed to help management assess an enterprise’s human resource availability and capabilities. It is against this background that the present study has been conducted. In Nigeria, the trend toward high technology manufacturing is a recent event, partly motivated by rising costs and partly encouraged by the Government as a strategy to maintain a sustainable competitive edge. As companies automate or adopt advanced manufacturing technology, complementary changes in performance measurement systems must be implemented to reflect the new manufacturing environment.The following sections presented the results of a recent empirical study CASE STUDY METHOD A questionnaire survey design was employed as an exploratory case study. The sample was drawn from a cross-section of companies in Nigeria that have implemented or are implementing changes in their production processes. Respondents were asked to consider the usefulness of selected performance measures. Usefulness has been operationalized as the frequency of use of each measure. Based on a total of 200 questionnaires distributed, 36 useable replies were received, given a response rate of 18 percent.Response rates of this level were consistent with previous other studies of Ghosen el al, 1992 Petzall el. Al, 1991. Responding companies were classified by size musing sales turnover as the proxy measure, as follows: N20million and below (7. 5%), > N20 million – N100 million (17. 5%) > N100 million (75%). It was not surprising to find a higher percentage of response from the larger companies, because previous studies have found size as important determinant for a company to adopt a flexible manufacturing strategy (Schoch, el. l, 1994). EMPIRICAL FINDINGS AND DISCUSSION Table 1 shows that at least 63 percent of respondents indicated their dissatisfaction with the existing performance measure system. As more and more companies turn to automation or other advanced technology for their manufacturing processes, it is not unexpected that performance measures originally designed for a labour intensive environment will no longer be appropriate.What is noteworthy is that 37 percent of respondents reported that they were either satisfied with the existing system (26%) or not sure see any need for significant changes to the system (11%). Many of such companies are currently going through the different stages of implementing changes to their manufacturing processes. So it may not be surprising that 37 percent continue to rel y on the traditional measures. TABLE 1 OVERALL RESPONSE TO TRADITIONAL PERFORMANCE MEASURE |FREQUENCY (EXPRESSED AS %) | |Satisfied |26 | |Did not see any significant change needed |11 | |Dissatisfied |63 | |Total |100 | Table 2 presents findings on the usefulness of selected traditional performance measures. These results are consistent with the overall findings above. For example, for five of the eight measures, the percentage of respondents indicating â€Å"useful† is also lower, ranging from 61. 3 percent for standard cost overhead to 41. 4 percent for earned hours, and these correspond to the overall 63 percent who expressed dissatisfaction with traditional measures.As earlier indicated, not all companies have fully automated, so some traditional measures have been regarded as still useful, such as purchase price variance reported by 86. 7 percent. TABLE 2 USEFULNESS OF TRADITIONAL PERFORMANCE MEASURES | |Useful |Not or Less Useful | |Materials price variance |86. 7% |13. 3% | |Standard cost overhead |61. 3% |38. 7% | |Scrap factor built into standard overhead |51. 6% |48. % | |Labour Reporting |58. 6% |41. 4% | |Earned Hours |41. 4% |58. 6% | |Machine Utilization |78. 8% |21. 2% | |Net Income |85. 7% |14. 3% | |Return on Investment (total assets) |50. 0% |50. % | |Average |64. 1% |35. 9% | The new performance measures presented in Table 3 relate to customer responsiveness, quality, time, innovation and human resources factors, reflecting the strategic objectives of the new manufacturing environment. There is overwhelming evidence that these measurers were found to be â€Å"useful† by most respondents. The overall average of 83. 7 percent compares favourably against the 64. 1 percent for the traditional measures. TABLE 3 USEFULNESS OF NEW PERFORMANCE MEASURE |Useful |Not or Less Useful | |Customer Complaints |88. 6% |11. 4% | |Warranty Claims |75. 8% |24. 2% | |On-time Delivery |93. 9% |6. 1% | |Manufacturing Quality Index |82. 4 % |17. % | |Inventory Levels |88. 9% |11. 1% | |Vendor Quality |84. 8% |15. 2% | |Cost of Quality |84. 4% |15. 6% | | Scrap Naira |85. 7% |14. 3% | |Throughput Time |91. 2% |8. % | |Cycle Time |78. 1% |21. 9% | |Waste Time |72. 7% |27. 3% | |Product Cost Improvement |70. 0% |30. 0% | |Inventory Turnover |88. 2% |11. 8% | |Turnover of Products |78. 8% |21. % | |Employee Turnover |86. 1% |13. 9% | |Average |83. 7% |16. 3% | Cross-tabulation analyses were performed by company size and years of experience in business. Only significant results have been reported in Table 4 and 5. Larger companies found four specific new performance measures more useful than the smaller companies. On-time deliveries (X2 = 7. 92, df = 2, p < . 05); inventory levels (X2 = 5. 98, df = 2, p < . 05); throughput time (X2 = 9. 80, df = 2, p < . 1) and inventory turnover to be the forerunners in implementing technological innovations, and so find new performance measures more appropriate. Smaller companie s tend to lag behind in implementing changes, so adoption of these new measures is not as widespread. In table 5 significant results were found for vendor quality (X2 = 6. 32, df = 2, p < . 05) and throughput time (X2 = 5. 00, df = 2, p < . 10). Companies with 5 years or less in business reported the new measures as useful compared to companies in the other categories, especially in regard to vendor quality longer established companies have developed special relationship with selected vendors and, consequently, vendor quality is no longer of major concern.In contrast, more recently established companies need to identify vendors who can meet the more stringent demands in high-tech manufacturing, such as just-in-time deliveries and supply of quality materials. TABLE 4 CHI-SQUARE TESTS FOR NEW PERFORMANCE MEASURES BY COMPANY SIZE |Company Size |On-time Deliveries |Inventory Levels |Throughput Time |Inventory Turnover | |N20m & below | | | | | |Useful |66. 7% |66. 7% |66. 7% |66. 7% | | Not Useful |33. 3% |33. 3% |33. 3% |33. % | |>N20m-N100m | | | | | |Useful |85. 7% |71. 4% |71. 4% |71. 4% | |Not Useful |14. 3% |28. 6% |28. 6% |28. 6% | |>N100m | | | | | |Useful |100. 0% |96. 7% |75. 0% |96. 7% | |Not Useful |0. % |3. 3% |25. 0% |3. 3% | TABLE 5 CHI-SQUARE TESTS FOR NEW PERFORMANCE MEASURES BY YEARS IN BUSINESS |Years in Business |Vendor Quality |Throughput Time | |5 YEARS | | | |Useful |100. 0% |100. 0% | |Not Useful |0. 0% |0. % | |>5 YEARS – 10 YEARS | | | |Useful |88. 89% |77. 8% | |Not Useful |11. 11% |22. 2% | |>10 YEARS | | | |Useful |60. 0% |100. 0% | |Not Useful |40. 0% |0. 0% | CONCLUSION AND SUMMARYEffective performance measurement and controllership are necessary to locate and monitor resources. As competency becomes a more critical factor in creating and maintaining competitive advantage greater attention must be given to strategic issues concerning customer responsiveness, quality, time, innovation and human resources factors than a cost-mi nimization mass-production strategy, in order that companies can remain competitive. To this end, a performance measurement system capable of meeting these strategic objectives also must be in place. This study reported the findings of a survey on the usefulness of selected traditional and new performance measures used by Nigerian companies that have adopted flexible manufacturing strategy.The results indicated that the majority of these companies considered the new performance measures useful particularly among the larger companies and among those with 5 years or less of business experience. Traditional measures are found to be still useful, though to a smaller extent, as companies are going through a transition of implementing changes to their manufacturing strategies. REFERENCES Alexander, G. , G. Gienger, M. Harwood and P. Santomi (1991). â€Å"The New Revolution in Cost Management, â€Å"Financial Effective, November/December, pp 5-9. Ainikal, J. and H. Y. Teoh (1992),  "Overhead Allocations and Product Life Cycle Emphasis – The New Zealand Situation†, Accounting Journal (NZ), April, pp 69-71.Banks, R. L. and S. C. Wheelwright (1979), â€Å"Operations vs Strategy: Trading Tomorrow for Today†, â€Å"Harvard Business Review, May/June, pp. 112-120. Beckett, W. K. and K. Dang (1992), â€Å"Synchrous Manufacturing: New Method, New Mind-Set† The Journal of Business Strategy, January/February, pp 5-6 Drucker, P. (1964), â€Å" Control, Controls and Management† in C. P. Bonini, R. K. Jaedieke and H. M. Wagner, Management Controls: New Directions in Basic Research: McGraw. Dunk, A. (1989), â€Å" Management Accounting Lag†, Abacus, Vol. 25 No. 2, pp. 149-155. Eccles, R. (1991), â€Å"The Performance Manifesto†, Harvard Business Review, January/February, pp. 11-17. Ghosh, B. C. S. K. Teo and A. M. Low (1992), â€Å"Factors Contributing to the Success of Local SMEs – An Insight from Singapore†, Pr oceedings of ENDEC World Conference on Entrepreneurship; Challenges for the 21st Century, pp. 574-585 Goldhar, J. D. & D. Lei (1991), â€Å"The Shape of Twenty-Frist Century Global Manufacturing†, The Journal of Business Strategy, March/April, pp. 1-41. Hall, W. K. (1980), â€Å"Survival Strategies in Hostile Environment†, Harvard Business Review, Vol. 58, No. 5, pp. 75-85. Howell, R. A. and S. R. Soucy (1987), â€Å"Operating Controls in the New Manufacturing Environment†, Manufacturing Accounting (USA), October, pp. 25-31. Kaplan, R. S. (1986). Accounting Lag: The Obsolescence of Cost Accounting System†, California Management Review, Winter, pp. 174-199. Lippa, V. (1990), â€Å"Measuring Performance with Synchrous Management†, Management Accounting (USA), February, pp. 54-59. Merchant, K. (1985), â€Å"Budgeting and the Propensity to Create Budgetary Slack†, Accounting, Organizations and Society, Vol. 10, pp. 201-210. Nemetz, P. L. and L. W . Fry (1988), â€Å"Flexible Manufacturing Organizations; Implications for Strategy Formulation and Organization Design†, Academy of Management Review, Vol. 13, No. 4, pp. 627-638. Northey, P. (1991), â€Å"Cut Total Costs with Cycle Time Reduction†, CMA Magazine, February, pp. 19-22 Petzall, S. , S. K. Teoh and R. D.Johnson (1992), â€Å"Leadership in the Singapore Small Business†, Proceedings of ENDEC Conference on World Entrepreneurship: Challenges for the 21st Century, pp. 143-151. Sadhwani, A. T. M. H. Sarhan and D. Kiringode (1985), â€Å"Just-in-time: An Inventory System Whose Time Has Come†, Management Accounting (USA), December, pp. 36-44. Schoch, H. P. H. Y. Teoh, M. H. Lee and K. B. Ang (1994), â€Å"Activity-Based Costing in the Electronics Industry†, Journal of Small Business & Entrepreneurship, January- March, Vol. 11, No. 2, pp. 28-37. Teoh, H. Y. (1991), â€Å"Discretionary or Non-Discretionary Costs: Managing ‘Ballooningâ₠¬â„¢ Indirect Costs in a Profitable Manner†, 7th National Accounting Conference, Kuala Lumpur, September, pp. 18-19.

Goss V Lopez Brief

i. Case Citation Goss v. Lopez, 419 U. S. 565 (1975) ii. Facts Public school students from Columbus, Ohio brought this suit. They claimed that their constitutional right to due process was violated. The students were suspended without hearing prior to their suspension. They were suspended for destroying school property but principals can only suspend up to 10 days or expel them. If suspended they must notify parents without 24 hours and give the reasons. Students may appeal to the board of education. iii. Primary Issue Can students be suspended without due process? No iv. Decision or conclusion of the courtGoss established that due process is required when a student is suspended. It also established that you can’t suspend a student for more than 10 days and you have to notify the parent. Due process will be required depending on the severity of the consequences of the students. When it is a longer and severe case you usually are required witnesses. v. Reasoning Under Ohio law you have a right to public education. School has the authority to establish code of conducts however; authority is subject to constitutional limits. Students have a right to education under the Fourteenth amendment.The court reasoned â€Å"Having chosen to extend the right to an education to people of appellate class generally, Ohio may not withdraw that right on grounds of misconduct, absent fundamentally fair procedures to determine whether the misconduct has occurred, and must recognize a student's legitimate entitlement to a public education as a property interest that is protected by the Due Process Clause, and that may not be taken away for misconduct without observing minimum procedures required by that Clause. † Reference: http://en. wikipedia. org/wiki/Goss_v. _Lopez

Korean pollution essays

Korean pollution essays Deadly particles are circulating within our air supply. They are the most life threatening for of air pollution. These are tiny particles of soot and other matter released from diesel engines in lorries, buses, and coaches. They are believed to have played a role in the premature deaths of 8,000 people. Other pollutants known as GMMs are causing such damage. GMMs are genetically modified micro-organisms. These micro-organisms are released from factories and laboratories and go into the atmosphere, and water supplies. They are most life threatening to elderly, and already ill people. (McCarthy 1) Large clouds of these particles were originally believed to originate in Britain, but studies show now that they may also originate in continental Europe. These large clouds drift across the English Channel, and into the North Sea., thus contaminating the sea. Some of the main pollutants are as follows: Benzene, 1,2-butadiene, carbon monoxide, nitrogen dioxide, and sulfur dioxide. There have been different goals set to lower the amount of these pollutants, however some arent expected to be decreased until 2008. In this time many lives may be lost prematurely. England, who is still believed to be the primary contributor of such toxins is planning to take action, but slowly, still maintaining that cleaning these pollutants is unachievable, even if every engine on British roads was turned off. We believe that this is more harmful than Britain realizes, and more action must be taken. Such pollutants may kill animals, and lower the food supply, especially fish in the North Sea. More time and money must be dedicated to the immediate removal of such contaminants, and new emissions standards should be set. We would like the UN to set aside money, for the sole purpose of cleaning up the North Sea, and eliminating some of these GMMs and other such toxins. Such damage to ...

A Guide to the History of Mongooses

A Guide to the History of Mongooses Mongooses are members of the Herpestidae family, and they are small carnivorous mammals with 34 separate species found in about 20 genera. As adults, they range in size from 1-6 kilograms (2 to 13 pounds) in weight, and their body lengths range between 23-75 centimeters (9 to 30 inches). They are primarily African in origin, although one genus is widespread throughout Asia and southern Europe, and several genera are found only on Madagascar. Recent research on domestication issues (in the English language academic press, anyway), has principally focused on the Egyptian or white-tailed mongoose (Herpestes ichneumon). The Egyptian mongoose (H. ichneumon) is a medium-sized mongoose, adults weighing about 2-4 kg (4-8 lb.), with a slender body, about 50-60 cm (9-24 in) long, and a tail about 45-60 cm (20-24 in) long. The fur is grizzled gray, with a markedly darker head and lower limbs. It has small, rounded ears, a pointed muzzle, and a tasseled tail. The mongoose has a generalized diet that includes small to medium-sized invertebrates such as rabbits, rodents, birds, and reptiles, and they have no objections to eating the carrion of larger mammals. Its modern distribution is all over Africa, in the Levant from the Sinai peninsula to southern Turkey and in Europe in the southwestern part of the Iberian peninsula. Mongooses and Human Beings The earliest Egyptian mongoose found at archaeological sites occupied by humans or our ancestors is at Laetoli, in Tanzania. H. ichneumon remains have also been recovered at several South African Middle Stone Age sites such as Klasies River, Nelson Bay, and Elandsfontein. In the Levant, it has been recovered from Natufian (12,500-10,200 BP) sites of el-Wad and Mount Carmel. In Africa, H. ichneumon has been identified in Holocene sites and in the early Neolithic site of Nabta Playa (11-9,000 cal BP) in Egypt. Other mongooses, specifically the Indian gray mongoose, H. edwardsi, are known from Chalcolithic sites in India (2600-1500 BC). A small H. edwardsii was recovered from the Harrappan civilization site of Lothal, ca 2300-1750 BC; mongooses appear in sculptures and associated with specific deities in both Indian and Egyptian cultures. None of these appearances necessarily represent domesticate animals. Domesticated Mongooses In fact, mongooses dont seem to have ever been domesticated in the true sense of the word. They dont require feeding: like cats, they are hunters and can get their own dinners. Like cats, they can mate with their wild cousins; like cats, given the opportunity, mongooses will return to the wild. There are no physical changes in mongooses over time which suggest some domestication process at work. But, also like cats, Egyptian mongooses can make great pets  if you catch them at an early age; and, also like cats, they are good at keeping the vermin down to a minimum: a useful trait for humans to exploit. The relationship between mongooses and people seems to have taken at least a step towards domestication in the New Kingdom of Egypt (1539-1075 BC). New Kingdom mummies of Egyptian mongooses were found at the 20th dynasty site of Bubastis, and in Roman period Dendereh and Abydos. In his Natural History written in the first century AD, Pliny the elder reported on a mongoose he saw in Egypt. It was almost certainly the expansion of the Islamic civilization that brought the Egyptian mongoose into southwestern Iberian peninsula, likely during the Umayyad dynasty (AD 661-750). Archaeological evidence indicates that prior to the eighth century AD, no mongooses were to be found in Europe more recently than the Pliocene. Early Specimens of Egyptian Mongoose in Europe One nearly complete H. ichneumon was found in the Cave of Nerja, Portugal. Nerja has several millennia of occupations, including an Islamic period occupation. The skull was recovered from the Las Fantasmas room in 1959, and although the cultural deposits in this room date to the latter Chalcolithic, AMS radiocarbon dates indicate that the animal went into the cave between the 6th and 8th centuries (885-40 RCYBP) and was trapped. An earlier discovery was four bones (cranium, pelvis and two complete right ulnae) recovered from the Muge Mesolithic period shell middens of central Portugal. Although Muge itself is securely dated to between 8000 AD 7600 cal BP, the mongoose bones themselves date to 780-970 cal AD, indicating that it too burrowed into early deposits where it died. Both of these discoveries support the intimation that Egyptian mongooses were brought into southwestern Iberia during the expansion of the Islamic civilization of the 6th-8th centuries AD, likely the Ummayad emirate of Cordoba, 756-929 AD. Sources Detry C, Bicho N, Fernandes H, and Fernandes C. 2011.  The Emirate of Cà ³rdoba (756–929 AD) and the introduction of the Egyptian mongoose (Herpestes ichneumon) in Iberia: the remains from Muge, Portugal.  Journal of Archaeological Science  38(12):3518-3523.Encyclopedia of Life.  Herpestes. Accessed January 22, 2012Gaubert P, Machordom A, Morales A, Là ³pez-Bao JV, Veron G, Amin M, Barros T,  Basuony  M, Djagoun CAMS, San EDL et al. 2011.  Comparative phylogeography of two African carnivorans presumably introduced into Europe: disentangling natural versus human-mediated dispersal across the Strait of Gibraltar.  Journal of Biogeography  38(2):341-358.Palomares F, and Delibes M. 1993.  Social organization in the Egyptian mongoose: group size, spatial behaviour and inter-individual contacts in adults.  Animal Behaviour  45(5):917-925.Myers, P. 2000. Herpestidae (On-line), Animal Diversity Web. Accessed January 22, 2012 http://animaldiversity.ummz.umich. edu/site/accounts/information/Herpestidae.html.Riquelme-Cantala JA, Simà ³n-Vallejo MD, Palmqvist P, and Cortà ©s-Snchez M. 2008.  The oldest mongoose of Europe.  Journal of Archaeological Science 35(9):2471-2473. Ritchie EG, and Johnson CN. 2009.  Predator interactions, mesopredator release and biodiversity conservation.  Ecology Letters 12(9):982-998.Sarmento P, Cruz J, Eira C, and Fonseca C. 2011.  Modeling the occupancy of sympatric carnivorans in a Mediterranean ecosystem.  European Journal of Wildlife Research  57(1):119-131.van der Geer, A. 2008  Animals in Stone: Indian mammals sculptured through time.  Brill: Leiden.

Human Trafficking Research Paper Example | Topics and Well Written Essays - 2250 words

Human Trafficking - Research Paper Example Analysis of the power structures†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 vii. The potential strengths†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦7 viii. Available resources†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 i. Information technology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 ix. Weaknesses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦9 x. Opportunities†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10 xi. Threats†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦10 xii. Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 xiii. Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 Human Trafficking: Strategic design of a nonviolence campaign Introduction Human trafficking basically involves is captivating, keeping, and moving a person by unlawfully or with force both violently and non-violently to exploit them either physically, socially or mentally for selfish gains. It is a crime against humanity and yet it happens all over the world on a regular basis. Human trafficking is a global issue in accordance with the UNDOC report; anyone can be a victim of human trafficking irrespective of age, care, culture, political affiliation, religion, occupation and gender. As it turns out, women are the majority of the victims as well as the culprits (Akaha 12). It is confusing to imagine that former victims are also victims of the same irrespective of the pain they underwent during the trafficking process; they emulate their exploiters and get influenced due to the huge amounts of money in return after a successful human traffic. Human trafficking is organized crime hence should be dealt with through criminals to get to the base of things (Kara 67). The major challenges faced in the war against human trafficking includes: raising awareness, gathering information, and international cooperation. I propose a way to raise more awareness because the gravity of this international situation needs to be communicated widespread (McKanders 2). Rai sing awareness Human trafficking is a global issue that calls for a globally acknowledged strategy of creating awareness on the issue; different countries are faced with different problematic situations that would likely favor human trafficking (McKanders 4). People are faced with challenges because the targeted group perceives that not all offers to work overseas are fraudulent, moreover, through beach parties and vocational leaves, traffickers engage young adults of both sexes with infatuation just to enable them win their instinct (Brysk 54). Efforts to counsel such individuals on the dangers of being in love with strangers of unknown backgrounds are often thwarted by rebellion and departure to settle in other areas with the partners away from the counselors who are later termed as enemies (Akaha 15). Gathering information There are scanty information about human trafficking since people fear that conveying mush information on the same would create suspicion on the kind of work t hat such individual are involved in for their daily survival. I believe it is very important to acquire accurate information on the issue to achieve the aforementioned plan (McKanders 3). However, much information possible is needed because of whom we are up against; human traffickers are never asleep, each time they derive

Ted Talks Essay Example | Topics and Well Written Essays - 500 words

Ted Talks - Essay Example Brooks seeks to find out if we can balance these two selves. I do believe that we can balance the two selves since us human beings need morals, which are the external logic to attain a reward which is part of the internal logic. I strong concur with Jeremy Kasdin in his video titled â€Å"The flower-shaped starshade that might help us detect Earth-like planets.† With the universe and every star in the galaxy surrounded by planets, there is need to find out which of these planets harbor life. Kasdin, with a team of scientists who support his cause, are to come up with an extraordinary invention which will be positioned 50,000 Km from a telescope. They call it the flower petal-shaped â€Å"starshade.† This extraordinary piece of science will help reduce the diffracting light thus making planets visible in the dim space and thus help further studies on them. This breakthrough in science and technology will enable astronomers determine the capabilities of planets in the solar system to harbor life. For me it is one the best innovation ever. Allan Adams in his video titled, â€Å"The discovery that could rewrite physics† explains that in the night sky there exists stars and further away galaxies. However, much further away, there is nothing visible. Afterwards, a faint, fading afterglow representing the â€Å"Big bang† is prevalent according to Adams. Big bang according to Adam marked the era in the formation of the universe which happened million years ago. Adam goes on to compare the universe with a large bubble surrounded by something and calls this inflation. This serves as an idea of the Big bang theory of the formation of the universe. Adams goes on to explain what it means in a physics theoretical way by using a hammer and bell as an example. In my opinion, I find the idea theoretical and applicable for science and not Christianity and its beliefs. I strongly