Ancient Religions Essay Example for Free

Ancient Religions Essay The ancient Norse religion was commonly followed and practiced by people in northern regions of the world, such as Scandinavia, Norway, Iceland and surrounding countries. It was believed that the world first came about when a northern and southern land, Niflheim and Muspellheim, both joined together. Niflheim (house of mists) , an extremely cold, icy land and Muspellheim (home of desolation) the seemingly opposite of Niflheim, a hot, fiery land. As both lands joined together, the reaction of the contrasting temperatures caused the ice of Niflheim to melt creating the first two living creatures Ymer, the giant and Audhumla, a female cow. From these two the first Gods were created (Odin, Vile and Ve), and from them the first human beings were created by Odin from an elm and ash tree. Due to a disagreeance between Ymer and the God’s, the giant was killed and from his body, landforms and other living races were created. The gods were revered by many as they were the creators of the races and established the different parts of the world, the world tree or Yggdrasil included. The Yggdrasil is one of the principal beliefs in Nordic religion as it was known as the centre of their nordic universe, the world tree was said to have held nine different realms within its branches. The realms were situated in different areas of the tree at the top, within the canopy; Asgard (heaven) was located. This is where many gods lived including Odin in Valhalla. In addition to Asgard two other realms Vanaheim (home of the fertility god) and Aflheim (home of light elves) were located at the highest level of the world tree. These realms were known as â€Å"divine†. Norse folk believed that Midgard, the middle section of Yggdrasil held the human world. Along with midgard, Nidavellir, Jotunheim and Svartalfhiem, home of the dwarves, giants and dark elves were also present here. At the third and bottom level of the tree the two lands that created the first living beings are found. It is believed that Hel, the place of death, is part of the harsh, destitute lands of Niflheim. Hel is connected to one of the three main root of the world tree and it is known as the underworld, the second root leads to Jotunheim( realm of the giants) and the third is connected to the divine realm, Asgard. The roots linked together the different levels and realms of the tree, likewise Bifrost, a magical bridge located between Asgard and the human world, Midgard was another connection between realms, allowing gods an entrance into the mortal world. The Influence of the Nordic beliefs in society was great as followers of the ancient religion could identify with the extreme life conditions and harsh weather that was also portrayed in the Nordic creation story. The Norse saw their conditions of life as a blessing from the gods and often used these gifts to the greatest advantage for example men often became farmers, cultivators, tradesmen or traders. Women in Nordic society also searched for meaning and insight from the gods as they held powerful positions in the religion. Women played a strong part in the community and often had to run the villages when the Viking warriors were away. The Norse strived to maintain a balanced lifestyle from the influence of what they had learned and incorporated from the gods. Odin was known as a wise and great warrior and many Viking men chose to follow the same path by becoming a warrior also. I was believed that one of the only worthy ways to die was to die in battle. This factor greatly contributed to the decisions of the Norse men. When a warrior died in battle he would go on to Valhalla, in the divine realm, if not they would go to Hel. The Norse people not only sought meaning from the gods, but from the actions and rituals they performed.

SWOT and PESTEL analysis of StratSim

SWOT and PESTEL analysis of StratSim The StratSim is a growing and wide spread industry around the global among automobile sellers. Notwithstanding the economic and energy instabilities that led to decreased vehicle demand, sales revenues slowly grew as Gross Domestic Products (GDP) increased from period 1- 4, and remained constant in period 5, and inflation rate decreased from 2.5% in period 1 to 1.0% during period 3. However, in some circumstances, sales were increased and/or decreased as firms started making decisions. The 7 competitors were; firm A, B, C, D, E, F and G. Seven vehicle classes include Minivan (M), Family (F), Sports (S), Luxury (L), Utility (U) Economy (E), and Truck (T). Attributes considered were; performance, styling, quality, interior and safety. Furthermore, advertisement plays a significant role especially when firms are striving to create brand image, awareness as well as interests to target customers. Dealerships contributed in generating revenues through sales of a range of vehicles which in turn enabled the firm to increase its market share while maximising shareholders wealth. Firm B has had 3 vehicle classes, namely; Boss -Truck, Boffo Family and Buzzy Economy. 2.0 Strategic Analysis Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through the use of resources and competence aiming to fulfil shareholder expectations (Johnson et al, 2006, p 9). Figure 1, processes by which strategy is described and executed Source:http://www.12manage.com/description-deliberate-strategy.html. In a competitive business environment such as StratSim, analysing firms strategies is vital in order to enhance firm performance and customer satisfaction. 2.1 Strategic Intent Firm Bs mission was to become the leader in automobile industry worldwide by offering highly innovative vehicles to diverse customer segments aiming at consistently satisfying their dynamic needs. 2.2 Basic Strategy Firm B strategy was to provide high quality vehicles at premium price while trying to differentiate its vehicles from incumbents to avoid encouraging price war. By doing so, firm B was the leader twice in economy (Buzzy) car in period 2 and 5. To meet diverse customer tastes and preferences, the firm made minor upgrades to its vehicles during decision making periods, e.g. technology, promotion, advertising, etc. 2.3 External Analysis Scanning the macro-environment is vital since there are several factors that hinder firms performance and growth. In order for managers to come up with effective and suitable strategies that will enable the firm exploit overt and hidden opportunities while overcoming threats, those factors need to be thoroughly tackled before decisions are made. The external analyses considered were; The Michael Porters five forces. PESTEL analysis. Opportunities and Threats (OT) from SWOT analysis, And Critical Success Factors (CSF). 2.3.1 PESTEL PESTEL framework is a useful tool that is applied by organisations to analyse the complexity of macro-environment variables. It also provides a picture on how these key factors may influence firms success or failure of its particular strategies in future in order that managers can find ways of overcoming them. PESTEL refers to; political, economic, social, technology, environment and legal. Figure 2, PESTEL Framework Source: (Johnson et al, 2006. p 68) The Organisation Political Taxation policy Government stability Social welfare policies Foreign trade regulations Legal Health and safety Competition law Product safety Employment law Economic factors Business cycle Inflation Interest rates Unemployment GNP trends Money supply Disposable income Environmental Environmental protection laws Waste disposal Energy consumption Sociocultural factors Population Demographic Socio mobility Consumerism Income Distribution Lifestyle changes Level of Education Attitudes to work and leisure Technological Government spending on research Speed of technology transfer New discoveries/developments Government and industry focus on technological effort Rates of obsolescence Political/Legal Since 1960, laws and government regulations have affected the automobile industry (Highfill et al, November, 2004). Political changes may favour or hinder the firms production because anti-pollution laws and taxes can be imposed, and hence firm B should continuously pay special attention to any rules, codes and regulations that dwell on carbon-dioxide emissions. Economic During simulation, firm B had experienced unstable economic growth. Its variables like inflation, interest rates, gas prices, and material costs were fluctuated. These have affected the firms profitability. Social Due to increased health awareness, people tend to change their lifestyles, while turning to low carbon emission vehicles. Also income distribution and demographic changes both affect vehicle production either positively or negatively. Technology Advanced technology has provided both opportunities and threats to the automobile industry. Those who employ it effectively, it enables them to enhance firms efficiency in producing vehicles that appeal to customers whilst lowering costs. So far, internet and firm websites as part of technology have been used by many buyers as a reference tool before making their purchase decisions. Environmental Environmentalists stress on minimising carbon-dioxide emissions, noise as well as air pollution, in order to keep the environment clean. This move no doubt affects vehicle production as well as firm profitability. 2.3.2 Critical Success Factors (CSF) Johnson et al (2009) defined CSF as those product features that are particularly valued by a group of customers and, therefore, where the organisation must excel to outperform competition. CSF comprises; threshold features and differentiators. Source: Johnson et al (2009) CRITICAL SUCCESS FACTORS (CSF) THRESHOLD FEATURES DIFFERENTIATORS Threshold features These are features that the customer values mostly, and is not likely to buy a product or service that lacks one of them. Firm B, threshold features were; quality, performance, safety and size for all of its three vehicles; family-Boffo, economy-Buzzy and truck-Boss. Differentiators These are customised/added qualities which some customers may or may not consider before purchasing a service or products. Firm B regarded price, styling and interior as differentiators to its vehicles. Differentiators gave difficult moments when trying to distinguish what was preferred most, as many vehicles were similar to competitors after modifications had been made. Innovations are necessary for firms to meet CSF features and outwit their competitors through customer satisfaction. 2.3.3 Porters Five Forces Model The model was developed by Michael Porter in 1980 (Johnson et al, 2006). Since then, the model is applied by firms as a tool to analyse the profit potential while determining the intensity of competition (threats) of an industry, and finally coming up with the right strategies that will support in exploiting opportunities, neutralise threats and hence grow. Figure 3 Porters Five Competitive Forces Model SUPPLIER POWER Switching costs of firms in the industry Presence of substitute inputs Threat of forward integration Supplier concentration Importance of volume to supplier Impact of inputs on cost or differentiation Differentiation of inputs Cost relative to total purchase in industry BARRIERS TO ENTRY Government Policy Capital requirements Access to distribution Economies of scale Switching costs Proprietary learning curve Access to inputs Expected retaliation Brand identity Absolute cost advantages Proprietary products BUYER POWER Price sensitivity Threat of backward integration Substitutes available Bargaining leverage Buyer concentration vs industry Buyer information Buyer volume Buyers incentives Brand identity Product differentiation www.scribd.com DEGREE OF RIVALRY Brand identity Exit barriers Switching costs Product differences Industry growth Fixed cost/ value added Diversity of rivals Industry concentration Corporate stakes Intermittent overcapacity RIVALRY THREAT OF SUBSTITUTES Buyer inclination to substitute Switching costs Price-performance trade-off of substitutes Threat of New Entrants The threat of new entrants in automobile industry is low, since barriers to enter are very high, such as high start-up capital required. Moreover, adequate experience curve, distribution access, economies of scale, strong research and development (RD) and even brand and customer loyalty all of which the incumbents have. It therefore becomes difficult for new entrants to manage compared to incumbents. Bargaining Power of Suppliers Suppliers power in automobile industry is low, since producing a car/vehicle requires a range of inputs (parts) from diverse suppliers. If some inputs are not available in one source, they will be sought from another supplier due to low switching costs. Threat of Substitutes Substitute threats in this industry are likely to be moderate and depend much on customer geographical location. Other customers prefer walking, taking train or riding on a bike. But in Dar es Salaam city for example, people prefer public transport, motorcycles (BAJAJ, known as rickshaw in India) as alternative means to automobile due to increased congestion. Bargaining Power of Buyers In this industry, buyers power is a bit high. Low switching costs from one firm to another seeking for substitutes since most of the customers are price sensitive. For the case of the simulation game we played, most of the products were undifferentiated, so, buyers can easily shift to an alternative producer as well as products when seeking satisfaction. Competitive Rivalry The intensity of competition in automobile industry is high due to lack of strong differentiation strategy and innovation among incumbents, especially in the case of the three vehicle classes, i.e. family, economy and truck, because most of the firms use similar strategies like price; this reduces market growth as well as profitability. 2.3.4 SWOT- Opportunities and Threats Opportunities: Advanced technology Firms can use it more efficiently in enhancing product features that can appeal to the eyes of customers. Also use e-commerce to advertise and sell globally. Bargaining power of suppliers. Low supplier power is an advantage to automobile firms since they can set input prices, and hence be able to enjoy cost advantages while offering good quality products that will satisfy customers. European Union (EU) Automobile manufacturers can use the EU to sell their products. Diversification Diversification can be done to widen the market to other untapped segments like high income earners or go internationally and also locate the firms near raw materials sources where they can enjoy location economies. Differentiation strategy In order to sustain customers, after satisfaction has been met, differentiation strategy can be used as a weapon in delivering a range of added values that surpass those of competitors, since most of the firms use similar strategies. Threats: Bargaining power of buyers Strong bargaining power of buyers associated with low switching costs to alternative products, force suppliers to face an increased competition in order to provide the best that will satisfy their customers. Increased gas prices Gas being one of the operating energy, increased price will affect firms production as well as profitability e.g. in simulation that we played, period 1 $/gal was 3.15 rise to 3.50 in period 5. New laws New rules and regulations on carbon-dioxide emissions in environmental protection hinder production of cars that use petrol engines. World economic recession Recession discourages consumption of luxury goods, and streamlines production while people turn to public transports. High competition Initially, all firms in the StratSim industry were in similar position e.g. financially and other resources; however, this proved difficult when making decisions on how to create demand in order to enhance market shares as well as profits. Each firm was competing. Inflation Inflation started to increase in period 4 from 2.0% to 2.5%, this rise affected consumer prices. Fuel price instability. Rapid change in technology This poses a threat to vehicle production since other substitutes to vehicles may be produced. 2.4 Internal Analysis 2.4.1 Resources and Capabilities These are those which will create a strategic fit in order for the firm to survive and prosper even in a competitive business environment. Lucino Noto, (2007, p 125) Analyzing resources and capabilities: The interface between strategy and the firm THE FIRM Resources and Capabilities Goals and Values Structure and System STRATEGY THE INDUSTRY ENVIRONMENT Customers Competitors suppliers The firm-Strategy Interface The Environment-Strategy Interface Resources Organisation resources are divided into two categories (Johnson et al (2009); Tangible Resources These are firms physical assets. Firm B tangible resources were; Three vehicle classes, each of these represents a unique configuration while targeting different customer segments like value seekers, families, singles, high income and enterprisers (the StratSim Case, 2010). Financial resources, at period 0, each firm were given sales amounted to $ 15.5 billions (the StratSim case, 2010). Manpower, firm B had 4 competent human resources who made diverse valuable decisions and hence became twice the leader of economy car (Buzzy). Intangible Resources. These are non-physical resources such as; information, reputation and knowledge i.e. intellectual capital. (Johnson et al, 2008). Firm B holds a number of unique competences over its rivals. Firm B capabilities were; Quality. Safety. Performance. Style. Interior. 2.4.2 V.R.I.O Are criteria that are used to assess the sustainability of an organisations resources and capability that will enable the firm to achieve durable competitive advantage. V.R.I.O stands for Value, Rarity, Inimitability and Organisation. (Johnson et al, 2008). Value As the game started, firm B had enough resources and capabilities i.e. unique brand name that facilitated it in formulating and implementing different strategies to meet customer needs. But due to increased market demand, demand exceeded production throughout the periods as the firm lacked efficiency. Rareness At the beginning, all firms had a similar starting point which led them to have a low degree of rarity. This positioning by StratSim, made firm B to create more appealing strategies like vehicle enhancements and improvements in terms of its attributes which allowed it to come up with things which turned out to be less common among the firms. Inimitability During simulation game, product imitation was very high since previous results and almost all modifications and other statistics were openly published for other firms to see. This means that competitors could possibly copy other firms techniques. Organisation In StratSim industry, there were 7 firms producing identical vehicles, because they used similar strategies that lacked differentiation. Due to these, it therefore became easy for customers to switch from one firm to another if satisfactions were not yet met. 2.4.3 SWOT- SW SW is a tool that is used in identifying or analysing firms internal strengths and weaknesses and enables it to use the available strengths to minimise or turned those weaknesses to strengths. SW means Strengths and weaknesses. Strengths: Unique brand name Best Motor Works. Unique product names like Buzzy, Boffo, and Boss. Twice leader of Buzzy-Economy car, period 2 and 5. Reliable dealerships. Innovation, almost every decision period, firm B upgraded its vehicle attributes to meet emerging customer needs. Weaknesses: Weak financial position. Unstable growth of market shares. Limited product lines, this means that firm B did not exploit the available opportunities of unsatisfied and potential new customers to launch any new vehicle that would satisfy their needs. 3.0 Decisions 3.1 Technology Firm B upgraded its technology capabilities during decision periods considering dynamic business environment and customer tastes and preferences, while special attention was given to economy (Buzzy) and family (Boffo) cars. Investment in technology facilitated firm B in enhancing its production capacity as well as vehicle attributes that appealed to target customers and hence satisfying their emerging needs (see appendix 2.1) 3.2 Marketing Firm Bs marketing mix was to create leverage with customers and build strong brand loyalty which would enable customers purchase our products even in intense competition as in StratSim industry. Firm Bs unique selling price USP was quality. Quality being the key in our vehicle while charging premium price that enabled Buzzy (economy) car to become the leader in period 2 and 5. Despite this success, it was hard for firm B to survive in just a success of one car brand and become the market leader. Though the marketing mix was thoroughly applied by adding or reducing the number of dealers in each area, increasing dealer discounts and product promotions to attract customers, firm Bs market share was increased and decreased during decisions due to overspending and other factors. (For more marketing and distribution details for period 5, see appendix 2.2 2.3) 3.3 Finance During simulation, firm Bs financial performance was somehow weak despite a slight increase in sales ($). Net income was negative during period 2 and 5 results. It was discovered that one of the problems could possibly have been overspending, however, unit market share increased and total debts continued to decrease (Firm B financial and performance summary period 5, see appendix 3.0). 3.4 Production Throughout all the decision periods, production was increased as well as vehicle attributes to meet customer demand. Though Boss (truck) and Buzzy (economy) vehicles were upgraded in period 4, there were some shortages with regard to Boss vehicle model; this means that if the firm was given a chance to continue making decisions, it could probably increase production to meet the demand (see appendix 4.0). 4.0 Conclusion Firm Bs mission was to become the leader in automobile industry worldwide by offering highly innovative vehicles to diverse customer segments aiming at consistently satisfying their dynamic needs. Unfortunately, firm B did not meet its expectations. Though it became the leader twice in Buzzy (economy) car, this means that its strategies fit in the economy car brand market, having had success in one vehicle does not guarantee survival, and this is why firm Bs income and market share fluctuated. The firm was not yet pretty sure of what contributed to the unstable financial performance, though the firm speculated that overspending was one of the major problems. 4.1 What I Have Learned I learned that, in practical business, taking risks is only way to achieve success. In StratSim industry, for each time period, market research had identified some potential new customers whose needs were not yet satisfied by current vehicle (the StratSim case, 2010). But firm B overlooked this market potential to timely take advantage of launching new vehicle models in order to exploit these opportunities and hence increase its turnover and profit margins. 5.0 Reference and Bibliography: Johnson G, Scholes K, and Whittington R, (2006), Exploring Corporate Strategy, 7th Edition, Prentice Hall. Johnson G, Scholes K, and Whittington R, (2009), Exploring Corporate Strategy, Prentice Hall. Highfill D, Baki M, Copus S, Green M, Smith J and Whineland M, (November, 2004). Automotive Industry Analysis-GM, DaimlerChrysler, Toyota, Ford, Honda, overview of industry analysis, available at http://www.academicmind.com/unpublishedpapers/business/management/2004-11-000aaa-automotive-industry-analysis.html. Accessed on 19/11/1010. The StratSim Case (2010), Automobile industry. Lucino Noto, (2007), Analysing resources and capabilities: the interface between strategy and the firm, available at. http://www.blackwellpublishing.com/grant/files/CSAC05.pdf . Figure , Porters Five Forces Available at www.scribd.com/doc/16998313/Diagram-of-Porters. Accessed on 20/11/2010. 6.0 APPENDIXES: 1. DECISION SUMMARY FIRM B, FOR PERIOD 5 Product Development Dev Ctr Project Class Status Size HP Int Sty Saf Qua Curr Exp 1 Buzzy Economy upgr: launch Now 10 120 2 2 2 2 $275 2 Boss Truck upgr: launch Now 70 200 3 3 2 2 $275 3 (unused) Total (mill.) $551 Consumer Marketing Budget (mill.) Regional Corp. Adv. $48 Direct Mail $6 Public Relations $12 Total $66 Direct Mail Targets: Value Seekers(1), Families(2), High Income(4), Enterprisers(5) Product Marketing Vehicle Platform MSRP Dealer Disc. Adv. (mill.) Adv. Theme Promo. (mill.) Boffo No Change $20,400 15.0% $34 Safety $29 Boss Upgraded $20,499 13.0% $28 Perform $15 Buzzy Upgraded $11,550 12.0% $33 Quality $20 Total $95 $64 Plant Capacity Current Capacity (000s) 1,350 Capacity Change (000s) 0 Vehicle Production Vehicle Previous Sales (000s) Current Inventory (000s) Scheduled Production (000s) Flexible Production Retooling Costs (mill.) Boffo 646 25 671 X $0 Boss 200 *13 213 X $80 Buzzy 298 *109 345 X $123 Total 1,144 147 1,229 $203 *Vehicle being upgraded: this inventory will be written off. Be sure to produce enough to match forecast. Dealerships North South East West Total Dealer Inc./Dec. 10 9 11 12 42 Training and Support (mill.) $34 Financing Amount ($ mill.) Bonds Issued $0 Stock Issued $0 Dividends Paid $100 StratSim Ind:ind1 Firm:b Period 4 2. RESULTS FOR PERIOD 5 2.1 Technology Capabilities Period 5 Firm Ratings (1=low capability) Dev. Centers Interior Styling Safety Quality Max. Feasible 5 11 12 11 12 Firm A 3 4 6 4 7 Firm B 3 4 6 5 7 Firm C 2 4 7 6 6 Firm D 2 4 6 5 6 Firm E 2 6 8 6 8 Firm F 2 4 6 4 6 Firm G 3 5 8 7 9 Tech Dim Considerations Interior flexibility of cargo space Styling general curb appeal, styling, handling, finish Safety structural design, braking system, safety features Quality overall reliability, durability, consistency of products StratSim Ind:ind1 Firm:b Period 5 2.2 Marketing Detail Period 5 Consumer Budget (mill.) Company Owned /Fleet Budget (mill.) Regional Corp. Adv. $48 Direct Sales Force $0 Direct Mail $6 Direct Mail $0 Public Relations $12 Total $66 Total $0 Vehicle Val Mkt Share MSRP Dealer Disc. Avg Sell Price Adv. (mill.) Adv. Theme Promo. (mill.) Days Inv. Buzzy 2.4% $11,550 12.0% $10,572 $33 Quality $20 18 Boffo 9.4% $20,400 15.0% $18,749 $34 Safety $29 0 Boss 3.2% $20,499 13.0% $19,859 $28 Perform $15 0 Total $95 $64 StratSim Ind:ind1 Firm:b Period 5 2.3 Distribution Detail Period 5 North South East West Total Full Coverage 200 250 150 200 800 Established Dealers 137 137 133 133 540 Coverage 69% 55% 89% 67% 68% Planned Openings 10 9 11 12 42 Support/Dealer (000s) $150.6 $150.6 $153.2 $153.2 $151.9 Units/Dealer 2,187 2,284 2,389 2,756 2,401 Sales/Dealer (mill.) $36.9 $38.9 $40.2 $46.3 $40.5 Service/Dealer (mill.) $1.4 $1.5 $1.6 $1.7 $1.5 Gross/Dealer (mill.) $3.3 $3.6 $3.6 $4.1 $3.7 Dealer Rating 59 60 60 61 60 StratSim Ind:ind1 Firm:b Period 5 2.4 Product Contribution Period 5 Firm B Product Contribution Vehicle Units (000s) Dealer Sales (mill.) Direct Sales (mill.) COGS (mill.) Gross Margin (mill.) Adv Promo (mills.) After Mkting (mill.) Boffo 734 $12721 $0 $9797 $2924 $63 $2861 Boss 234 $4179 $0

Critical Reflection Journalism Portfolio

Critical Reflection Journalism Portfolio The portfolio is designed to showcase my work and abilities as a potential journalist. In putting together my portfolio, I was guided by my interests; principles of journalism as taught in class and the requirements of the module. In the portfolio, I wrote about a train driver who blamed a non-existent bad weather for jumping the platform; the ‘dishonest’ and double standard manner the Cameron led coalition has handled the issue of tax avoidance involving Starbucks and the cases of looted funds from developing countries coming into the West, including Britain. I also wrote about the possibility that British universities may be turning out Islamic ‘terrorists’. There was also an interview with a Social Worker, who chose to remain anonymous, on the difficulties of effectively discharging social care work. The first thing I noticed with the module was the fast pace of activities required to meet my portfolio requirements. Ordinarily my class work tends to move fairly slowly. The truth is I was not prepared for the speed and discipline portfolio production demands. More importantly I had problems picking a news event to cover out of all the options suggested. There is a reason. In my first year at the university, for one of my journalism modules the class was asked to cover a particular lecture at the University’s Stratford campus. The whole exercise ended in agony. I ended up trying to make sense of a highly technical Science lecture and to make it relevant and interesting to an audience that was not scientific or particularly interested in how scientists go about their research. It was a nightmare. I must have done something however because I did very well with the copy. It was a difficult exercise and I believe I made a mental note to stay away from such assignments in the future. This explains therefore, my decision to write on economic and business topics. In one or two of my copies I veered to political issues but at the heart of all this was my passion for issues affecting my native African roots, the perceived injustices, inequalities, inefficient and corrupt regimes in African countries and Nigeria in particular. The general view is that such regimes are largely sustained by the patronising Western powers. I have conducted interviews before but was unprepared for an interviewee who wanted to remain anonymous. I was therefore unsure of how to retain credibility for my copy on social work without betraying the confidentiality I promised my interviewee. I decided therefore to tie the piece to the Baby P scandal. The core of the story was the burden of expectations society placed on the professionals who work in the social care work without , as they see it, â€Å"adequate resources and remuneration†, and also without making allowance for the fact that care service is not an exact science. Getting someone to speak on record for this piece was not easy and so, rather than ask around I decided to take the advice by Formichelli, Linda Diana Burrell (2003), and â€Å" found my own source†. Another advice I took to heart was to â€Å"give my interviewee a verbal ‘thanks’†after the interview. The module instilled in me a number of significant transferable skills. The first is the need to be organised. Nothing significant is achieved without detailed and thorough planning. I have also taken an ‘entrepreneurial’ attitude to work and learnt to be focused on the ‘consumer’ – the audience. Most importantly, I was learnt to have an eye for newsworthy stories, with my target audience at the back of my mind. For example I was in that Southeastern train that jumped the platform but was still able to write the story in the third party. I have learnt how to write news and features for publication. I learnt to generate ideas, to research those ideas and to produce copies based on those ideas, to a high standard. I have also been able to detail proposals to a high degree and therefore in my view in a position to pitch for commission with editors. But I am still learning The module also helped me to take advantage of new social media tools with which journalists can communicate with their audiences.I am now able to confidently upload copies to websites, where allowed. I am also able to write directly online and given the fact that the internet and social media tools can now be monitored, I am able to apply journalism principles responsibly. These principles include my obligation to truth; discipline of verification and to recognise the platform as a forum for public criticism and compromise. I am aware also that I am allowed to exercise my personal conscience and take full advantage of my blog and twitter accounts. I have come away from the module recognising the primacy of traditional journalism values, particularly that of fact verification. I recall a situation concerning the copy I submitted for publication on the risingeast.co.uk website on the looting and transfer of funds from developing countries, particularly Nigeria to the West. Dr. Andrew Calcutt, my module tutor was unwilling to publish certain parts of that copy until he had evidence that is already in the public domain on the individuals named in the piece. I went back and sourced more than thirty one pages of newspaper articles for him. I appreciated his position especially when he said he was acting on advice from the legal department. This informed my approach to all the pieces that I submitted. Additional values I picked on include: truth, clear and clean writing. These are core skills and knowledge that I believe will make me a competitive player in the contemporary media and journalism industries. I have learnt to think clearly and to make sense of the world around me; I also learnt to communicate clearly and directly; and to work co-operatively with colleagues. To be organized in my work is to be able to meet deadlines and to present my stories and their ideas to other people. The module helped me to eliminate the boundaries between print, multimedia and broadcast, and to be strong on good writing and critical thinking. It was uplifting seeing my module leader present a fresh approach to my first copy in minutes. I told myself, with time and practice, I’ll be like that. I learnt in practical terms how to identify workable and unique angles to news stories and features and how to remain focused on the message that I wish to convey. Another outcome was the how and why I should forget I have an opinion when putting a copy together. I am allowed to have an opinion but that opinion must not get in the way of the story I am telling my audience. I believed I managed that in the copies in my portfolio. I have always had an interest in following news, both serious and the mundane. This module reinforced this trait, which I consider one of my strengths. I am at home reading news online, in print and on mobile devices. One other strength I believe I have and which is essential to my programme is that of curiosity. I tend to observe and explore, asking questions, even in my everyday life. I read newspapers and magazines, watch news on television and listen to news on radio and still query them, trying to see them from different angles to see if they will come out the same way. I tend to stretch myself and to do things I wouldnt normally do, if only for the experience. This is essential to journalism. Lastly, I believe that any journalistic story must remain significant, interesting and relevant. I know I am good at this, but also mindful of the need to keep the news comprehensive and proportional. I appreciate that though I did not produce as many copies as I proposed to deliver, I am encouraged by the fact that I have picked up the necessary knowledge and skill to do so should I be able to work up the necessary discipline to effectively manage my time. I also note that I need to improve on my research efforts, particularly into the academic overview of journalism as a discipline. Nonetheless I have learnt a lot from this module. I know in practical terms what News is; I know how to recognise my audience and what it wants; how to write a story and how to pitch it to an Editor. I have picked up skills, I have met challenges which my training has helped me to get round. I have knowledge of how institutions work, and have highly developed communication skills which will work to my benefit. I am on my way. Bibliography Formichelli, Linda Diana Burrell (2003), The Renegade Writer: A Totally Unconventional Guide to Freelance Writing Success, New York: Marion Street Press Inc. Harrower, T (2007) Inside Reporting: A practical Guide to the Craft of Reporting, McGraw Hill, New York Sova, Dawn B. (2002), How to Write Articles for Newspapers and Magazines, London: Petersons,

The Mind of a Computer :: Computers Technology Essays

The Mind of a Computer A new issue has come about since the building of computers. But the idea behind it is not such a new issue, for as long ago as Plato and Aristotle, the idea of a mind was pondered about. With the up-and-coming technology, the idea of artificial intelligence has exploded. It is one that many fiction writers have prospered on. But how far away are they from the truth? Take the story of The Bicentennial Man by Isaac Asimov, written in 1976, when most of the population didn’t know what a computer was capable of. The idea of the unknown scared us, a robot that appeared to be just like us, but it was also intriguing, as demonstrated by the story’s success. What was it that attracted the population to this story? The reasonable answer lies within the question this paper will attempt to answer. That is, Can a computer have a mind? The answer to this question is an obvious one, but we will examine it anyway, as it needs to be addressed because of all of the popular science-fict ion writings. A computer can have a mind, and as you read further into this, you will see that computers are made of the same things we are, they transfer information using the same techniques we do, they are complex enough, and they are aware. This is enough to give them the possibility to posses a mind. Starting with the first part of the definition of mind, one might conceive of a computer that can posses a mind. The Biologist might make an argument against me, stating that only living things can have mind, that it is only those things that are biological, consisting of organic compounds, that may have the potential to posses mind. But I say to the Biologist, what is it that makes up these organic compounds? What is it about these molecules that make them construct themselves into a biological being? The answer is a simple one to any Chemist, for he knows that organic molecules are made up of elements and these elements are indeed atoms. The Physicist will most definitely agree t hat these atoms are made up of protons, neutrons, and electrons. These protons, neutrons, and electrons are what make up every atom in the universe; the same three particles come together and form all the materials known to man. The Mind of a Computer :: Computers Technology Essays The Mind of a Computer A new issue has come about since the building of computers. But the idea behind it is not such a new issue, for as long ago as Plato and Aristotle, the idea of a mind was pondered about. With the up-and-coming technology, the idea of artificial intelligence has exploded. It is one that many fiction writers have prospered on. But how far away are they from the truth? Take the story of The Bicentennial Man by Isaac Asimov, written in 1976, when most of the population didn’t know what a computer was capable of. The idea of the unknown scared us, a robot that appeared to be just like us, but it was also intriguing, as demonstrated by the story’s success. What was it that attracted the population to this story? The reasonable answer lies within the question this paper will attempt to answer. That is, Can a computer have a mind? The answer to this question is an obvious one, but we will examine it anyway, as it needs to be addressed because of all of the popular science-fict ion writings. A computer can have a mind, and as you read further into this, you will see that computers are made of the same things we are, they transfer information using the same techniques we do, they are complex enough, and they are aware. This is enough to give them the possibility to posses a mind. Starting with the first part of the definition of mind, one might conceive of a computer that can posses a mind. The Biologist might make an argument against me, stating that only living things can have mind, that it is only those things that are biological, consisting of organic compounds, that may have the potential to posses mind. But I say to the Biologist, what is it that makes up these organic compounds? What is it about these molecules that make them construct themselves into a biological being? The answer is a simple one to any Chemist, for he knows that organic molecules are made up of elements and these elements are indeed atoms. The Physicist will most definitely agree t hat these atoms are made up of protons, neutrons, and electrons. These protons, neutrons, and electrons are what make up every atom in the universe; the same three particles come together and form all the materials known to man.

House of Mirth - The Nature of Nature Essay -- House Mirth Essays

House of Mirth   - The Nature of Nature       Nature, whether in the form of the arctic tundra of the North Pole or the busy street-life of Manhattan, was viewed by Naturalist writers as a phenomena which necessarily challenged individual survival; a phenomena, moreover, which operated on Darwin's maxim of the "survival of the fittest." This contrasted sharply with the Romantic view, which worshipped Nature for its beauty, beneficence and self-liberating powers. In Edith Wharton's The House of Mirth, Lily Bart attempts to "survive" within the urbane "drawing-room" society she inhabits. Although Selden uses Romantic nature imagery to describe Lily, throughout the novel such Romantic imagery and its accompanying meanings are continually subverted. By simply invoking different understandings and views of "Nature," Wharton demonstrates that not only is Lily's ability to "adapt" to various environments isn't necessarily salutary, but also that flower imagery, used in an ironic fashion, captures perfectly Lily's need for "climates of luxury." It is Wharton's image of a "hot-house," however, which ultimately captures the ambiguous nature of what, to Wharton, truly is Nature.    Lily, although a city-dweller, is described by Selden as one who is intimately connected with a benevolent, life-giving Nature. He exclaims, "The attitude revealed the long slope of her slender sides, which gave a kind of wild-wood grace to her outline- as though she were a captured dryad subdued to the conventions of the drawing-room" (13). Selden's notion of Lily's "sylvan freedom" and her interconnectedness to all things "natural" is echoed later in the novel, when Lily is either described as, or compared to, a "rose," (167) an ... ...entury Literature 44.4 (1998): 409-27. Howard, Maureen.   "On The House of Mirth."   Raritan 15 (1996): 23 pp.   28 Oct. 2002   <http://proxy.govst.edu:2069/WebZ/FTFETCH>. Howe, Irving.   Edith Wharton, a Collection of Critical Essays.   Englewood Cliffs: Prentice-Hall, Inc., 1962. Lindberg, Gary H.   Edith Wharton and the Novel of Manners.   Charlottesville: University Press of Virginia, 1975. Lyde, Marilyn Jones.   Edith Wharton, Convention and Morality in the Work of a Novelist.   Norman: University of Oklahoma Press, 1959. Miller, Mandy.   Edith Wharton Page.   19 Nov. 2002  Ã‚  Ã‚   <http://www.Kutztown.edu/faculty/Reagan.Wharton.html>. Pizer, Donald.   "The Naturalism of Edith Wharton's The House of Mirth."   Twentieth Century Literature 41.2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   (1995): 241-8. Wharton, Edith. The House of Mirth. (1905) New York: Signet,. 1998.

My Fathers Heart Attack Essay -- Personal Narrative Heart Attack Medi

My Father's Heart Attack In March of 1998, my father was rushed to the hospital because of a heart attack. I remember getting home from basketball practice without my mother home. Instead, my sister was there with her children. The fact that my sister was there was familiar to me, but something did not seem right. My sister stayed with me and did not tell me what happened. Later that night, after my sister left, the news that followed would prepare me to encounter the most defining moment of my life. She told me that mom needed to tell me something. She proceeded to tell me that my father had had a heart attack and that I had a choice to come down to the hospital or not to come. She told me it was a scary sight, and if I didn?t think I could handle it that I should stay home. I was overwhelmed with fear and grief at that moment that my mind just stopped working. I remember thinking all I wanted was to be with my mom and my dad. I showed up at the hospital about thirty minutes later. I was so scared and did not know what to expect. I did not know if my father was dead, ...

Budget and Operational Budgeting

What are the four major types of agency budgeting systems? The four types of agency budgeting systems are capitol budgeting, operational budgeting, personnel budgeting, expendables and accountable. The relative advantage between these is they have a need to be the foundation for the company. These are what help the company as far as pay, salary and uniforms. This budgeting system allows for the company to figure out what will be needed to perform certain jobs and how many of what might be needed for an operation.Capitol Budgeting Capitol budgeting is part of an agency budget that pays for the long lasting agency asserts. This asserts include the building for which the company will work in. Durable goods also come in under this budget which will be the equipment that has to be long lasting. These funds are treated separate from other categories of funds. Without this budget it leaves a company with no work place. There has to be a work place for the staff to come together. Operational BudgetingOperational budgeting involves the development of financial plans for the organization, typically for a year. While annual budgets need not be subdivided into shorter periods, monthly or quarterly budgets are especially useful for anticipating cash needs and for comparing actual experience with plan. A comprehensive master budget requires planning for all phases of the operation. (Operational Budgeting, 2005) This budget will include salaries of the personnel that work for the company.It also cover the water bill, electric, gasoline, supplies, postage and other expendable items that are in this category. Personnel Budgeting Personnel Budgeting is for all personnel that work for the company from office worker, field worker, and janitorial staff. This budget includes the salaries, training, medical, and all taxes withheld. This budget is important due to the company needs a staff to run operations for certain task. Then personnel also need to be trained on how to perform the job the correct way. Expendable and AccountableExpendable is a needed budget to see what supplies will be needed. Since most law enforcement job have tons of office work the items that this budget would cover is paper, pens, clips, and folders. This budget is used to see what is consumed. Then there is accountable this would budget the uniforms, weapons, and equipment such as; scanner, and computers. Accountable budget will be looked at as for property with greater value. Personal Thoughts The four of the budgets covered in this paper run hand and hand with each other.The reason I view them as a part of each other is for the simple fact that is they are all are needs of a company. A company has to have supplies, equipment and some type of dress code such as a uniform. A budget is needed for every company and there are many different levels that a company must budget on from putting their needs first to then what the company might want. At some point and time a budget can be gone ov er meaning that there might have been more training need or more paper used due to more reports need to be done that why I covered the expendables and accountable.