Money Over Power Beyond its Fate Essay Example for Free

Money Over Power Beyond its Fate Essay Money is the root of all evil. It is the most powerful thing in the world besides love. Sometimes money can ruin love in a friendship, relationship, or even worse family. Money can even decide the fate of a human’s life. â€Å"There is so much about my fate that I cannot control, but other things do fall under the jurisdiction. I can decide how I spend my time, whom I interact with, whom I share my body and life and money and energy with. I can select what I can read and eat and study. I can choose how Im going to regard unfortunate circumstances in my life-whether I will see them as curses or opportunities. I can choose my words and the tone of voice in which I speak to others. And most of all, I can choose my thoughts.† (Elizabeth Gilbert). In the movie, â€Å"No Country for Old Men,† A character by the name of, Llewelyn Moss, is caught in the cross fires of money, his actions, his thoughts, and most of all his own fate. Throughout the movie he is in a constant rat race with a man who goes by the name of, Anton Chigurh, who is a hit man that was hired to get the money that moss had stumbled upon and taken. Ofcourse Moss did not have to take this money and if he didn’t he wouldn’t be dealing with money, power, or the very predetermined fate of himself throughout the movie. Chigur also acts an officer of fate making up his own rules as he sees fit. Although Moss’s character may represent free will he also represents the fate that people make on their life after making one poor decision. Not only does this money ruin the fate of moss but it always toys with the fate of Moss’s wife, the owner of the gas station, and the children who were paid off to keep quiet. Some may say that it is not money that is the root of all evil but it is power. So does money and power go hand in hand? With money you have the power to control whatever you want, and with the most power you gain fear in others as well as continue to gain money from those who fear you. In â€Å"No Country for Old men† there is a constant battle between the power money holds on oneself as well as the fate of a life through money. The first time money determines a person’s fate is  during the coin flip at the gas station. When Chigurh realizes that the man working at the counter knows where he is from, he now becomes a witness of who Chigurh is and where he may be from. Maybe if the man would have just been quiet in the first place instead of trying to use the small talk and be friendly Chigurh would have never even have to have the thought of killing the man in the first place. But because the man is the person he is and just wanted to help â€Å"time pass† it pulled a spark and brought the whole conversation in another direction. Chigurh then begins to question the man. What time do you close? Do you stay out back? What time do you go to sleep? The Owner knew he was in some type of trouble and quickly tries to hurry the man out of his store so that he can reach some type of safe zone between him and Chigurh. The conversation continues and that’s when it starts to get a little interesting. Chigurh finds out that the man was married into the business. He didn’t want it nor did he save his earnings but fate brought him to that gas station and Fate would determine his life in a coin toss. â€Å"It is interesting, however, to note the way Chigurh and the Proprietor discuss the stakes of the game. The Proprietor is no doubt aware of the danger hes in, but is carefully trying to determine the nature of the danger. They both avoid talking about the stakes of the game directly the Proprietor, because if he says it, it might happen; Chigurh, because he considers himself an agent of Fate. Discussing it directly would make him responsible, and hes not; the evil swirling through the film is bigger than this one man† (goodreasonblog.blogspot.com). Fate had played a life saving role in this man’s life but so did money. The flip the coin would determine his fate and that is when we right back on the subject of how which played a bigger role? The coin had all the power, although it was an instrument of the fate the man would determine on his own it still had the power. So can we really say that his fate was the reason this man is still alive? In the owners good graces he won the coin coin flip and his life was spared. But what if he had lost that coin flip? Do you really think Chigurgh would have killed an innocent man just because he noticed where he was from? Well that question could have been answered at the end of the movie when Chigurgh shows up at Moss’s wife, Carla Jean’s, house. Carla Jean finds herself seated across from the emotionless Chigurh. Chigurh had promised Moss that he would allow Carla Jean to live if the money was returned to Chigurh. He  assures Moss that it is the best deal he has to offer. Moss would have died either way but Chigurh promises Moss that he would not harm his wife as long as Moss listened to him. But of course determining the fate of himself and his wife Moss chooses not to listen to Chigurhs orders. It is really heartbreaking at this point in the movie because we all know Carla Jean is going to die. The power money has on a person is quite disgusting in this movie because we see that Moss truly chose his money over his wife. Chigurh tells Carla Jean that Moss could have saved her but the power of money had taken over Moss’s mind and moss made a decision for them both to suffer. â€Å"You don’t have to do this† Carla jean tells Chigurh. Chigurh then chooses to offer her the same coin flip option that he had previously offered the lucky old man at the gas station. Unlike the old man, Carla Jean refuses to call it when asked, even after the coin had been flipped and was just waiting to be called â€Å"The coin don’t have no say in it – it’s just you.† Chigurh again points out that he â€Å"got here the same way as the coin did.† Fate brought him to her house because of her husband and the power of money is what would kill Carl Jean in the end. Not only doe Chigurh try determining the fate of others, He also tries to determine the fate of himself. At the end of the movie when Chigurh is hit he pays a boy to keep quiet and act like nothing ever happened. Why would Chigurh do this? He is using his money to determine his fate. Chigurh knows that the lower his profile the less chances he will have of getting caught and going to prison for the illegal activity he has had going on. All in all none of these people had to do what they did. These were the choices they made and because of that, fate had a new twist on their life. Moss did not have to steal the money but he knew with more money came the happiness him and his wife had been working for. Maybe he did it out of love or maybe he was just being greedy we will never really know. Even Chigurh had the choice to not kill all those people because of Moss. All of those people who had died was a predetermined fate that was out of their control. Fate, in this movie, obviously came in more than one sub category. The money meant power and the power controlled ones fate. â€Å"Every moment in your life is a turning and every one a choosing. Somewhere you made a choice. All followed to this. The accounting is scrupulous. The shape is drawn. No line  can be erased. I had no belief in your ability to move a coin to your bidding. How could you? A persons path through the world seldom changes and even more seldom will it change abruptly. And the shape of your path was visible from the beginning.† (coen 259) http://goodreasonblog.blogspot.com/2010/01/no-country-for-old-men-coin-toss-scene.html http://www.goodreads.com/quotes/tag/fate

Value Chain Of Unilever Management Essay

Value Chain Of Unilever Management Essay Any profit motive concern would like to keep the costs to the minimum and maximize profits that can be sustainable as well. Lean production and waste elimination is the product of years of innovation to reduce costs. (Karlsson and Ahlstrom, 1996) This has worked to the favor of external entities such as suppliers and customers, and to some extent, the employees. Companies have realized the importance to involve the community as a whole in the process to foster a sustainable infrastructure that can ensure growth for the company and other associated with it. Introduction Unilever is a large multinational company, having its sourcing, production and sales throughout the world. There are a large number of fast moving consumer goods including foods, beverages, home and personal care products, and cleaning agents. A single category of products sell under various brands, having different attributes and varieties within a single brand. Some brands are limited to certain regions while some brands are under partnerships or have been acquired from local companies. Production of many products has been outsourced to other companies, under strategic alliances, in order to cut on cost of production, like Lux. The company has been continuously engaged in implementing such strategic moves. To improve the value chain, the secondary activities are highly evident as well as the primary activities. Lean Production at Unilever Unilever has a focus toward eliminating waste and bringing lean production into practice, right from the sources through internal processes to the consumers. With its complex procurement network and production scattered in different places, the possibilities for further enhancement in the value chain are endless. Unilever aims to be a multi-local company, which can understand local needs, and produce new products tailored to local needs.(Jones and Decker, 2007) This localization takes into account the different strategies that have to be put into practice for the same product in different locations, which can be put into reducing costs. There have been various success stories from around the world in this regard. In Peru, Unilever does not has a production facility so it uses the cost effective strategic option of outsourcing to local companies including Alicorp S.A.A., which reduced labor requirements and more focus was given to marketing the products. (SOMO, 2006) The companies involved in these strategic alliances have been strong companies. Unilever has a policy to find a partner with a high innovation potential, that can be used to ensure efficient synchronization with Unilevers own supply chain. As Bonney, 2002 has said that the company practices have partners dedicating a team solely for joint development exercises, where knowledge is effectively shared and applied, and commercial agreements are reached on patents, which signified long term partnership approach. Garijo, 2002, adds that Unilever, before going for an alliance, analyzes its internal capability in a particular domain and asks a potential partner to do the same on its own end. Future agreements are based on such defined capabilities. The gradual shift from house of brands to branded house has involved better internal processes. One example is their investment in information technology, which is been superseded by knowledge management practices over the last decade. Knowledge workshops have led to the creation of the Community of Practice (CoP), which pertain to a certain domain such as supply chain or production RD, who are involved in Knowledge Management Groups (KMGs), which continually enrich the knowledge of the employees. Marketing is one domain where KMGs are becoming active, owing to the tacit nature of localized knowledge in this area, while there are already dozens in supply chain and production technology. (Pos et al, 2005) Unilever has used CoP effectively to deal with Agronomy issues in areas with scarce water. In Australia, innovative irrigation systems were developed while in Brazil, an improved system curbed over-irrigation and associated problems. The resulting agricultural products are low-cost, better quality and have lower disease rates. Through this way of sourcing of raw materials, Unilever has established long term control over its sourcing needs. Given the leverage of its size, Unilever can further and continuously leverage its size to strengthen the very entities that it interacts with; the customers, suppliers and strategic production partners. Waste Management Being a large and growing company, the company needs continuous innovation to manage its waste along the value chain. It has been observed that outsourcing looks convincing but it discounts the control factor. For example in Perus case, the outsourcing has caused considerable cost reduction however it has also made it difficult to impose the standards practiced by the company. The layoffs resulting from the outsourcing and further layoffs by the outsourced company, have spoken about the cost to the employees of such strategic moves. The company has reduced the waste of over-employment and has improved efficiency but created the waste in the form of tarnished labor relations, which shows the inability of the company to follow its own Business Partner Code. (SOMO, 2006) As already discussed, Unilever is effectively improving its inbound logistics. The case of Palm Oil controversy, is one of the reasons to do so, and has in fact made the company respond quickly to such issues. In the case, Unilever could not fully adhere to its Sustainable Development Report 2009 where the company aims to grow while improving the environment and recognizes that each stage of the value chain can affect the environment. Prior to this and earlier declarations, the company had been working hard to restore its reputation, damaged by Greenpeaces Cooking the Climate report, where the company was named as a largest buyer of palm oil made from non-sustainable sources. Further media revelation of the companys continued purchase compelled the company to order its Indonesian supplier to stop buying from a local rainforest. Despite the companys successful sourcing of 15% of its tea and palm oil from sustainable resources, the company has been inconsistent in fulfilling its pledge s. The company has to practically prove its 2015 plan to source all its raw material from sustainable sources. (Drnach and Dowding, 2010) Unilever has been able to nearly eliminate waste in its production facilities and in the outsourced production. This has been due to the implementation of latest technology in its mass production models. At the outbound logistics domain and marketing sales domain, more and more services are being outsourced. There are a large number of companies like advertising agencies, brand activation, event management, media planning, business process outsourcing, distributor networks and more which are specialists in their respective domains (McGovern, 2005). It has been beneficial for the company to outsource to these companies due to the nature of these tasks. However, a collaborative and strategic partnership is made with these companies which can ensure better quality of results. The waste that occurs in this stage is that of the work rejected or delayed, for example, an advertising agency comes up with an advertising idea which is rejected or the distributor mishandles distribution, resul ting in inventory losses. Another waste that occurs in this area is in the form of delays that result in stockpiles of inventory. The distributor can misunderstand the change in the product brand image and fails to distribute to the markets intended for in the new branding. Failing to distribute the product properly can cause the product to lose its repeat or prospective customer. (Spence, 1977) The dual company structure does not create any impediments in the value chain as an equalization agreement eliminated dual board and management. (Jones, 2002) Under an agreed structure, where beneath the two parent companies are many local subsidiaries, the degree of involvement with the subsidiaries is gradually increasing, like its strategic plans, and moving from house of brands to a branded house. (Daye and VanAuken, 2007) It is highly recommended that Unilever should be more proactive by enlisting support and collaboration with their distributors and outsourced companies for marketing sales. The company should avoid being heavily dependent on the outsourced companies by having a system to create its own plans while approaching these companies.(Lei and Hitt, 1995) As for the inbound logistics, I adhere to Drnach, 2010 recommendations that the sources of supply should be tracked and audited regularly. The company should take a step in the improving its value chain without waiting for competitors to do the same, where there might be short term losses. It is also recommended that the knowledge management groups and related programs should be taken to other domains in the value chain by making its use compulsory for maintaining employment. Instead of using community of practice as a tool, the company should consider community of interest in order to create an acceptance of the knowledge management among the employees. It is important, also, to assign enriched roles or provide them alternate roles along the value chain, once the outsourcing has been done, rather than to lay them off. Any addition to the value chain, despite the cost, will add value to the organization as long term. The waste generated from the production itself should be utilized as a raw material for other production processes. Idle time can be utilized in training especially for factory workers, if it cannot be reduced immediately or not at all. This time can also be used in recreation activities for the employees. Employees should be given the chance to take part in decision making exercises that can help the top managers understand the complexity of problems inside the organization. Before the recommendations can be implemented, there should be a comprehensive audit of the value chain of the entire organization that can refine the recommendations. Impact of Change The recommendations will increase the efficiency of the organization and fewer resources would be used in production process. If implemented in letter and spirit, and with greater efforts, the recommendations can provide benefits beyond the intended ones. For example, by enlisting the support of distributors, the company can gather more information about the customers, through the retailers. Such information can be more meaningful than a consumer research conducted by a research company. With technological collaboration (like RFID Tags) with the distributors, the company can track the movement of the products from the production to the consumer in real-time, thus identifying where and when the products reach first and where the product demand varies owing to different factors, like seasonal and occasional. Distributors can also provide the company with information about changing consumer needs in various parts of the same location, leading to a different variety to be researched and launched for that area only, with a limited marketing budget. Maintaining linkages with the outsourced companies can be beneficial while having its own plans before approaching the outsourced companies can be even more beneficial owing to reduced dependencies on those companies. For example, it the company wishes to reposition the brand of an ice-cream, it should do complete planning of the work that is to be outsourced to different companies. With a plan in hand, the company will have a benchmark to compare the results with, so that they will not have to approach the companies again and again for improvements. The company can send a dedicated team to work along with these companies to report back the updates regularly so that the concurrent adjustment and enhancements can be made, rather than making a second approach to adjust the changes. For the inbound logistics the recommendations of tracking and auditing of the sources of raw material will improve the raw material quality and ensure long term availability. This will be possible as the audits will provide information whether the source of the raw material is sustainable. Furthermore the audit will provide information about the supply chain origins. For instance, in a South Asian country, the company can sell packaged milk like Nestle has. The company can reach the dairy farmers, who can be provided vital information as to the time they should deposit the milk. Technology at the village can be enhanced by installing lactometers that can measure how pure the milk is and the farmers are then paid according to the freshness of the milk rather than large quantities of low quality milk. Farmers would be encouraged to take care of their livestock to improve milk quality. Meanwhile the company can educate the farmers on taking care of the livestock through modern technique s such as medication and veterinarian care facilities. The village itself would find incentive to acquire such facilities. Thus by improving the technology of the village i.e. by going on a focused corporate social responsibility initiative, the company has a considerably better raw material that saves processing time and cost. Short term losses for implementing a value chain initiative can be high where the industry structure is not compatible with the initiative. A large company such as Unilever can bear such losses, but the impact it will have on the existing environment and the industry structure will be large enough to influence other players in the industry to follow suit. In my recommendation, that the company should not be reluctant at implementing a value chain initiative even if the losses seem to be high. The enhancement in the value chain will thus be beneficial to the industry not just the organization. The first company to implement the change will be the first one to benefit from the change, while other companies will be forced to follow the new industrial standards to survive. The long term sustainability will be created in term of continuous supply of better quality raw material from a sustainable source. The recommendations on forming knowledge management groups for more employees to share knowledge in their area of practice and interest, will considerably improve the quality of human resources at the organization. Community of interest should be promoted over practice, as it can diversify the views of the employees so that they can become more occupationally mobile rather than restricted strictly to their area of specialization.(Curtis, 1959) Furthermore the strategic moves by the company are expected to result in shifting existing employees to different areas on the value chain. The more occupationally mobile the employees are, the more quicker they will be able to learn their new roles, reducing hiring and training costs as well as retaining the employees along with the company specific knowledge. New employees would have to be taught about the organization from scratch, and would require more training. Lastly the idle time and waste generated by the production process itself can be managed to provide training time to the employees. This will avoid wastage of time in activities unrelated to work. If it is possible, the idle time can be used as a reason to employ part time wage workers who can work between the idle time intervals, while being trained during the intervals. Technology can be used to allow workers to work from home, if they are well trained in their area of work, and use the free time to maintain a reasonable work/home life balance. Waste from the production process itself can be used in other production processes in another factory of the company. For example, certain waste material from the production of soaps can be utilized in producing more soaps. Improved value chain will provide benefits to the community and the company. If both of them grow well, the benefit is passed on to all other players in the market. Framework to Respond to Danger Signals Keeping the Porters value chain model as a tool, a new first-line manager at Unilever can use the framework to identify the waste that occurs at each stage of the value chain, find the danger signals of each waste and respond to it. Inbound Logistics The waste can be the lost production time owing to delay in arrival of raw material, or the low quality raw material. The danger signals can be the number of hours a production process has to be stopped or slowed down, and the number of hours factory workers may have to wait. For each progressive number of hours, the manager has take a certain action. For instance, initially the incoming logistics has to be contacted for verifications of delayed time schedule. Later the production manager has to be informed, while workers are to be informed of the expected time and compensation. If the logistics is too much delayed, the managers can send the workers back to reduce wage cost and inform the higher management through production manager. Production and Operation The waste can include the idle time inherent in various machines in factory due to cool-downs and maintenance. This can cause wasted labor hours, which are paid for the idle times as well. The number of hours elapsed since the shut down is the danger signals. Initially the manager has to inform the workers to wait while the maintenance is in progress. On further delay, the workers are paid and sent back, while the manager liaisons with the maintenance team to know the status and inform the same to production manager. Outbound Logistics The waste includes inventory losses on mishandling, the lost consumer due to delay, misdistribution or low stock at the retailers end and losses owing to miscommunication with the distributors. The danger signals can be the loss percentage. As the percentage increases, the danger signals increases, and so a more high level decision has to be taken. For instance, for a small loss, the distributor is sent the first warning, while both company and distributer assume loss and the manager process the proceeding and informs the production manager and accounts department. On a greater loss, the distributor assumes the loss, failing which the manager has to inform the same to the production manager, accounts manager as well as the Marketing department. Marketing and Sales The waste is the time involved in rejected work from an outsourced company, and lost customers owing to failed brand repositioning based on unreliable research. The line manager has little to do with this domain, however the danger signals is the accumulated inventory if the full or partial production has started concurrent to change in, for instance, product attribute takes place, but is not marketed as yet. The manager can stop the production and inform the concerned positions. Service The waste is the loss of consumer due to inability to attend to consumer complaint or suggestion. The danger signals can be the increase in unattended consumer complaints on which the production has not taken any action, as well as an increase in the inventory levels. The manager has to inform the production to check the complaints and improve the product quality, while coordinate the production with procurement in case a machine update in needed. Procurement The waste that can occur at this stage of the value chain is the negative publicity as well the long term depletion of a raw material from a non-sustainable source. The danger signals can be the increase in inventory as fewer orders are being taken. The manager has to inform the procurement and marketing department after a certain inventory level is reached. Technology Development The waste is the lost production time due to an outsourced production facility not being fully compliant with the technology standards set by Unilever. The danger sign can be the total number of accumulated idle time in a week. Considering that the line manager is employed by Unilever at the outsourced facility, the manager can first inform the outsourced company production department, then to his companys outsourcing manager and production manager. Later the technical team of Unilever can be informed to perform necessary adjustments. Human Resource Management The waste can be the lost production time caused by delays caused by training new personnel. The number of hours elapsed since shutdown are the danger signals. Line manager can inform the human resource and production department to quicken the training period Firm Infrastructure The waste can be the lost production time caused by delays due to unrealistic plans and lack of finance. The number of hours elapsed since shutdown are the danger signals. Line manager can only inform the management of the happenings and try in his capacity to facilitate solutions. Conclusion Operations management is now the key to achieve faster production rates and improve both the top line and the bottom line. (Mukherjee, 2009) This area of study is increasingly being merged with the domain of marketing based on indirect responsibility because of the realization of need to be agile in competition.(Pycraft, 2000) To make sure that consumers are reached in time, sourcing, production and distribution has to be achieved quickly and efficiently.

Brutus Character Analysis in Shakespeares Tragedy of Julius Caesar Ess

Character Analysis: Brutus William Shakespeare's play, The Tragedy of Julius Caesar, was mainly based on the assassination of Julius Caesar. The character who was the mastermind behind the assassination was, ironically, Marcus Brutus, a senator and close friend to Julius Caesar. But what would cause a person to kill a close friend? After I examined Brutus' relationship towards Caesar, his involvement in the conspiracy and his importance to the plot it all became clear. Brutus had one particular reason for killing Caesar and that was for the good of the people and the republic. Brutus had no personal reason for killing Caesar. Some of his most admirable traits were his morality and leadership skills. Brutus had a strong relationship with Caesar but a stronger relationship with Rome and its people. I think during Roman times, the only way for someone to get close to a person of high rank is if he/she is a close friend or relative to him/her. Brutus loved Caesar but feared his power and ambition. In the early acts of the play, Brutus says to Cassius, "If it aught toward the general good, set honor in one eye and death in the other, and I will look on both indifferently†¦,,"(act 1, scene 2, ll.85-89), as he is speaking to Cassius. "He then unto the ladder turns his back..."(act 2, scene 1, line 25). As the quote says, Brutus would not allow Caesar to rise to power and then turn his back on the people of Rome. This is the only reason Brutus would conspire against Caesar. Brutus says to himself, "I know no personal cause to spurn at him...How that might change his nature..."(act 2, scene 1, and ll.11-13) Caesar's connection and relationship with Brutus was also very strong. Allowing Brutus to speak to Caesar shows his respect fo... ...thing else. The threat that Caesar poses was that he would begin moving away from the idea of a Roman republic and towards an Empire ruled directly by him. Brutus is complex because he does not kill Caesar for greed, envy, or to preserve his social position like so many of the other conspirators against Caesar, he does it for the good of the people. Once Brutus has made up his mind he sticks to it, and he is rarely questioned. Brutus is very accustomed to having his way without argument, which explains why he rarely listens to anyone else. Brutus is like a piece of elastic. He is easily stretched out, but he's also easily put back to how it used to be. But a piece of elastic will also get worn out and has to be thrown out. Brutus is very quickly persuaded and manipulated. Like elastic, it is stretched and used, then immediately thrown out like it was nothing.

causes of the great depression Essay -- essays research papers

The Great Depression was a decade of poverty for many United States citizens. Starting in 1929, The Great Depression was a rough time not only for the U.S. but for many other countries. There are many causes for the Depression but the main cause was the combination of the greatly unequal distribution of wealth throughout the 1920's and the extensive stock market speculation(Gusmorino, 1). Other causes were the unsteadiness of the stock market, short signed economic policies, overdependence on mass production, consumer spending, advertising, welfare capitalism, and high tariff. The effect on the country of the imbalance in the economy threw the U.S. into an era of negativity. How did the United States go from the â€Å"roaring twenties† to The Great Depression? It was all based on deflation and the crash of the economy. A good example of uneven distribution of wealth was Henry Ford’s yearly income of $14 billion the same year that the average income was $750. Another contributor to the uneven distribution was the government. Calvin Coolidge favored businesses therefore favoring the wealthy who invested in these businesses. For an economy to function properly, total demand must equal total supply. What happened in the 1920's was an oversupply of goods. This resulted in the middle-class needing more but not being able to afford more while the upper-class didn’t want to buy more goods. Three quarters of the U.S. population spent almost all of their yearly incomes to purchase consum...

The Devlopment of Modern Africa Essay -- essays research papers fc

The Development of Modern Africa   Ã‚  Ã‚  Ã‚  Ã‚  There are over 40 countries in sub-Saharan Africa and the wealth of natural resources and the prevalence of wealth in the northern segments of Africa have led many to speculate about the equity and economic development in the sub-Sahara. Unfortunately, the progression of economic, political and social factors in this region have done little to improve the overall conditions, and have instead demonstrated a consistent bias towards the government and the social elites that has impacted the chances of successful development in the region. Since the end of World War II, changes in the infrastructure, the political forces, and in the capacity for collective action in many of these countries has underscored what some have described as the â€Å"Africa crisis† (Stryker, 1986).   Ã‚  Ã‚  Ã‚  Ã‚  One of the major issues that still remain in this region is the history of development in the sub-Sahara, generally traced back to the history of British rule, and the relinquishing of colonial control which led to greater regionalization. But there was little in place in terms of expansion planning or economic development in the period following the end of the Second World War, and it can be argued that the struggle for economic development is linked to existing and maintained inequities, based both on social conditioning and political control, that has weakened the agrarian force and impacted the development of industrialization. During the 1980s, when many countries through out the world were experiencing the successful pull away from years of recession, the countries of the African sub-Sahara were not impacted by this positive transformation, and instead, it was posited that the decline in economic conditions would result in years of continued recession (Stryker, 1986). A number of theorists have attributed this crisis to different components of the politics, the economic base, and the social perspectives, as well as basic problems like the lowest world-wide life expectancy, lowest nutritional and literacy rates, lack of access to medical care, safe water supplies, and support services, and high population growth coupled by the highest infant mortality rates in the world (Stryker, 1986). It has been recognized that of the 40-50 poorest counties of the world, most (2/3) are located in the sub-Saha... ...ility, the perception that reforms could somehow promote a major transformation within the varied communities of the sub-Sahara placed too great an emphasis on the process of development and too little emphasis on the impact that the division itself would have on existing communities. Bibliography Berry, Sara (1992, Summer). Hegemony on a shoestring: indirect rule and access to agricultural land. Africa, v62 n3, pp. 327(29). Gyimah-Brempong, Kwabena (1992, May). Do African governments favor defense in budgeting? Journal of Peace Research, v29 n2, pp. 191(16). Jaycox, Edward (1993, March). Structural adjustment spurs African development. Africa News, v38 n2-3, pp. 14(1). Lonsdale, J.M. (1970). Nationalism and Traditionalism in East Africa. in Collins, R., Ed. Problems in the History of Colonial Africa, 1860-1960. Englewood Cliffs, NJ: Prentice-Hall, Inc. Seitz, Steven (1991, January-April). The military in black African politics. Journal of Asian and African Studies, v26 n1-2, pp. 61(15). Stryker, Richard (1986). Poverty, inequality, and development choices in contemporary Africa. in Martin, P. and O’Meara, P., Eds. Africa. Bloomington, IN: Indiana University Press.

Data Envelopment Analysis and related literature Essay

As already stated, a rich history of literature and research which is demonstrating the importance of processes in analyzing the performance of an organization exists (Chase, 1981; Chase et al. , 1983; Levitt, 1972; Roth et al. , 1995). Especially, Roth et al. (1995; here and in the following) showed that the key drivers are process capability and execution in an empirical way. It was described in their study that an inappropriate design of certain processes and also the poor execution of a process can lead to process inefficiency, and that both process capabilities and people as major factors affect business performance. When estimating the performance of processes usually a number of different outputs have to be taken into consideration. Data Envelopment Analysis, the estimation method described in this chapter and used as a basis for measuring the efficiency of business processes, deals with these multiple outputs by the use of frontier estimation. In this process, it is specifically determined which relative performance amongst multiple inputs and outputs are present. This in turn is achieved by calculating ratios of weighted outputs to weighted inputs, and the determination of the relative efficiency (which is seen as the distance from a peer object to the best practice frontier) compared with the efficiency of other so-called Decision Making Units (Charnes et al. , 1978). Decision Making Units can be defined as firms or public-sector agencies, but also as single processes or process instances (Sengupta, 1995). Data Envelopment Analysis is therefore used in different areas of daily life, for example in education programs of schools, or the production and retail business (Metters et al. , 2003). The Data Envelopment Analysis method was introduced into the operations research literature by Charnes, Cooper, and Rhodes in 1978 (see Charnes et al. , 1978). They presented it as a new nonparametric (meaning it is entirely based on the observed input-output data and not based on the assumption of a normal (Gaussian) distribution underlying the measured parameters) and multi-factor productivity analysis model (Sengupta, 1995). The Data Envelopment Analysis model as it was originally formulated by Charnes, Cooper and Rhodes, later referred to as the â€Å"CCR model†, has the important and critical characteristic of the reduction of the multi-output, multi-input situation for each Decision Making Unit to that of a single â€Å"actual† output and a single â€Å"actual† input. In fact, the respective measurement of efficiency for a Decision Making Unit is identified by the original Data Envelopment Analysis model by developing the ration of weighted outputs to inputs to 3 he maximum under the assumption that alike ratios for every Decision Making Unit are not larger than one (here and in the following Frei et al. , 1999). This in turn results in a number of efficiency scores less than or equal to one, as well as a reference set of Decision Making Units identified as efficient. The method has also come to be known as the â€Å"input-output oriented model†, because by holding outputs constant and at the same time evaluating to what degree the inputs would have to be changed in order for a Decision Making Unit to be considered an efficient one, the overall efficiency score is determined. The also existing â€Å"output-oriented method† is very alike to the input-oriented method. Using this approach, the ratio of weighted inputs in relation to the outputs is minimized in order to be able to evaluate the actual amount that each Decision Making Unit’s outputs have the chance to be improved whilst holding the inputs on a constant level. In summary, in both cases, a Decision Making Unit identified as efficient has no potential for improvement, whereas as Decision Making Units seen as inefficient have efficiency scores that reflect the actual potential for improvement which is based on the achievement of other Decision Making Units. A proportional (linear) program must be carried out for each of the Decision Making Units to be able to define the relative efficiency scores. Because of the use of a linear function, the implied presumption is that the efficient frontier is piecewise linear. As a fact, the original model of Data Envelopment Analysis comes up with a ranking of the different Decision Making Units in the system in a scale of relative efficiency from the lowest to the highest, where the highest is considered to be one hundred percent efficient (Sengupta, 1995).

Compare and contrast the ways Essay

Compare and contrast the ways in which language expresses the feelings of anger and frustration felt, by Hamlet and Claudius. Shakespeare uses very strong and powerful language in both of the speeches to express to the audience the strong feelings of anger and guilt felt by Hamlet and Claudius at this point in the play. The speeches are both commenced with a sorrowful expression, `O’, I think this demonstrates their pain and grief about what they both feel is their fault. I think Claudius feels he perhaps shouldn’t have murdered his brother, but is still trapped inindecisiveness and his thoughts conflict each other, through guiltabout being a murderer, and where he would be and what he would not have if he hadn’t taken action to try and lift his place in society. Hamlet feels he should have already taken action to avenge his father’s murder, so feels guilty about his inert efforts and decisions. The `o’s are then followed by degradation, Hamlet says `What a rogue and peasant slave am I’, and Claudius says `My offence is rank it smells to heaven’. The way in which these lines are similar that they are both degradations, but they are in different in their nature. Hamlet degrades himself by calling himself the lowest most worthless criminal, whilst Claudius degrades the crime he has committed and says it’s the worst crime he could have committed. Their feelings of anger and frustration are demonstrated with the use of powerful adjectives in his self condemnations, such as `monstrous’, `horrid’ and `damned’. They enable the audience to build vivid mental images of powerful items, which brings the feelings of self hatred experienced by the characters to  life, enabling the audience to feel the character’s pain and grief. A difference in Shakespeare’s portrayal of the character’s similar feelings, is that the language used in Hamlet’s speech explicitly shows his deep feelings, as he forcefully explains his grief and sorrow about the situation, `I am pigeon livered and lack gall to make oppression bitter,’ Hamlet clearly shows that he feels he is lacking courage and confidence. But in Claudius’ speech he explains how he feels bad about what he has done, but he doesn’t use such dramatic and descriptive language, whilst quietly explaining how he feels. ` It hath the primal eldest curse upon’t. ‘ I think this explains that Claudius feels angry at what he has done, but I don’t think it’s as harsh as the way Hamlet degrades and insults himself. I think Hamlet’s speech can be separated into sections, each describing his stages of emotion and the three mental phases he goes through, first he feels guilty about not taking action to avenge his father’s murder, then he feels angry at himself for wasting time feeling guilty instead of making a plan and finally he decides to take action and form a plan. I think this helps to show the levels of Hamlet’s grief and frustration and puts across to the audience that Hamlet’s feelings are a complex mixture or reasons and emotions and not just one like Claudius. I think Claudius’ anger and frustration is about killing his brother and throughout his speech he concentrates the whole speech to this unlike Hamlet who has mixed feelings and goes through different states of mind during his speech. I think on the surface Hamlet and Claudius have different feelings about the murder of the king, but deep inside they share similar emotions. Hamlet describes his father’s murder as a `damned defeat’, meaning a defeat as an act of destruction, which I think is a powerful way of expressing the anger and grief he feels about it, because he is saying that Claudius hasn’t only destroyed a part of him, he has irreparably removed part of his life because what has been destroyed cannot be replaced. Similarly in Claudius’ speech. References Visible links Hidden links: 1. http://www. coursework. info/.