A Tale of Two Cities Character Carton Analysis Essay Example for Free

A Tale of Two Cities Character Carton Analysis Essay In the novel, A Tale of Two Cities, Sydney Carton’s character went through a series of decisions that affected the outcome of the novel. Sydney Carton looks almost looks exactly the same as Charles Darnay, but the main difference, was that Darnay was sober a majority of the time, and he cared and worked for his life. Lucie, the love of Carton’s life, had fallen in love with Darnay. After Carton realized that Lucie would have picked him if he hadn’t been so slavish and drunk a majority of the time, he decided to change. He knew he had already lost Lucie, but he thought that maybe he could still use the rest of his life for the better. His decision to change was not state out right, but the events in the novel, led the reader to the conclusion, that he turned around his life for Lucie. At the beginning of the novel, when Carton is first introduced, he is sitting in the courtroom staring at the ceiling. The author made it seem like Carton did not care what was going on in the courtroom, but later the reader discovers that Carton was listening to the case the entire time. Carton had heard a flaw in the prosecutor’s plan, and he gave a note to Stryver, resulting in an acquittal, which Stryver had received full credit. As the reader continues reading, it is later discovered that Carton is the hand guiding Stryver, while Stryver is just the image. Carton never did anything for himself; because he was too busy helping others. Later in the novel, Carton planned an almost full proof plan to help Charles Darnay. Even though he had made the decision to change, and think out a plan, he never lost the characteristic of putting others before himself. Although he took the place of the Darnay, before his death, he took it for Lucie. As Carton’s character is slowly unfolded throughout the second book, the reader can conclude that Carton dislikes Darnay. Carton dislikes Darnay, because Darnay is the constant reminder to Carton of what he could have been like, if he had not made bad choices in law school and made good choices in general. Whenever Carton came over to the Manette’s home, and was in the presence of Darnay, he was even more quiet then usual. However, when he decided to turn his life around, he buried his hatred for Darnay, and treated him with respect. Even with this decision, carton could not have Lucie, but she accepted him as part of her own family, and he was content with that. At the end of the novel, Carton takes time to plan out a five-step plan to save Darnay, and ends up sacrificing himself for a man he use to hate. Part of Carton’s old personality, was that he always wore his emotions on his sleeve. He thought he was useless and he lacked self-esteem. This was shown throughout the beginning of the book, for he was a drunk resembling his worthless life. He didn’t speak in the conversation unless it was a topic that he truly cared for. Right before his change, he professed his love to Lucie. After his change, he learned to hide his emotions. Although he may not like Darnay, he kept those feelings to himself. He stayed mysterious in Book III, in order for his plan to be successful and his appearance to be surprising. The character, Sydney Carton, was given a second chance as their life was resurrected. Lucie Manette is responsible for the resurrection of Sydney Carton, for she was the inspiration that got Sydney Carton off his feet. Carton twice saves Charles Darnay even though he disliked him. Carton described himself as a wasted creature but Lucy explained that she had faith in him and that he was capable of doing better things. He ended up promising that he would do anything for her, sacrificing his life for Charles Darnay. By hiding his emotions, he was able to carry out a plan without anyone attempting to stop him. Carton strived to become a better person and change his life around because Lucie believed in him. Because of the change in Carton, Darnay’s life is spared and Carton dies with dignity, knowing his life was not a waste.

Theories underpinning the change process

Theories underpinning the change process The government of Great Britain was experiencing heavy burden of giving subsidies to British Airways (BA), which was accounted for almost $900 million in 1982. Beside subsidies government was also facing immense opposition from Conservative government of owing the business; as they believed, BA to be province appropriate for and should be run by private enterprise. Environmental changes were another issue of concern due to increasing deregulation of international air traffic. Moreover, growing competitions and high varied Air fares were resulting into price wars situation and placing more risk of financial crisis for BA. Indeed there was intense pressure exerted from external environment on BA. The external pressure again imposed very widespread and massive changes to internal environment of organization. The main primary reason behind any organizational changes is due to enforcing external pressure instead need for change or internal desire (Waldbaum, 1987). Considering all these problems and concerns the government of Britain in 1982 decided to privatize BA. For making BA privatize it was essential to make BA profitable organization. This essay analyzes the organizational changes involved in BA by converting to private ownership i.e. transforming BAs culture from bureaucratic and militaristic to service-oriented and market-driven in 5 year period as presented in Fig(1). Diagnose and need for change Fig(1) (Goodstien et al., 1991) Theories underpinning the change process/Methods: TROPICS ANALYSIS: Tropics test can be utilized at very initial stage of any change for understanding the nature of change and deriving optimal solution methodology. It is effective and easy to apply as it requires very minimalistic inputs and less expense considering both time and resources. It is used by management team in giving the starting point and finding the appropriate route for implementing change (Paton McCalman, 2008). On applying tropics fig(2) the change for BA privatization was identified to be at the SOFT side of the spectrum. The few aspects were found to be hard but majority tendency lying on soft side. Considering the outcome of tropics analysis to be on soft side indicates the change process should follow Organization Development model. Factors Tendency towards Time Scales Estimated for 5 years Hard Resources Unclear and Variable Soft Objectives Clearly defined Hard Perceptions Varied and different Soft Interest Widespread among staff and government Soft Control Top management and government Soft Source Originated externally by government Soft Fig(2) (Paton McCalman, 2008). Organizational development is determined as an educational process of continuously identifying, allocating and expanding human resources in a manner for making it more usable to the organization need and hence leading improvement in the problem-solving capabilities (Sherwood, 1972). Organizational change involves three levels of change as shown in fig(3). Each level differs in their pattern of resistance and requires different strategies and methods or techniques for implementing change (Nadler Tushman, 1989). Fig(3) (Goodstien et al., 1991) LEWINS CHANGE MODEL: According to (Lewin, 1951) views, for any behaviour there is dynamic balance of forces running in opposite directions. Like, Driving forces encourage change by pushing workforce in desired direction and restraining forces resist change by pushing workforce in opposite direction. Hence, to understand the problem within the organization it is essential to analyse these forces first and then plan the strategies and goals for moving equilibrium in desired direction (Kritsonis, 2005). FORCE FIELD ANALYSIS Force field analysis is an approach for analysing group behaviour by mapping the complexity and totality of the field in which the behaviour takes place (Back, 1992). By applying the Lewins (1947) field force analysis it is clear that major restraining forces were related to workforce and involves change in human aspects. Driving Forces Restraining Forces Risk of financial crises. Change in work culture Become worlds favourite airlines New management. Become service oriented and market driven. Workforce reduction No subsidies from government by privatizing it. New service nature involving direct customer interaction LEWINS THREE-STEP MODEL: Lewins three-step model of Unfreezing, Moving and Refreezing can direct shift in balancing the direction of planned change (Levin, 1958). An adaptation of model fig(4) in BAs change process was found useful in establishing frameworks of BA change management. Fig(4) (Goodstien et al., 1991) Unfreezing: Unfreezing is the first step of change process and it is about encouraging and motivating people and making readiness to change (Schein, 1987) (Greaves, 1999). (Lewin, 1947) refers that any existing situation or behaviour is under equilibrium state supported by complex field of driving and restraining forces and to incorporate new behaviour the equilibrium need to be destabilized (unfrozen). According to (Robbin, 2003) unfreezing is important in overcoming the strains of group conformity and individual resistance. It can be achieved through three methods: firstly by increasing the driving force that drives behaviour in opposite direction of existing situation, secondly by decreasing the restraining force, finally by finding combination of first two methods. In BAs change process the first step taken in unfreezing was huge reduction in BAs workforce all over the globe. The workforce was cut down to 37,000 from 59,000. The downsizing decision was taken through consensus opinion at all levels within the BA. They believed downsizing will help in decreasing the hierarchy, at the same time giving more liberty to operating staff and easing the management process. The process of staff reduction was not that easy to execute and achieve but the effort was taken to minimise the exertion. The downsizing of staff was done in an optimistic way and with compassion. It was taken through early retirements and by giving incentives and through financial settlements. There were no laid off involved in entire system for downsizing. Interestingly, within a year staff reduction worked positive for BA. The improvement was observed in all performance indices of BA, they had timely departures and arrivals, less complaints of lost baggage etc. According to (Lancaster Lancaster, 1985) the initiated change requires sense of direction and considerable power of leadership. To facilitate patterns of behaviour for stabilizing, evaluating, and monitoring the change, the involvement of strong change agents such as system specialists and top management plays a key role in leading and making successful change process (Rasberry, 1986). With respect to change agent the second major change happened in 1881, there were two new appointments in BAs top management. The chairman of board was replaced by senior British industrialist Lord John King of Wartinbee and Sir Colin Marshall with marketing background, was a new CEO. Marshall being outsider of BAs culture and having marketing experience was able to view different perspective for BAs culture in comparison to its predecessors, who were mainly retired Air Force officers. He played a key role in the success of BAs change process. Marshall after its arrival to BA in short span decided new strategy for BA to become Worlds Favourite Airline. It was his vision and clear understanding that pointed out changes is required in BAs culture. He with his strong leadership skills and great effort executed the change. Many training programs were initiated and executed to support the unfreezing process. The main focus was on Putting People First. The training program was mainly dealt with customer interaction, in which BA personnel was in a direct contact with customers. The main aim of the program is to give the feel and understand the service nature of airline industry. It was completely different and was intended to challenge the existing BA culture. Movement: In a change process, movement step is necessary in moving the target system to new level of equilibrium. (Schein, 1996) refers movement state to be more learning and iterative approach or action that enables groups and individuals to move from less acceptable to more acceptable set of behaviour. In movement phase of BA Marshall hired Nicholas Georgiades as director (vice-president) of human resource for accomplishing and running the programs essential for implementing change. In a service climate (Schneider Bowen, 1985) indicate positive correlation between employees perceptions of human resources practices and customers perceptions and concludes human resources practices can influence service climate. Georgiades had a background of psychologist, former professor and consultant. BAs successful change effort was due to the joint leadership of Marshall and Georgiades. He created relevant programs and tactics to bring Marshalls view to reality. Georgiades had taken significant steps in the movement phase by conducting training programs for the middle and senior managers. The main aspects of the training involved were Leading the Service Business and Managing People First. Feedbacks were taken from every individual in understanding the perspective related to management practice s on the job. The main purpose of all training programs was to locate the shortcoming of current management style and to initiate the development of new process that would suit to new competitive culture of BA. It was essential of having participative management style (Marshall, 1984) for making BA organization service-based, market-driven and profit-making. Moreover, it would produce employee commitment. During unfreezing stage, diagonal task forces were extensively used on structures and system level. It mainly comprised of individual from different units and functions and exhibiting responsibilities at different level to deal with several aspects involved in change process. The aspects mainly consisted of new uniforms, new practices in staffing, need for MIS (management information system) etc. the major difference from traditional approach was introduced i.e. A bottom-up, less centralized budgeting process. In the climate/interpersonal side involved critical shift in redefining BAs business to represent service instead of transportation. Good interpersonal skills and open climate together with outstanding team-work are key features of service business (Goodstien et al., 1991). To incorporate service environment in BA, the process were developed and team-building activities were taken off-site during movement phase, which are at-present institutionalized. All these changes were successfully implemented due to top management involvement. Marshall himself introduced question-and-answer sessions during training programs. The purpose was to maintain transparency; he shared the information and also gave his opinion for the required change. The acceptance of emotional labour in movement phase was the important step. It was done through Georgiades championed, that conveyed the importance of high energy requirement to deliver quality of service in airline business to the workforce. Any emotional drain in the service can cause permanent psychological damage and critically impact to developing system for the service workers involved emotionally. Another important step was taken in creating internal change agents through retraining of internal personal staffs. The training was taken by supporting line and staff managers. It was found fruitful for managers completing the Managing People First training program in developing peer support groups. Many changes were done internally to BA structures and systems to support this movement. That included new bonus system, sharing of BAs financial gains success. The other initiatives were taken like at Heathrow Airport opening of new Terminal4 for providing more functional units for staffs. Inclusion of new training center through purchase of Chartridge House which was utilized in training staffs and providing information house for MIS enabled managers. Refreezing: Refreezing phase take place after the change has been implemented. In process-oriented studies it has been observed that the refreezing is stage strongly associated with change success (Ginzberg, 1978, p. 59). According to (Schein, 1987) it is that part of the process in which change is embedded within two separate, yet related mechanisms. The first mechanism deals with personal refreezing that implies to the extent to which the persons self-concept have incorporated change and can be integrated with rest of the personality. The second mechanism is relational refreezing that refers to employees personal change to meet the expectation of their peers, supervisor and subordinates. As per (Robbins, 2003) a view refreezing main purpose is to stabilize the new equilibrium resulted through change and that can be achieved by policies and procedures. In BAs refreezing phase, the top management by their continuous involvement and commitment ensured the change is fixed in the system. The staffs which inherited the new BA values were soon to be promoted at higher levels. For educating the workforce many additional programs were introduced. Like, for new staffs included Open Learning and orientation programs, for supervisors supervisory training etc. the training programs were also executed for executive and management levels. To focus on customer service, subordinate development and enthusiasm among staff a new performance appraisal system was introduced. The performance was calculated on both attitude and work results. Another area of BA where immense attention was paid to its symbol and in introducing new refurbished aircraft, upscale uniforms and corporate coat of arms indicating the motto We fly to serve. New teams were developed for providing consistent cabin-crew staffing instead of ad hoc approach of past. Finally, the feedback data on management practices are continuously utilized throughout the system. Analysis of managing change: The change process doesnt seem to be smooth even after BA applied Lewins model change. Since changing behaviour at both organizational and individual levels involves deviations from the existing habitual responses in producing new responses that many times creates awkward situation among involved workforce (Dentinger Derlyn, 2009). Indeed, it could lead to early abandonment of the new management style. The organization must effectively recognize and identify intervening transition state in moving from known present state to a desired future state. A careful management is very essential in the transition state when the planned change is complex and large. The essential part of this change management lies in accepting and recognizing the temporarily lowered effectiveness and disorganization that characterizes the transition state (Bechard, Harris, 1987). In BAs change process, the intensity of chaos and anger that evolved during the transitional phase has been abated and the sign of success is observed. However, many times both inside and outside BA the serious question of wisdom of process were raised due to lack in clarity of outcomes. During such period the involvement and commitment of top management are essential and very important (Walton, 1985) In order to increase involvement in such organizational changes management often require the usage of transition management team that comprises of broad cross-section of members of the organization (Bechard, Harris, 1987). Other methods that account effective involvement is usage of multiple interventions rather than just one like, using symbols and rituals to mark significant achievements and keeping the system open to feedback about the change process (Hornstein, 1971). All these techniques and methods were used in BA program. OD intervention Process consultation: Apart from the various change strategies discussed in BAs change, the considerable use was made of usual organizational development (OD) technologies which included team building, role clarification, structural changes and process consultation to facilitate change. The unique OD intervention process consultation was carried by the consultant to examine pattern of a workforce communications (Burke, 1982). It was done by direct observation of staff, meeting and at opportune times by making observations of happening changes and by raising questions. The main motto behind the process consultation was to change the closed communication style of BA and to create openness in work team. The process consultation played key role in change process and achieving the motto. IMPLICATIONS AND CONCLUDING REMARKS: Fig(5) (Goodstien et al., 1991) As shown in fig(5) BAs conversion to private ownership was found to be successful. After the change completion, BA was turn into profitable organization with the significant rise was observed in passenger, cargos and share price. The BA change effort provides understanding of social psychology perspective of the change process, that gives an important and different perspective to managers, employees etc for coping up with highly competitive environment. In BAs massive change project, the most evident observation is that the change was based on open-system thinking, phased model of managing change and multiple levels involvement for implementing change. Hence, both design and implementation of change effort was heavily dependent on understanding about nature of organization. The change process involved a multifaceted effort by using many leverage points to initiate and support the changes (Burke et al., 1984). Hence, the change process in which transition teams were involved for openness to feedback was efficiently managed and supported by top management. Moreover, the resistance created at all three levels, i.e. individual, structural and systems, and interpersonal, were effectively managed by usage of unfree zing strategies. In BA successful change process many incorporated changes worked positive in stabilizing the company. The most effective change was found in companys culture of creating strong customer-service focus which was lacking in 1982. The fact that service or marketing taken, considering customer perspective, can have substantial payoff for the organization is now endemic to the corporate culture (Hambrick Cannella, 1989). Another aspect that impacted the BAs culture was the way one manages employees that are involved in direct customer interaction, especially for ticket agents and cabin crews. LESSON LEARNT: The lesson learnt from the successful BA change to become service-oriented and market-driven: 1) The

The Biomass Power Plants Environmental Sciences Essay

The Biomass Power Plants Environmental Sciences Essay Biomass is claimed to be the fourth largest energy resource in the world after oil, coal and gas and biomass power plants are becoming one of the most promising alternatives to the established power generation technologies based on fossil fuels. Biomass is defined as any organic material derived from plants, available on a sustainable basis. Generally identified as feedstocks, these materials include: wood, from forestry trimmings or wood processing systems; energy crops, which are crops grown exclusively for energy purposes; agricultural residues; municipal waste such as waste paper, cardboard or food waste; and also animal waste from farms and animal processing industries. The production of electricity from biomass is described as a carbon neutral technology because the carbon dioxide released into the atmosphere when plant material is burnt or decomposed during the electricity generation process, is then absorbed again by new growing plant material. This process maintains the atmospheric CO2 levels and is known as carbon cycle. There are currently two main processes used in power plants for the production of electricity from biomass: and they are direct combustion and gasification [2]. Direct combustion is essentially the incineration of dry biomass in the presence of air to produce heat. Gasification is the thermo-chemical transformation of biomass into a combustible gas which is called syngas (synthesis gas) and is a combination of principally carbon monoxide and hydrogen. This process occurs at high temperature (700Â °C to 1000Â °C) in the presence of a limited amount of oxygen [3]. The heat produced by direct biomass combustion can be used to generate electricity using a steam turbine in the same way as in a coal-fired power plant. The biomass material is collected, taken to the power station and then burnt in the boiler. The heat from burning the biomass is used to boil water which generates steam that rotates the turbines. The turbines are connected to generators where the mechanical energy is converted to electrical energy. Plants designed for working just with biomass are called dedicated biomass power plants. However, biomass combustion can be combined with coal combustion in existing coal-fired power plants. This process is called co-firing and is one of the most profitable ways of transforming biomass into electricity because it makes use of the infrastructure of the coal plant and therefore it reduces the total investment. Co-firing power plants can be designed under three concepts: direct, where biomass and coal are mixed and burnt in the same boiler; indirect, where biomass is first gasified before the combustion with coal in the boiler; or parallel, where biomass and coal are burnt in separate boilers and the processes are connected on the steam side [4]. In efficiency calculations, the scale of operation is a very important factor. In systems producing from 10MW to 50 MW, the efficiency is in the range of 18% to 33% [5]. The maximum efficiencies could reach about 45% in large scale plants producing more than 100 MW [6][7]. In co-firing plants, efficiency of 39% can be reached [8]. Biomass gasification process can be couple with a conventional combined-cycle gas turbine (CCGT) power plant to produce electricity. Biomass feedstock is first dried and then injected into the gasifier. The resulting biogas is purified in a cleaning system and from there the procedure is the same as in a natural gas power plant [9]. To produce from 10 kW to 10 MW, biogas produced in the gasification process can also be used in combustion engines with efficiency of 30% 35% [10]. At larger scales (>20 MW), where gasification-based systems are coupled with combined cycle gas turbines the efficiency increases up to about 45% [11]. There are two others processes which can be used to produce electricity from biomass but they are not commercially developed: pyrolysis and anaerobic digestion. Pyrolysis is a thermo-chemical decomposition of organic material at high temperatures (325Â °C to 500Â °C) similar to gasification but in this case there is no presence of oxygen. This process generates combustible gas and liquid products that could be used in power generation units or upgraded to transport fuel [12]. A carbon-rich residue called biochar is also produced from pyrolysis, and one of the important aspects of biochar is that it is a natural fertiliser that can be used to improve soils quality, which can potentially increase energy crop productivity. The second one, anaerobic digestion, is a natural biochemical process in which the biomass material is broken down by microorganisms in a environment with no air, to produce biogas, which is mainly a mixture of around 60% methane and 40% carbon dioxide. This process can be applied to wet biomass, municipal or animal waste to produce power generation on site [13]. There are a number of technologies that support the different methods for converting biomass material into electricity, which include: drying, pelletisation, briquetting, cleaning and lately carbon capture and storage. Drying is fundamental because in order to increase the energy density of biomass feedstocks, their moisture content needs to be reduced ( Pelletisation and briquetting are technologies to compact feedstocks mechanically, very useful for their transportation and management. Pelletisation is used for example to compress low quality wood, and agricultural residues are compacted through briquetting process [14]. The gas obtained from gasification contains impurities and particulates that need to be removed before using it in power plants, because these contaminants can cause erosion and corrosion in the gas turbine components, and decrease the strength of the system. Conventional methods for removing contaminants from biogas are typically based on physical cleaning processes at low temperatures ( Combining biomass power plants with carbon capture and storage processes (BECCS) to provide negatives emissions [15] is a new approach. When the CO2 emitted during biomass electricity generation is captured and stored, new growing plant material will absorb CO2 from the atmosphere reducing the current high level concentrations. The key advantage of power generation from biomass is that it is based on a CO2 neutral process and it can be a clean and reliable power source if sufficient feedstocks are available. It is also a way to utilise waste materials that otherwise would represent environmental risks. Biomass electricity deployment has also a significant social and economic impact because it can create employment in the agricultural and forestry sector, benefiting rural communities and in general developing countries which economies are based on agriculture [16]. The expansion of biomass power generation faces several challenges such as high costs, low conversion efficiency and availability of biomass material [17]. As any new technology, biomass power generation currently requires financial support which make it less commercially competitive compared to fossil fuel based electricity. Biomass electricity production will depend also on technology improvements in order to increase efficiencies at small and large scale. Major concerns are associated to biomass production (intensive farming, biodiversity conservation) and competition for land with food production. Energy from biomass has been used since fire was discovered from the combustion of wood, and before the industrial revolution wood was used for all of our energy needs. However In 1890 coal began to displace wood used in steam power generation. During the 1980s decades, high prices of oil and the instability caused by the dependence on foreign fossil fuels created new interest in biomass energy in several countries, especially in North America. A large biomass power industry rapidly developed in California, who had 850 MW of installed biomass power capacity by 1985. Due to concerns about greenhouse gases emissions and global warming, governments took a greater interest in using biomass as a renewable and clean alternative to produce electricity. Currently most biomass electricity generation is based on direct combustion in dedicated and co-firing steam power plants. Electricity supply from biomass has augmented gradually since 2000, and in 2010 biomass provided 1.5% of world electricity production approximately. Although biomass power generation is still stronger in developed countries, China and Brazil are also becoming important electricity producers in particular from agricultural residues thanks to support programmes. The models established in these China and Brazil could become a viable way to encourage electricity generation from biomass in other developing countries with similar conditions [18]. According to the International Energy Agency [19], world electricity generation from biomass will multiply by more than 10 times from around 280 TWh in 2010 to 3100 TWh in 2050 and could provide around 7.5% of world electricity generation. China will become the major producer of bioenergy electricity with 920 TWh, above OECD Americas (520 TWh) and OEDC Europe (370 TWh) which will also increase their generation levels.

Evacuation Essay -- Papers

Evacuation The sources all show different attitudes tot the evacuation of children, some show that evacuation was a great success, however some show that it wasn't such a success. They all show this in different ways-pictures, interviews with the parents and teachers, advertisements and novels so some evidence is more reliable then others. Source A is a very positive attitude or impression to evacuation as it shows evacuees walking to the station in London in September 1939. The children don't look at all bothered, they seem to be smiling and waving to the person who is taking the photograph. Although this is a photograph so it will be real, it isn't that reliable in showing the attitudes or impression towards evacuation because the rest of Great Britain may have different views on the whole evacuation idea, probably a lot of children and the parent would be feeling quite distraught as it would be quite an emotional experience so it definitely isn't at all reliable at showing what evacuation was like and the publics attitude. It could be a source of propaganda; the government were probably trying to make out that evacuation was going well and that it would be a success. In a way this source does show that evacuation was a great success, yet it is a bit bias. Source B shows a negative attitude towards evacuation. Though it is an interview, it only gives one point of view. The interview is both reliable and unreliable as well, it is reliable because it is someone who has actually experienced the evacuation and this person had to look after the children who were being evacuated so this person will know what it was like... ...rces are very negative about evacuation, so I don't really think it was a great success for the public, as they were the ones who were experiencing it and they didn't really approve of it, however for the government it was a great success as they saved some of their population plus other countries thought it was successful too so this was good for the British government. None of the sources give a clear picture on what and how the public were feeling about evacuation and whether they thought it would be or was a success. Everyone in Britain all had very strong and different views about it. Although it does show that government had a very good attitude towards to their public and their safety. In my views, I don't think evacuation was a great success, it was successful but there could have been other ways of solving it. Evacuation Essay -- Papers Evacuation The sources all show different attitudes tot the evacuation of children, some show that evacuation was a great success, however some show that it wasn't such a success. They all show this in different ways-pictures, interviews with the parents and teachers, advertisements and novels so some evidence is more reliable then others. Source A is a very positive attitude or impression to evacuation as it shows evacuees walking to the station in London in September 1939. The children don't look at all bothered, they seem to be smiling and waving to the person who is taking the photograph. Although this is a photograph so it will be real, it isn't that reliable in showing the attitudes or impression towards evacuation because the rest of Great Britain may have different views on the whole evacuation idea, probably a lot of children and the parent would be feeling quite distraught as it would be quite an emotional experience so it definitely isn't at all reliable at showing what evacuation was like and the publics attitude. It could be a source of propaganda; the government were probably trying to make out that evacuation was going well and that it would be a success. In a way this source does show that evacuation was a great success, yet it is a bit bias. Source B shows a negative attitude towards evacuation. Though it is an interview, it only gives one point of view. The interview is both reliable and unreliable as well, it is reliable because it is someone who has actually experienced the evacuation and this person had to look after the children who were being evacuated so this person will know what it was like... ...rces are very negative about evacuation, so I don't really think it was a great success for the public, as they were the ones who were experiencing it and they didn't really approve of it, however for the government it was a great success as they saved some of their population plus other countries thought it was successful too so this was good for the British government. None of the sources give a clear picture on what and how the public were feeling about evacuation and whether they thought it would be or was a success. Everyone in Britain all had very strong and different views about it. Although it does show that government had a very good attitude towards to their public and their safety. In my views, I don't think evacuation was a great success, it was successful but there could have been other ways of solving it.

Profits in the Checkout Zone :: essays research papers

Top profits in the checkout zone Productivity per unit area in the impulse buying zone at the checkout is as much as five times higher than in the rest of a store. And every retailer should rely in this zone on the proven sales getters tobacco, chewing gum and sweets, take very good care of these assortments, and present them in well arranged, tidy fashion – this is the upshot of a new EHI study. wThe sales area of an up-to-date checkout zone is the result of 20 years of continuous, joint optimisation by retailers and manufacturers. Product range and display are so highly developed in this area that as much as five per cent of overall turnover, and an even higher percentage of profits, are generated by goods placed in the checkout area. For this reason, checkout zone planning requires utmost attention. So if you are into self-scanning solutions with â€Å"zero waiting time†, if receptacles for those disposable containers carrying deposits take up precious (because scarce) space, if â€Å"exotic† articles carrying listing charges threaten tried and tested sales getters, you should always consider the influence these measures have on the sales performance in the checkout zones. No point in non-food articles The branded products producers BAT, Ferrero, Langnese and Wrigley commissioned EHI International Retail Network to perform a current product mix analysis. Aim: to investigate the sales, costs and earnings of the checkout zone product range and to draw up an operating result calculation for full-line distributors. For the three sales outlet types supermarket/small hypermarket (average 1,200 sqm), large hypermarket (2,400 sqm), and superstore (6,700 sqm), nation-wide and across retail chains the checkout assortments were recorded article for article according to turnover, profit and space requirement and grouped into merchandise categories. The underlying idea was to define the optimal assortment for a checkout zone. Whereas â€Å"normal† shopping in the general selling area mostly involves rational, targeted buying, the checkout area is the place for impulse buying. However, if the impulse threshold is to be crossed, the price and the brand must be right. The average prices of articles offered in the checkout areas of the three outlet types examined do not differ significantly. The average prices established were 69 cents for sweets and 93 cents for ice cream, i.e., prices which the buyer does not have to think about for long. The examined merchandise groups were tobacco products, sweets, ice cream in small packages, small alcoholic drinks and non-foods.

Monty Python and the Holy Grail Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Monty Python and the Holy Grail† is a satiric comedy about the quest of King Arthur. The movie starts out with Arthur, King of the Britons, looking for knights to sit with him at Camelot. He finds many knights including Sir Galahad the pure, Sir Lancelot the brave, the quiet Sir Bedevere, and Sir Robin the Not-Quite-So-Brave-as-Sir Lancelot. Through satire and parody of certain events in history (witch trials, the black plague) they find Camelot, but after literally a quick song and dance they decide that they do not want to go there. While walking away, God (who seems to be grumpy) come to them from a cloud and tells them to find the Holy Grail. They agree and begin their search. While they search for the Grail, scenes of the knight's tales appear and the reasons behind their names. Throughout their search, they meet interesting people and knights along the way. Most of the characters die; some through a killer rabbit (which they defeat with the hol y hand grenade), others from not answering a question right from the bridge of Death, or die some other ridiculous way. In the end, King Arthur and Sir Bedevere are left and find the Castle Arrrghhh where the Holy Grail is. They are met by some French soldiers who taunted them earlier in the film and were not able to get into the castle. The movie ends with both King Arthur and Sir Bedevere being arrested for killing a real-life man who was a historian. In the movie, the three main types of comedy I recognized were farce, parody, and satire. Farce is comedy designed to provoke the audience into simple, hearty laughter and often uses highly exaggerated or caricatured character types and puts them into improbable and ludicrous situations. It also makes use of broad verbal humor and physical horseplay. Some examples of farce in the movie are: †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  In the beginning of the movie, you hear the sound of music and horses. However, it turns out that it was not horses at all; it was the sound of King Arthur’s squire pounding two coconut halves together to make the sound of horses galloping. They then go on to confront two soldiers at the castle gates o invite their lord to be apart of the round table .they approach a castle and are quickly confronted by soldiers on top of the castle walls. The soldiers go on to question about their mode of transportation. King Arthu... ...arody is the imitation if a work of literature, art, or music for amusement or instruction. Parody usually uses exaggeration or inappropriate subject matter to make a serious style seem ridiculous. Some examples parodies in the movie are: †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The comedic affect of the scene where Arthur and his men are kept away from the castle by farm animal warfare is a parody to when King Uther Pendragon attacked the Duke of Cornwall’s castle and was kept off with fire, soldiers and other one would expect in combat. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  There was a scene where King Arthur and his knights hid inside of a wooden rabbit to invade the castle. This was a parody of the wooden Trojan horse used to invade the Greeks in the Illiad.The comedic affect was delivered when the king and his men got out of the horse before they even got into the castle. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  There were also scenes ever so often a historian would pop up and give you a brief narrative about what was going on in the movie. This was a parody of all the historians that covered the story of Arthur. The comedic affect was delivered when Arthur killed the historian at the end of the movie.

Scenario Solution

Scenario Solution Jennifer Hinkley HSM/220 November 20, 2011 Ruth Anne Ristow Axia College of University of Phoenix More and more students are dropping out of high school each year. The need to obtain the funds to open up programs that will make sure that these former students can gain the educational skills they need for their future careers. Having an education will ensure that careers is kept. The plan will take a lot of work, understanding, and communication from all parties. The students, educators, and the community are the main parties’ involved. There can be a plan formulated to find the means for these drop-outs to step up to the challenge and gain enough information and confidence to find a job and to hold down that job successfully. It will not be easy to design the format of these informational programs or to raise the funds to do it. We can, however, organize the program formats in several ways. We can divide the work into departments that will help employees the importance of focusing on their assigned work without being distracted by other aspects of the large project. The first step will be to assemble a team of personnel whom focuses their efforts on advertising. This step is crucial to make sure that the students who need help will hear the message implied. The next step in the program would be to get the students enrolled. It might be difficult to make sure that they believe that their efforts, and ours, but counselors will be there to show them that it is for a valuable purpose. In general, high school drop-outs have demonstrated that they are not that motivated to continue their education. Because of this, another team of personnel will be there to ensure that the returning students understand that a high school education and the associated skills are the best route to a respectable job. One disadvantage of this departmental approach is that the organization might lose track of an individual student who was brought into the program. In the event this happens, it might demoralize and de-motivate a student who thinks that they are being treated as if they are â€Å"special. † However, it may turn into an advantage as well. As the students meet many new people who want to help them, it will begin to boost their self-esteem and their sense of self-worth. The feeling of importance and the realization that many people actually care about their future helps tremendously as well. In the event any of the mentioned issues occur, there will be long-term mentors available to the students so that they do not get lost in the educational process. A group of personnel will also be designated for long-term mentorship of these students. The departments may be divided, but they are also a team that is all working towards the same goal. This is a sure way of increasing teamwork within the organization. With each employee working within their own department that they are specialized or certified in, then reporting back to the team, teamwork will grow throughout the organization. Teamwork is an asset for the foundation by itself, but each person can also build on what another has to say by contributing their own thoughts and experiences. Overall, everything will improve. This includes the students, the organization, and the future cooperate world. The matrix organizational form is also worth considering for the organization. In this organizational form, employees are divided into their skills. For example, within our program created for the drop-out students, some employees may be better at advertising and promoting. Some may be a â€Å"people-person† who are easy to talk to and get along well with other people. Then there are some employees that are good with numbers, math, and logistics. The group that is gifted with advertising and promoting would go into the community to contact and recruit drop-outs, so that they know about and can use our program. Advertising is important, because these drop-outs might not be motivated to do much educationally. Charismatic and excitable kinds of people are needed who can encourage the drop-outs along and motivate them when they falter. Our â€Å"people-persons† would be the employees who would mentor individual students. Finally, the personnel whom are talented with numbers and math would cope with the program budget, finances, supplies, and scheduling. Coming up with the excitement to recruit these students is not the only difficulty that is faced. The competition that is out there that offers available, low-skill jobs will give the drop-outs a sense that our services are not needed. This creates a problem for the organization especially with the jobs that do not require an education to be employed there. These jobs are in fast food, manual labor like landscaping, and domestic work. These companies usually do not require a high school education and they often prefer to hire unskilled, low-wage workers. To compete with these operations, the organization should pass out fliers or brochures near the companies, businesses, and neighborhoods that are employing these high school dropouts. Even a few posted fliers in local assistance offices may help. To make sure that these fliers are effective, the organization will have a design team from the marketing department. The design team will design, create, and print pamphlets, fliers, brochures, and other information about the organization. To compete with these low-educational, low-skill jobs, the main goal is to have a plan to make the students think about wanting more in their lives. They might want a more fulfilling job, a better ability to care for their family, or a better income in the future from a better-paying job. The community would have to supply some of the organization's financial needs. A good example is having a place to hold meetings. Meeting outdoors can be productive and fun so that idea does not need to be eliminated. Once a week, instead of paying for a meeting place, a community outreach program can be held at a local park. This provides space, seating, and opportunity. Drop-out students and even their families and friends could meet each other along with possible and current recruited students. This provides open communication about the program as well as an opportunity to answer any questions the public may have. This allows time to share information and just have a fun time outside while learning about the organization. Some community members might not be supportive of our program, as it would use city money to help drop-outs who, they will argue, should have just stayed in high school and gotten the same results for less money. They will ask questions like: Since the government guarantees free high school education for every student, why should we pay money for this new program when their education should have been free to these students in the first place? In counterpoint, an explanation will be given. This explanation is that local schools are losing government funds from the increasing drop-out rate, and in turn the drop-out rate continues to rise. The program does not encourage more students to drop out, but only help students who already have. It will revitalize the education system by driving home the point as to how important a continuing education is to a student and a citizen. For the program to reach its goals, all of the possible foundation employees will need incentives to do their best. So that all of the employees are working at their top level, incentives and reward systems will be created. The employee who is most successful at recruiting drop-outs into the program, for example, will be rewarded. The employees, rather than the manager, will determine who receives the rewards and what they should be. For example, a manager might decide to give an employee a personal reward of funds to take a few over achieving students to dinner. This only provides ample opportunity to continue to motivate and congratulate the students on their progress. There are many ways that upper management can reward employees for helping the foundation, but the best rewards are the ones that employees want. A survey of the employees to find out which rewards would motivate them the best might be a great way. When the organization has met the original goals of the program, the employees who have contributed the most will also be rewarded. This will motivate employees to strive to reach the foundation's goals. Making goals stimulates personal drive, and it will make foundation employees push themselves harder to achieve the most that they can for themselves and for the organization. The program and the goals in its entirety can be reached, but not without a proper budget. The accounting department along with the human resource department will get together every year to create a budget for the organization itself and the program in which they offer. A line item budget shows the total agency budget. It obtains the number in which the organization cannot go over. It is broken down to how much employees are paid as well as the cost of operating. Another budget needed for the organization to operate successfully is a budget for each person in the organization. This includes skills needed, time spent on training, and a reakdown of what can be spent on each student. With all of the time, energy, and good resources, the organization will reach its goals of helping high school dropouts to obtain their diplomas. This organization is for the good of mankind and what can be done to help others in need. This also creates a chance that returning students will encourage their offspring to continue in their education as well to help the number of overall dropouts to decrease. Line Item Budget Revenue $1,600,000 Expenses Personnel Executive director $100,000 Training supervisor $80,000 Trainers $500,000 Administrative coordinator $45,000 Administrative staff $75,000 Total salaries and wages $800,000 Employee-related benefit$200,000 Expenses @ 25% Operating expenses Rent $125,000 Overhead costs$100,000 Utilities $100,000 Office supplies $25,000 Equipment/lease $50,000 Transportation and travel $100,000 Outside consultants $100,000 Total operating expenses $600,000 Total agency budget $1,600,000 Budget for each person Local government workforce agency—functional and program budget 1 2 3 4 Basic skill Outreach Indirect Total rogram program cost and functional overhead budget Expenses Personnel Executive director $100,000 Training supervisor $80,000 Trainers $300,000 $200,000 Administrative $27,000 $18,000 coordinator Administrative staff $45,000 $30,000 Total salaries and $372,000 $248,000 $180,000 wages Employee-related $93,000 $62,000 $45,000 benefit expenses @ 25% Total personnel costs $465,000 $310,000 $225,000 Operating Expenses Rent $75,000 $50,000 Overhead costs $60,000 $40,000 Utilities $60,000 $40,000 Office supplies $15,000 $10,000 Equipment/lease $30,000 $20,000 Transportation and $60,000 $40,000 travel Outside consultants $60,000 $40,000 Total operating $360,000 $240,000 expenses Total agency budget $825,000 $550,000 $225,000 $1,600,000 Number of eligible 1,000 1,000 1,000 students Total budget need per $825 $550 $225 $1,600 eligible student References Ashford, E. 2011, November 11). Helping high school dropouts get on a college, career track. Retrieved 11 16, 2011, from Community College Times: http://www. communitycollegetimes. com/Pages/Campus-Issues/Community-colleges-play-a-key-role-in-dropout-recovery. aspx Haskins, D. B. (2010, Spring). The Future of Children. Retrieved 11 16, 2011, from http://futureofchildren. org: http://futureofchildren. org/futureofchildren/publications/docs/20_01_PolicyBrief. pdf Kettner, P. M. (2002). Achieving Excellence in the Management of Human Services Organizations. Allyn and Bacon.