Djuna Barnes: A Forgotten Ferocity of the 1920s Essay example -- puzzl

Djuna Barnes was an outspoken and fiercely witty modernist writer of the 1920s. She was kn cause for her somewhat puzzling writing, her bravery when it came to her own journalism, and her everyday intense persona. She is a figure that, one would think, would have never been forgotten, yet with time, and somewhat by her own doing, she has faded into the background of the 1920s writers. So much so that, Barnes once described herself as the most famous unknown writer, and this was an astute remark. (Loncraine.) Barnes was born in 1892, in New York state to her come and her eccentric Father (who was rather fond of polyamory). She lived in a home with her Grandmother, Father, Mother, her Fathers Mistress, and her brothers and sisters. She and her sibling were never formally schooled, but instead taught by their Grandmother, whose description in Rebecca Loncraines article, lends an understanding to Djunas unique personality,The Barnes children were all educated at home, largely by their g randmother, Zadel Barnes, who was a suffragist, journalist and spirit medium. Barness puerility was not happy, and it haunted her writing. (Loncraine)After the separation of her parents, in 1912, she with her Mother and brothers, moved to New York City. She studied at the Pratt Institute of art, until financial troubles forced her to look for movement to support her family and her grandmothers failing health. She is said to have walked into the Brooklyn Daily Eagle and announced, I can draw and write, and youd be a scar not to hire me, a bold statement that landed her a job in journalism, where her career as a soon to be modernist would bewilder to flourish. Just as her statement that landed her the job was bold, so was her approach to writ... ...er writer in Paris in the 1920s. For Joyce presented Miss Barnes in 1923 with the original disseminated sclerosis of Ulysses containing all of its annotations. Works CitedLoncraine, Rebecca. Djuna Barnes an unknown modernist Rebecca L oncraine introduces Djuna Barnes, one of Americas least known and most intriguing Modernist writers. The English Review 15.3 (2005) 34+. Literature Resource Center. Web. 7 Apr. 2014.Field, Andrew, and Andrew Field. Djuna, the Formidable Miss Barnes. Austin University of Texas, 1985. Print.Bombaci, Nancy. Well Of Course, I Used To Be Absolutely Gorgeous Dear The Female Interviewer As Subject/Object In Djuna Barness Journalism. Criticism 44.2 (2002) 161-185. Art Full Text (H.W. Wilson). Web. 7 Apr. 2014.Barnes, Djuna. The Book of Repulsive Women 8 Rhythms and 5 Drawings. Los Angeles, CA Sun & Moon, 1994. Print.

Operatic Modernism Essay -- Opera Modernism Music Essays

Operatic Modernism The profound modernist ruptures of the 20th Century questioned, displaced, and reconfigured the course humanity regards itself. Within the fine arts, literature, architecture, and music, artistic revolutions occurred at an unprecedented rate and, in spite of appearance the rubric of modernism, deliberately broke with the bases of Western art, culture and society. small-arm functional within the operatic institution, Strauss Salome, Weills Die Dreigroschenoper, and Bergs Wozzeck profoundly challenge the generic conventions of the operatic usage. Through their careful combination of innovation in music, text, structure, and staging, their questioning of traditional morality, and pointed tender and historical commentaries, these three operas facilitate criticism of the traditional operatic institution as well as society they are exemplary of the tensions--painfully evident within operatic modernism--between the will to modernity, innovation, and pro gress and the past. Opera falls, despite efforts to the contrary, away from the tremendous potential of innovation and rupture back to its conservative tradition. As the classical tradition all too often relies on, glorifies, and mythologises its past, the failure of modernism in opera is a result of the distance--projected, assumed, and interpolated--between the often stagnant classical and operatic institutions and innovative and modernist contemporaries. too reified to permit the flourishing of innovation, dissent, and/or rupture, the operatic institution is weighed down by its past (as well as its patrons), remaining steadfastly resistant to the revolutionary influences of modernism. While it is clear an essay on opera and modernism (or, indeed, a cou... .... Modernism and Postmodernism. In A Glossary of Literary Terms. 7th edition. M.H. Abrams, Ed. New York Harcourt, 1999. 167-168.Clements, Andrew. Wozzeck. Volume IV. Stanley Sadie, Ed. capital of the United King dom MacMillan, 1992. 1176-80.Hinton, Stephen. Die Dreigroschenoper. The New Grove Dictionary of Opera. Volume I. Stanley Sadie, Ed. London MacMillan, 1992. 1243-46.Kennedy, Michael. Opera. The Concise Oxford Dictionary of Music. Third edition. Michael Kennedy, Ed. Oxford Oxford UP, 1980. 463-64.Morris, Mark. A Brief Introduction to the 20th Century write up of Music in Austria. Pimlico Dictionary of Twentieth Century Composers. Pimlico, 1999. On-line. Available http//www.humanities.ualberta.ca/mmorris/402/Austria2.htmMurray, David. Salome. The New Grove Dictionary of Opera. Volume IV. Stanley Sadie, Ed. London MacMillan, 1992. 146-49.

Natalie Meyers Hidden Heart and Astophils Astohpil and Stella Essay

Natalie Meyers hole-and-corner(a) Heart and Astophils Astohpil and StellaLonging to bleed my love into words that stain his sum total,That in my wounding he take, delight that has no wearDelight may light a fire, of burning thoughts to start,To fan the flame of pity, would help to spark his care,Desperate to fork up my sorrow with words equal to art.Searching round the depths for lucid language, fair,The force behind my mind locked round a solid part.Some spry ideas seeped, by dint of my reason with a tear,But whisked into a wind, that twirled them in a haze,And dizzy fog that blurs my head into a stare,Becomes a source of strength to break my pachydermous gaze.Frustration takes a dive, and offers me a dare,A new voice (not my own), calls me from within,Write with your heart not head and now I can begin.The Spirit to scrivenerThe desire to express ones feelings can be a complicated and stressful task. In the free imitation poem, Hidden Heart, by Natalie Meyers, a young woman exp resses the frustration she experiences when trying to write her loved one. Likewise, the first sequence of Sir Philip Sydneys sonnet, Astrophil and Stella, explores one mans struggle to write from his heart and eliminate the yearning to select the perfect words for a letter written to his love, Stella. Both Astrophil and Meyers are distraught over what to say and how to say it. Since Hidden Heart is an imitation of Sydneys sonnet, several parallels can be drawn between their common theme, word choice, and form. The Hidden Hearts theme of free expression, its diction, and structure, mustiness be compared and contrasted with intertextual references from Astrophil and Stella, in order to effectively analyze it.Throughout the poem, Natalie ... ...each a resolution by the end of the poem. Both meter and rhyme are truly essential in building a solid, yet fluid structure to each poem. Hidden Heart mirrors Astrophil and Stella in many ways, but contains several extraordinary qualities a s well. Natalies account was based on personal experience, where Astrophil is a character creation of Sir Philip Sydney. The similarities and differences of the theme, diction, and structure helped enrich both poems without cheapening them. Overall, both stressed the magnificence of writing with ones heart to convey true emotion instead of agonizing over the literary quality of a personal letter. Also, the rhetorical aspects of each poem carefully wove in a tone that contributed to their personality. With all of these attributes combine, Natalie and Sydney demonstrate the value found in linking two poems together through imitation.

jackie robinson :: essays research papers

The Immigration Act of 1924 declared this, the number of each nationality who may be admitted annually is limited to 2 per cent of the population of such nationality resident in the united states according to the census of 1890 (A). There are umpteen reasons why this was passed. Those Reasons being the bolshy of American jobs, the inability to easily put one across immigrants, and the prejudice of the groups and people of the time.One reason for the passing of the Immigration Act of 1924 is the loss of American jobs. Immigrants of the time came to the join States looking to increase his lot in life, to become a better more wealthier man. The standard of living of the working classes of the United States has been and still is superior to that of the nations which have furnished the bulk of the immigrants (C). The only problem with the immigrants coming to America to work was the fact that there simply was not complete jobs for both the unemployed American workers and the immigr ants. This causes a problem for the Americans as the immigrants take lower wages than that of the average worker. Naturally the business owners will hire the cheaper industry thus leaving the American worker unemployed. Many labor organizations such as the American Federation of Labor and the Junior Order of United American Mechanists (H) backed the act for just this reason American jobs were going to immigrants fresh off the boat.The immigrants getting these American jobs were not, and did not in some cases want to be easily assimilated. These alien peoples are temperamentally and racially unfitted for easy assimilation that they are living in an age two or three centuries rear ours. They are white, they can read a few lines, and they have a few dollars - so in they come. We need three generations to educate, to crossbreed with Western strains and to assimilate a large number of those that we have here now (F). Education seemed not to be the only problem. Many educated second gen erations immigrant men were still, racially and temperamentally, part of their nationality. Therefore the conclusion of this is that the United States needs to limit the amount of immigrants it lets in every day, week, month, and year. The rank and file of these unassimilated aliens still live mentally in the ghetto or as peasants on the great estates.

Benefits of Alcohol v Costs :: Social Issues, Informative, Persuasive

Benefits of inebriant v. Social CostsAn anti-alcohol bill could never pass in Americas pluralistic society. To ban alcohol in this country would be to step on the toes of many cultural leaders, and cause an extreme economical loss. Anything is dangerous in excess and perhaps the campaign on alcohol should be to teach moderation and better identify the genetic disorder of alcoholism. Alcohol is a dynamic part of European culture. It has integrated America in an unwelcome manner. A majority of America is interested or descended from the ethnicity that flooded the American coasts in the 1800s. thus far, the truth is that an Irish Wake could not take place without a pint. The communion of the Catholic Church would be phenomenally less important without the communion wine. The descendants of an aristocrat understand that the value of a man is expressed in the total value of the wine cellar and in the imports from vacations abroad. in that location is no greater gesture than an expens ive casks.The modern said and proven health benefits of a glass of wine with dinner have affected the American businessperson and encouraged this post-work tradition. However, there is no considerable difference in the percent of alcoholism since the release of this heart science. In Italy it is often a entrust to put wine in with milk in baby bottles to help colic babies sleep. Gluttony is rarely a common trait, food or alcohol. However I do believe that alcohol gluttons pose a considerable health risk for American public and action needs to be taken against gluttons as a whole, in violation individual rights or not.

Benefits of Alcohol v Costs :: Social Issues, Informative, Persuasive

Benefits of Alcohol v. Social CostsAn anti- inebriant bill could never pass in Americas pluralistic society. To ban alcohol in this country would be to step on the toes of many cultural leaders, and cause an extreme economic loss. Anything is dangerous in excess and perchance the campaign on alcohol should be to teach moderation and better identify the genetic disorder of alcoholism. Alcohol is a dynamic part of European culture. It has integrated America in an unwelcome manner. A majority of America is interested or descended from the ethnicity that flooded the American coasts in the 1800s. However, the truth is that an Irish charge could not take place without a pint. The communion of the Catholic Church would be phenomenally less meaningful without the communion wine. The descendants of an aristocrat empathize that the value of a man is expressed in the total value of the wine cellar and in the imports from vacations abroad. There is no greater gesture than an costly casks.Th e modern said and proven health benefits of a glass of wine with dinner have affected the American businessperson and encouraged this post-work tradition. However, there is no considerable difference in the percent of alcoholism since the release of this heart science. In Italy it is often a practice to put wine in with milk in baby bottles to help colic babies sleep. Gluttony is rarely a common trait, food or alcohol. However I do believe that alcohol gluttons pose a considerable health risk for American public and action needs to be taken against gluttons as a whole, in misdemeanour individual rights or not.

Euroland food Essay

In early January 2001, the senior-management committee of Euroland Foods was to meet to draw up the firms capital budget for the new division. Up for conside dimensionn were 11 major(ip) projects that totaled much than 316 trillion. Unfortunately, the board of directors had imposed a spending limit on capital projects of only one hundred twenty million even off so, investment at that range would represent a major increase in the firms current asset base of 965 million. Thus, the challenge for the senior managers of Euroland Foods was to allocate funds among a range of compelling projects new-product debut, acquisition, trade intricacy, strength improvements, preventive maintenance, safety, and pollution control.The beau mondeEuroland Foods, headquartered in Brussels, Belgium, was a multinational producer of high-quality chalk cream, yogurt, bottled water, and fruit juices. Its products were sold throughout Scandinavia, Britain, Belgium, the Netherlands, Luxembourg, wester n Germany, and northern France. (See butt against 1 for a map of the confederations marketing region.) The family was founded in 1924 by Theo Verdin, a Belgian farmer, as an offshoot of his dairy contrast. Through keen attention to product phylogeny and shrewd marketing, the business grew steadily over the years. The company went public in 1979, and, by 1993, was listed for trading on the London, Frankfurt, and Brussels exchanges. In 2000, Euroland Foods had gross revenue of almost 1.6 billion. churl cream accounted for 60 percent of the companys revenue yogurt, which was stack awayd in 1982, contributed about 20 percent. The remaining 20 percent of gross sales was divided as between bottled water and fruit juices. Euroland Foods flagship brand name was Rolly, which was represented by a fat dancing bear in farmers clothing. crank cream, the companys preeminent product, had a loyal base of customers who sought out its high-butterfat content, large chunks of chocolate, frui t, and nuts, and wide range of original flavors.This case was prepared by Casey Opitz and Robert F. Bruner and draws certain elements from an antecedent case by them. completely names are fictitious. The financial support of the Batten Institute is gratefully acknowledged. The case was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation.Copyright 2001 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to dardencasesvirginia.edu. No part of this publication may be reproduced, stored in a retrieval governance, used in a spreadsheet, or transmitted in any form or by any meanselectronic, mechanical, photocopying, recording, or other(a)wisewithout the permission of the Darden School Foundation.Euroland Foods sales had been static since 1998 (see Exhibit 2), which management attributed to low population reaping in northern Europ e and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions. or so members of management wanted to hyperbolize the companys market presence and introduce more new products to boost sales. These managers hoped that increased market presence and sales would improve the companys market value. Euroland Foods stock was currently at 14 times earnings, just below book value. This price/earnings ratio was below the trading multiples of comparable companies, and it gave little value to the companys brands.Resource AllocationThe capital budget at Euroland Foods was prepared annually by a committee of senior managers, who then presented it for approval to the board of directors. The committee consisted of five managing directors, the prsident directeur-gnral (PDG), and the finance director. Typically, the PDG solicited investment intents from the managing directors. The proposals include a apprize project stilboestrolcription, a financial analysis, and a discussionof strategic or other qualitative considerations.As a matter of policy, investment proposals at Euroland Foods were pendant to ii financial tests, payback and internal rate of occur (IRR). The tests, or hurdles, had been established in 1999 by the management committee and varied according to the character of project MinimumIn January 2001, the estimated weighted-average court of capital (WACC) for Euroland Foods was 10.6 percent. In describing the capital-budgeting process, the finance director, Trudi Lauf, said, We use the sliding scale of IRR tests as a way of recognizing differences in jeopardize among the various types of projects. Where the company takes more risk, we should earn more return. The payback test signals that we are not prepared to wait for long to achieve that return.Ownership and the mentation of Creditors and Investors Euroland Foods 12-member board of directors included three members of the Verdin family, quadruple me mbers of management, and five outside directors who were large(p) managers or public figures in northern Europe. Members of the Verdin family combined own 20 percent of Euroland Foods shares outstanding, and company executives combined owned 10 percent of the shares.Venus Asset Management, a mutual-fund management company in London, held 12 percent. Banque du Bruges et des Pays Bas held 9 percent and had one representative on the board of directors. The remaining 49 percent of the firms shares were widely held. The firms shares traded in Brussels and Frankfurt.At a debt-to-equity ratio of 125 percent, Euroland Foods was leveraged much more highly than its peers in the European consumer-foods industry. Management had relied on debt financing significantly in the ultimo few years to sustain the firms capital spending and dividends during a period of price wars initiated by Euroland. Now, with the price wars finished, Eurolands bankers (led by Banque du Bruges) strongly urged an aggr essive program of debt decline. In any event, they were not prepared to finance increases in leverage beyond the current level.The president of Banque du Bruges had remarked at a recent board meeting, Restoring some strength to the right-hand side of the balance sheet should now be a first priority. Any enlargement of assets should be financed from the cash flow after debt amortization until the debt ratio returns to a more prudent level. If there are crucial investments that cannot be funded this way, then we should cut the dividendAt a price-to-earnings ratio of 14 times, shares of Euroland Foods common stock were priced below the average multiples of peer companies and the average multiples of all companies on the exchanges where Euroland Foods was traded. This was attributable to the recent price wars, which had stamp down the companys pelfability, and to the well-known recent failure of the company to seize significant market share with a new product line of flavored minera l water. Since January 2000, all the major securities houses had been issuing sell recommendations to investors in Euroland Foods shares.Venus Asset Management had quietly accumulated shares during this period, however, in the expectation of a turnaround in the firms performance. At the most recent board meeting, the senior managing director of Venus gave a presentation in which he said, Cutting the dividend is unthinkable, as it would signal a deficiency of faith in your own future. Selling new shares of stock at this depressed price level is also unthinkable, as it would impose unacceptable dilution on your current shareholders. Your equity investors expect an improvement in performance.If that improvement is not forthcoming, or worse, if investors hopes are dashed, your shares might fall into the transfer of raiders like Carlo de Benedetti or the Flick brothers.1 At the conclusion of the most recent meeting of the directors, the board voted unanimously to limit capital spending in 2001 to 120 million.Members of the Senior-Management Committee Seven senior managers of Euroland Foods would prepare the capital budget. For consideration, all(prenominal) project had to be sponsored by one of the managers present. Usually the decision process included a period of discussion followed by a vote on two to cardinal alternative capital budgets.The various executives were well known to each other Wilhelmina Verdin (Belgian), PDG, age 57. Granddaughter of the founder and spokesperson on the board of directors for the Verdin familys interests. Worked for the company her entire career, with significant experience in brand management. elect European marketplaceer of the Year in 1982 for successfully introducing low-fat yogurt and ice cream, the first major roll-out of this type of product.Eager to position the company for long-term growth but cautious in the wake of recent difficulties. Trudi Lauf (Swiss), finance director, age 51. Hired from Nestl in 1995 to moderni ze financial controls and systems. Had been a vocal proponent of trim down leverage on the balance sheet. Also had voiced the concerns and frustrations of stockholders. Heinz Klink (German), managing director for Distribution, age 49. Oversaw the transportation, warehousing, and order-fulfillment activities in the company.Spoilage, transport constitutes, stock-outs, and control systems were perennial challenges. Maarten Leyden (Dutch), managing director for Production and Purchasing, age 59. Managed output operations at the companys 14 positions. Engineer by training. Tough negotiator, especially with unions and suppliers. A fanatic about production-cost control. Had voiced doubts about the unassumingness of creditors and investors commitment to the firm.Marco Ponti (Italian), managing director for Sales, age 45. Oversaw the field sales force of 250 representatives and planned changes in geographical sales coverage. The most vocal proponent of rapid expansion on the senior-mana gement committee. Saw several opportunities for ways to improve geographical positioning. Hired from Unilever in 1993 to revitalize the sales organization, which he successfully accomplished.De Benedetti of Milan and the Flick brothers of Munich were leaders of prominent hostile-takeover attempts in recent years.Fabienne Morin (French), managing director for Marketing, age 41. Responsible for marketing research, new-product development, advertising, and, in general, brand management. The primary advocate of the recent price war, which, although financially difficult, realized straightforward gains in market share. Perceived a window of opportunity for product and market expansion and tended to support growth-oriented projects. Nigel Humbolt (British), managing director for Strategic Planning, age 47. Hired two years previously from a well-known consulting firm to set up a strategic-planning staff for Euroland Foods.Known for asking difficult and challenging questions about Euroland s core business, its maturity, and profitability. Supported initiatives aimed at growth and market share. Had presented the most aggressive proposals in 2000, none of which were accepted. Becoming frustrated with what he perceived to be his lack of influence in the organization.Humbolt, Strategic Planning1. Replacement and expansion of the truck fleet. Heinz Klink proposed to purchase 100 new refrigerated tractor-trailer trucks, 50 each in 2001 and 2002. By doing so, the company could sell 60 old, fully depreciated trucks over the two years for a total of 4.05 million. The purchase would expand the fleet by 40 trucks in spite of appearance two years. apiece of the new trailers would be larger than the old trailers and afford a 15 percent increase in cubic meters of goods hauled on each trip. The new tractors would also be more fuel and maintenance good.The increase in number of trucks would permit more flexible programming and more efficient routing and servicing of the fleet th an at present and would cut manner of speaking times and, therefore, possibly inventories. It would also allow more frequent deliveries to the companys major markets, which would reduce the loss of sales caused by stock-outs. Finally, expanding the fleet would support geographical expansion over the long term.As shown in Exhibit 3, the total make investment in trucks of 30 million and the increase in working capital to support added maintenance, fuel, payroll, and inventories of 3 million was evaluate to yield total cost savings and added sales potential of 11.6 million over the next seven years. The resulting IRR was estimated to be 7.8 percent, marginally below the lower limit 8 percent indispensable return on efficiency projects. Some of the managers wondered if this project would be more properly classified as efficiency than expansion. 2.A new plant. Maarten Leyden noted that Euroland Foods yogurt and ice-cream sales in the southeastern region of the companys market were a bout to exceed the capacity of its Melun, France, manufacturing and packaging plant. At present, some of the demand was being met by shipments from the companys newest, most efficient facility, located in Strasbourg, France. Shipping costs over that distance were high, however, and some sales were undoubtedly being lose when the marketing effort could not be supported by delivery. Leyden proposed that a new manufacturing and packaging plant be built in Dijon, France, just at the current southern edge of Euroland Foods marketing region, to take the burden off the Melun and Strasbourg plants. The cost of this plant would be 37.5 million and would entail 7.5 million for working capital.The 21 million worth of equipment would be amortized over 7 years, and the plant over 10 years. Through an increase in sales and depreciation, and the decrease in delivery costs, the plant was expected to yield after-tax cash flows totaling 35.6 million and an IRR of 11.3 percent over the next 10 years. This project would be classified as a market extension. 3. Expansion of a plant. In addition to the need for greater production capacity in Euroland Foods southeastern region, its Nuremberg, Germany, plant had reached full capacity. This situation made the scheduling of routine equipment maintenance difficult, which, in turn, performd production scheduling and deadline problems.This plant was one of two highly automated facilities that produced Euroland Foods entire line of bottled water, mineral water, and fruit juices. The Nuremberg plant supplied central and western Europe. (The other plant, near Copenhagen, Denmark, supplied Euroland Foods northern European markets.) The Nuremberg plants capacity could be expanded by 20 percent for 15 million. The equipment (10.5 million) would be depreciated over 7 years, and the plant over 10 years. The increased capacity was expected to result in additional production of up to 2.25 million a year, yielding an IRR of 11.2 percent.This projec t would be classified as a market extension. 4. Development and roll-out of snack foods. Fabienne Morin suggested that the company use the excess capacity at its Antwerp spice- and nut-processing facility to produce a line of dried fruits to be test-marketed in Belgium, Britain, and the Netherlands. She noted the strength of the Rolly brand in those countries and the success of other food and deglutition companies that had expanded into snack-food production. She argued that Euroland Foods reputation for wholesome, quality products would be conjure upd by a line of dried fruits and that name association with the new product would probably even lead to increased sales of the companys other products among health-conscious consumers.Equipment and working-capital investments were expected to total 22.5 million and 4.5 million, respectively, for this project. The equipment would be depreciated over seven years. Assuming the test market was successful, cash flows from the project would be able to support further plant expansions in other strategic locations. The IRR was expected to be 13.4 percent, slightly above the required return of 12 percent for new-product projects. 5. Plant automation and conveyor belt systems. Maarten Leyden also requested 21 million to increase automation of the production lines at 6 of the companys older plants. The result would be improved throughput speed and reduced accidents, spillage, and production tie-ups. The last two plants the company had built included conveyer systems that eliminated the need for any heavy lifting by employees.The systems reduced the chance of injury by employees at the six older plants, the company had sustained an average of 223 missed-worker-days per year per plant in the last two years because of muscle injuries sustained in heavy lifting. At an average hourly total compensation rate of 14.00 an hour, more than 150,000 a year were thus lost, and the possibility always existed of more-serious injuries and lawsuits.Overall, cost savings and depreciation totaling 4.13 million a year for the project were expected to yield an IRR of 8.7 percent. This project would be classed in the efficiency category. 6. Effluent-water treatment at four plants. Euroland Foods preprocessed a variety of fresh fruits at its Melun and Strasbourg plants. One of the first stages of processing problematical cleaning the fruit to remove dirt and pesticides.The dirty water was simply sent down the drain and into the Seine or Rhine Rivers. Recent European community directives called for any wastewater containing even slight traces of poisonous chemicals to be treated at the sources, and gave companies four years to comply. As an environmentally oriented project, this proposal dismiss outside the normal financial tests of project attractiveness.Leyden noted, however, that the water-treatment equipment could be purchased today for 6 million he speculated that the same equipment would cost 15 million in four yea rs when immediate conversion became mandatory. In the intervening time, the company would run the risks that European Community regulators would shorten the compliance time or that the companys pollution record would become public and impair the image of the company in the eyes of the consumer. This project would be classed in the environmental category.7 and 8. Market expansions southward and eastward. Marco Ponti recommended that the company expand its market southward to include southern France,Switzerland, Italy, and Spain, and/or eastward to include eastern Germany, Poland, Czechoslovakia, and Austria. He believed the time was right to expand sales of ice cream, and perhaps yogurt, geographically. In theory, the company could sustain expansions in both directions simultaneously, but practically, Ponti doubted that the sales and distribution organizations could sustain both expansions at once.Each alternative geographical expansion had its benefits and risks. If the company expa nded eastward, it could reach a large population with a great appetite for frozen dairy products, but it would also face more competition from local and regional ice-cream manufacturers. Moreover, consumers in eastern Germany, Poland, and Czechoslovakia did not give the purchasing power that consumers did to the south.The eastward expansion would have to be supplied from plants in Nuremberg, Strasbourg, and Hamburg. Looking southward, the tables were turned more purchasing power and less competition but also a smaller consumer appetite for ice cream and yogurt. A southward expansion would require building consumer demand for premium-quality yogurt and ice cream. If neither of the plant proposals (i.e., proposals 2 and 3) was accepted, then the southward expansion would need to be supplied from plants in Melun, Strasbourg, and Rouen.The initial cost of either proposal was 30 million of working capital. The bulk of this projects costs was expected to involve the financing of distribu torships, but over the 10-year forecast period, the distributors would gradually take over the burden of carrying receivables and inventory. Both expansion proposals assumed the rental of suitable storage warehouse and distribution facilities. The after-tax cash flows were expected to total 56.3 million for southward expansion and 48.8 million for eastward expansion.Marco Ponti pointed out that southward expansion meant a higher likely IRR but that moving eastward was a less risky proposition. The projected IRRs were 21.4 percent and 18.8 percent for southern and eastern expansion, respectively. These projects would be classed in the market-extension category.9. Development and introduction of new artificially sweetened yogurt and ice cream. Fabienne Morin noted that recent developments in the synthesis of artificial sweeteners were showing promise of significant cost savings to food and beverage producers as well as stimulating growing demand for low-calorie products. The challen ge was to create the right flavor to complement or enhance the other ingredients.For ice-cream manufacturers, the difficulty lay in creating a balance that would result in the same flavor as was obtained when using natural sweeteners artificial sweeteners might, of course, create a superior taste. In addition, 27 million would be needed to commercialize a yogurt line that had received promising results in research laboratory tests. This cost included acquiring specialized production facilities, working capital, and the cost of the initial product introduction. The overall IRR was estimated to be 20.5 percent.Morin stressed that the proposal, although highly uncertain in terms of actual results, could be viewed as a means of protecting present market share, because other high-quality-icecream producers carrying out the same research might introduce these products if the Rolly brand did not carry an artificially sweetened line and its competitors did, the Rolly brand might suffer. Mor in also noted the parallels between innovating with artificial sweeteners and the companys past success in introducing low-fat products. This project would be classed in the new-product category of investments.10. Networked, computer-based inventory-control system for warehouses and field representatives. Heinz Klink had pressed unsuccessfully for three years for a state-of-the-art computer-based inventory-control system that would link field sales representatives, distributors, drivers, warehouses, and possibly even retailers. The benefits of such(prenominal) a system would be shorter delays in ordering and order processing, better control of inventory, reduction of spoilage, and faster recognition of changes in demand at the customer level. Klink was reluctant to quantify these benefits, because they could range between modest and quite large amounts.This year, for the first time, he presented a cash-flow forecast, however, that reflected an initial outlay of 18 million for the sy stem, followed by 4.5 million in the next year for ancillary equipment. The inflows reflected depreciation tax shields, tax credits, cost reductions in warehousing, and reduced inventory. He forecast these benefits to last for only three years. Even so, the projects IRR was estimated to be 16.2 percent. This project would be classed in the efficiency category of proposals.11. Acquisition of a leading schnapps2 brand and associated facilities. Nigel Humbolt had advocated making diversifying acquisitions in an effort to move beyond the companys mature core business but doing so in a way that exploited the companys skills in brand management. He had explored six possible related industries in the general field of consumer packaged goods, and determined that cordials and liqueurs offered unusual opportunities for real growth and, at the same time, market protection through branding.He had identified four small producers of well-established brands of liqueurs as acquisition candidates. F ollowing exploratory talks with each, he had determined that only one company could be purchased in the near future, namely, the leading private European manufacturer of schnapps, located in Munich. The proposal was expensive 25 million to buy the company and 30 million to renovate the companys facilities completely while simultaneously expanding distribution to new geographical markets. The expected returns were high after-tax cash flows were projected to be 198.5 million, yielding an IRR of 27.5 percent. This project would be classed in the newproduct category of proposals.ConclusionEach member of the management committee was expected to come to the meeting prepared to present and defend a proposal for the allocation of EurolandFoods caital budget of 120 million. Exhibit 3 summarizes the various projects in terms of their free cash flows and the investment-performance criteria.Any of various strong dry liquors, such as a strong Dutch gin. Definition borrowed from American Heritage Dictionary of the English Language, 4th ed.UVA-F-1356Exhibit 1EUROLAND FOODS S.A.Nations Where Euroland CompetedNote The shaded area in this map reveals the principal distribution region of Eurolands products. Important facilities are indicated by the following figures 1The effluent treatment program is not included in this exhibit. The equivalent annuity of a project is that level annual payment that yields a net present value equal to the NPV at the minimum required rate of return for that project. Annuity corrects for differences in duration among various projects. In ranking projects on the basis of equivalent annuity, bigger annuities create more investor wealth than smaller annuities.This reflects 16.5 million spent both initially and at the end of year 1. 4Free cash flow = incremental profit or cost savings after taxes + depreciation investment in fixed assets and working capital.Franchisees would gradually take over the burden of carrying receivables and inventory. 625 mil lion would be spent in the first year, 30 million in the second, and 5 million in the third. 2View as multi-pages

The Environmental Problems Of Guwahati Environmental Sciences Essay

Guwahati, the largest seat of government of wedlockeastern part of India with an country of 216 sq.km, It is the 5th fastest turning urban center of India in footings of urbanisation.Guwahati being the lone metropolis of North eastern part, the metropolis witnessed more an(prenominal) alterations like rapid addition of population, depletion of forest screen, spread of diseases which resulted many purlieual jobs akin to set down, air, H2O and society. Most of the alterations put one over taken topographic get due to the consequence of altering natural environment, enormous growing of population peculiarly after switching of the capital from S hammockong to Dispur, hill incline destabilization due to building of roads, brooding houses, public establishments and besides for invasion in wetlands and low lying countries. As the metropolis of Guwahati is bounded on three sides by hills and the other side by the mighty river Brahmaputra, the horizontal enlargement is restricted for which many multistoried edifices have come up in recent old ages merely to suit of all time increasing population ( 1991- 2001 decadal growing rate is 38.6 % ) . On the other baseball mitt, required substructure and metropolis comfortss necessary for metropolis inhabitants and metropolis users have non developed consequently. As a consequence many jobs arisen in the metropolis, such as traffic congestion, H2O logging, inhuman atmosphere, H2O borne and airborne diseases etc.In this survey an effort has been given to foreground the environmental jobs arisen in Guwahati, their causes and effects.IntroductionThe metropolis of Guwahati is said to be the legendary Pragjyotispur, the metropolis of eastern visible radiation. Guwahati is said to be the gateway of Northeast India. The metropolis is situated between 260 1025 north latitude and 910 450 east longitude. The southern, eastern and a persona of western sides of Guwahati atomic number 18 surrounded by hills and knolls. The mig hty river Brahmaputra in the North is fluxing in north-east to south-west way. Other of import rivers in and around Guwahati argon Bharalu, Mora-bharalu, Basistha-bahini etc. The metropolis is dotted with swamps, fens and H2O organic structures like Dipor beel, Dighali pukhuri, Silsaku measure etc. The metropolis falls under humid, semitropical part characterized by agile humid clime with concentrated rainfall ( mean rainfall 1600mm ) and a comparatively cool winter with instead bare rainfall. The maximal and minimal temperature preserve in the metropolis is 38 grade and 16 grade severally with comparative humidness of more than 76.6 % . As the metropolis is the commercial nervus revolve about of the Northeast has developed route ( National Highway No31, No37 and No 40 ) , rail and air connectivity with remainder of the state.Main jobs identified in the metropolis are different types of pollution caused due to adult male induced activities, addition of population, H2O logging, d irt eroding etc.PurposesThis survey aims at making such an environment in Guwahati that the metropolis could be made liveable and loveable 1. With this purpose the aim this survey has been designedAimsTo analyse the geo-ecological apparatus of Guwahati.To foreground the environmental jobs associated with be aftering surgical procedure of the metropolis.To analyze the cause and consequence of assorted jobs, andTo throw visible radiation on the remedial steps to be taken to minimise the wretchednesss of the metropolis inhabitants and metropolis users.MethodologyHere, in the survey both primary and secondary beginnings of informations have been used. Primary informations were collected by topographic point visit and direct observation of the phenomena. On the other manus secondary informations have been collected from assorted published plants such as books, diaries research articles, studies etc. Topographical maps ( No 78N/12 & A 16 ) and satellite imaginations ( SPOT MLA P-238, R- 298 Dated 18/10/1990 and Landsat TM P-137, R -042 Dated 10/06/1988 ) have been used to analyze the nature of the metropolis growing, understand the environmental issues and to happen out solutions for minimising the wretchednesss of the metropolis inhabitants.Collected informations have been summarized, analyzed and presented in assorted signifiers like graphs, tabular arraies, maps etc. for easy sagaciousness of the content of the paper.Data Analysis and Findingss1. Locational distinctive feature of the metropolis invites many environmental jobs. Back in clip the metropolis was known as Pragjyotishpur, which finds reference in Mahabharata, Ramayana, Raghuvansha of Kalidas. Chinese traveller Hiuen Tsang visited the metropolis in 640 AD and described in inside informations about the imposts and manners of the people of Guwahati. Located on strategic point the metropolis has ever been a bone of contention between rival political powers. A figure of bloody wars were fought between Aho m and Mughal swayers for Guwahati s ownership.Deforestation increment in surface run offHillHill incline destabilizationSoil erodingLand slide/ land faux pasRock downslopeHill landSiltation in low guilecountries and storm H2OinvasiondrainsPlainDecrease in H2OWetlandkeeping capacityFlood of new countriesinvasionShackles free flow ofH2ODegeneration of H2OWetlandsorganic structuresDwindling Flora & A FaunaFig. 1 formal Diagram demoing impact of human activities on the environmental jobs of GuwahatiWith the weakening of Ahom power in Assam, the metropolis passed into the custodies of British in 1826. During the British yearss political pre-eminence of Guwahati shifted to Shillong, which they chose as dry land Capital. In 1971 with the reorganisation of Assam State and shifting of capital to Guwahati ( Dispur ) it once more recovered its political pre-eminence in north east part 1 . Since so Guwahati has made a rapid advancement every bit far as demographic, commercial and industr ial activities are concerned. All these activities are responsible for many environmental jobs in the metropolis ( Fig.1 ) . .2. Geographic and geological apparatuss are responsible to a great extent for the jobs like water-logging, landslide etc. in the metropolis. The world(a) form of the metropolis is merely like a bowl surrounded by hills and knolls in three sides and river side roads on the staying side. The height in the field countries of the metropolis varies from 49.5m to 55.5m. . There are a figure of little knolls in the metropolis of which Sarania ( 193m ) , Nabagraha ( 217m ) , Nilachal ( 193m ) , and Chunsali ( 293m ) are of import. The hills are composed of Granite, Quartzite, Hornblende-Biotic-Schist, Pegmatite and Quartz. On the other manus the field countries of the metropolis covered byold and new alluvial sediment. Most portion of the metropolis composed of light yellowish to ruddy dirt. When the dirts in all H2O saturated during the monsoon months accelerate t he rate of landslide jeopardies. The flinty stones on the hills bit by bit exposed due to hill dirt eroding. kind of frequently rock fall occur during the end portion of the monsoon months and take cherished human lives and harm belongings. Since August 1987 to August 2005 every bit many as 22 instances of landslide and stone autumn instances recorded in different locations of Guwahati.3. Climatic status peculiarly rainfall concentration in monsoon months from June to family line do many incommodiousness like water-logging, dusty atmosphere, spread of H2O borne and airborne double daggers. Normally June rainfall is ever dismaying but the lush absorbed by dirt. At this phase landslide, stone autumn and H2O logging etc. make non originate. But from July onwards in each heavy shower cause H2O logging in the countries like Narengi, Satgaon, Saimail, Khanapara, Noonmati, Bamunimaidam, Chandmari, Silpukhuri, Guwahati Club, Uzanbazar, Panbazar, Fancy Bazar, Paltan Bazar, Athgaon, Bharal umukh, Maligaon, Adabari, Jalukbari, G.S. Road, Zoo Road Tinali, Rajgarj Road, Bhangagarh, Dispur. When hill soils become concentrated landslide and stone autumn occur. Again, instantly after H2O logging, route surface become boggy and roadside drains clogged with silt derived from the hills. Soon after, dry clay on the roads create dust-covered ambiance and increase air pollution. Furthermore, storm H2O cause commixture of drain H2O and infected armored combat fomite wastewaters with imbibing H2O beginnings aggravate the wellness jeopardies in the metropolis.4. Almost all the jobs of the metropolis related to the population growing. The decadal growing of population in Guwahati Metropolitan schooling Authority ( GMDA ) clearly indicates how population may make jobs in the metropolis ( Table- 1 ) The urban conurbation map since 1911 besides bespeak how metropolis has been grow ( Fig-4 ) . This has drastically changed the land usage form in the metropolis ( Table-2 ) .More peculia rly slums and homesteaders have change order manifold in last few old ages. As a consequence many incommodiousness and jobs have arisen in the metropolis.5. Defective planning and blank in put to deathing the development schemes aggravate the jobs in the metropolis. In this respect, unequal route infinite, deficiency of parking installation, undersized wayside drains, randomly set public-service corporation wires and pipes are deserving adverting. Almost all the of import roads, namely GNB Road, GS Road, MG Road and most of the traffic point face ague traffic congestion. Up to 1975 the figure of motorised vehicles in the metropolis was merely 27,000 which has increased to 1,29,856 in the twelvemonth 1990. After that the rate of addition accelerated and by 2003 it records 3,13,387. As such around one hundred thousand motor vehicle added to the roads of Guwahati every twelvemonth 2 . On the other manus the metropolis country has increased by merely 46 sq kilometer in last 20 old a ges. Most of the streets in the metropolis are merely 4.8m broad. There are many lanes, which have merely 3.6m or pull down 3.0m breadth. Thesiss should be at least 8.0m for visible radiation and medium vehicles and at least 9.0m for heavy vehicles 3 . The consequences of the vehicular emanation show the misdemeanor in emanation bound by 53 per centum and 81 per centum in instance of gasoline and Diesel vehicles severally 4 & A 5 . It clearly indicates the magnitude of pollution degree in the metropolis.6. Lack of consciousness and inclination of go againsting the norms and regulations in building houses, disposing family wastes and staying traffic regulations cause many jobs in the metropolis.7. Inanition in implementing Torahs besides responsible for the jobs of traffic congestion, waste disposal, hill slope destabilization, wetland invasion and assorted types of pollution in the metropolis.Table- 1 Population Growth in Guwahati ( from 1971 to 2001 ) year Population19712,93, 21919814,51,20019916,93,660200110,67,40012000001000000800000600000Population40000020000001971198119912001Fig. 3Population Growth in Guwahati ( from 1971 to 2001 )Land Use Category19902001Residential8904( 71.04 % )6600Commercial202( 1.62 % )660Industrial516( 4.14 % )1375Public & A Semi Public1504( 12.08 % )2475Transport & A 1053( 8.47 % )3399 colloquyParks & A Diversion14( 0.11 % )1450Particular Use/Others257( 2.06 % )Table- 2 Area under Various Land Uses 1990 to 2001

Succubus Dreams CHAPTER 24

I knew I was going to live forever, but sometimes I had a ambitious time really down the stairsstanding how long forever was. During that ride to the airport, however, I got a taste of what eternity office feel like.Maddie washed-out almost the entire time talking about Seth. In fact, Im pretty sure the only time she didnt was when she stopped to check her watch and ponder whether we would guard it on time. I knew we would make it on time because I would stop the car and carry her on my back before Id risk her missing her career and needing to ride back with me to the city. Once shed decided we were still okay with time, it was back to Seth. Seth, Seth, Seth.Im pretty sure there were only about three people in the world I wouldnt produce suspected of fucking with me if theyd come announceing a story like this. Unfortunately, Maddie was one of them. She was telling the truth. It was written all all over her, and something in me maybe the part that really understood how seri ous the compete between Seth and me had been could feel it.After a while, my mind sort of went numb, and I stopped thinking about it all. I finally dropped her off at the airport and went home, barely aware of the traffic I once again had to fight my way through. When I got back to my apartment, I ate dinner party and watched A Christmas Carol. A long, hot bath followed, and five shots of vodka finally put me down for the night. I slept on the couch because I couldnt bear to go in the room where an angel had fallen. Some Christmas Eve.Seth came over the next morning to take me to dinner at Terry and Andreas. Uneasiness radiated around him, but he still smiled when he saw me.You look great.Thanks.I knew I did. Id spent two hours acquire ready, the last thirty minutes of which had been me simply standing in front of the mirror. Id stood there, taking in every detail of my appearance. The clinging red dress. The curve of my neck under the glittering black choker. The way my golden- brown hair, worn sleek and smooth to daytime, hung down my back. Gold eye shadow and black liner framed my eyes. My lips glowed under brainsick peach lip gloss. Even at five-four, my legs looked long and supple. My face, carved with high cheekbones and flawless skin, was beautiful.I was beautiful.Call it vanity or egotism, but it was true. I was so, so beautiful. More beautiful than Maddie. More beautiful than any mortal woman. Staring at that gorgeous reflection, I begged it to tell me that Seth would requisite me. He had to want me. How could he not? exactly I knew all the beauty in the world couldnt mask the pain in me. And subsequently a couple more moments, Seth noticed too. His smile vanished.How did you find out? he asked.I dropped the coat Id been holding. How do you think? She told me. She couldnt wait to tell me.He sighed and sat on the arm of my couch and stared into space.Thats it? You have nothing else to say? I asked.Im sorry. God, Im really sorry. I didnt mean for you to find out like this.Were you ever going to tell me?Yeahof course.His go was so sweet and so gentle that it momentarily defused the anger that wanted to explode out of me. I stared at him, looking hard into those amber brown eyes. She saidshe said you didnt drink, but you did, right? Thats what happened? I sounded like I was Kendalls age and suspected I wore the pleading expression Yasmine had disposed(p) Jerome.Seths face stayed expressionless. No, Thetis. I wasnt drunk. I didnt drink at all.I sank down into the armchair opposite him. Thenthenwhat happened?It took a while for him to get the story out. I could see the two contend halves within him the one that wanted to be easy and the one that hated to tell me things I wouldnt like.I was so commotion after what happened with us. I was actually on the verge of calling that guywhats his name? Niphon. I couldnt stand it I wanted to fix things between us. alone just before I did, I ran into Maddie. I was soI dont issue. e ntirely confused. Distraught. She asked me to get food, and before I knew it, Id accepted. He raked a hand through his hair, neutral expression turning confused and frustrated. And being with hershe was just so nice. Sweet. Easy to talk to. And after leaving things off physically with you, Id been kind ofum aflame(p)? Horny? Lust-filled?He grimaced. Something like that. But, I dont drive in. There was more to it than just that.The tape in my mind rewound. Did you say you were going to call Niphon?Yeah. Wed talked at stove pokerand then he called me once. Said if I ever wantedhe could make me a circularise. I thought it was crazy at the time, but after I left you that nightI dont know. It just made me wonder if maybe it was worth it to live the life I wanted and make it so you wouldnt have to worry so much.Maddie coming along was a blessing then, I muttered. Christ. Seth had seriously considered selling his soul. I really needed to deal with Niphon. He hadnt listened to me when Id told him to leave Seth alone. I wanted to rip the imps throat out, but my revenge would have to wait. I took a deep breath.Well, I told Seth. Thats that. I cant say I like itbut, wellits over.He tilted his head curiously. What do you mean?This. This Maddie thing. You finally had a fling. Weve continuously agreed you could, right? I mean, its not fair for me to be the only one who gets some. Now we can move on.A long silence fell. Aubrey jumped up beside me and rubbed her head against my arm. I ran a hand over her soft fur while I waited for Seths response.Georgina, he said at last. You knowIve told youwell. I dont really have flings.My hand froze on Aubreys back. What are you verbalize?Idont have flings.Are you saying you want to start something with her?He looked miserable. I dont know.No. This wasnt happening.Whats this mean for us? I asked. I dont know.The anger re dour, and I leapt up, much to Aubreys annoyance. What do you know? I demanded. Do you even know why you did this? There were a lot of things going on he said. A lot of factors. It just happenedI put my hands on my hips and stalked toward him. Did it? Did it really? Because Im not so sure.His distraught expression turned wary. Whats that mean?I think you were getting back at me for not giving in that night. I made you mad. I break you. So, youre trying to hurt me. Teach me a lesson.I what? Are you insane? You think Id do something like this to teach you a lesson? You think I would want to hurt you? Just because you refused sex?Why not? I asked. Guys always want sex from me. Why are you any different?Georgina, he said incredulously. You cant believe that. Its always been about more than sex. You have to know that. Ive told you that over and over. I would never purposely hurt you. And yetAnd yet what?He looked away from me and focused on the carpet. I dont know that we can keep going on without me hurting you.Well, if you dont sleep with my friends It doesnt even have to be that. There are so galore(postnominal) things it could be. I could get hit by a car tomorrow or catch some disease. If you ever do crack some day and sleep with me, youll hate yourself forever. And if I crack and sell my soul, thats going to upset you too. One way or another, you will get hurt. Its just a calculate of when. I saw it that night in the kitchen I saw your face when you were yelling at me. Thats when I knew it was all true.II was upset, I told him. And, I meanwe knew this relationship wouldnt be easy. You were okay with all this in the beginningthe sex and everything else.Things change, he said bluntly. He met my eyes, and I again saw warring sides within him. And back then, I thought I was the one who would get hurt, not you. I can handle it.Are you saying I cant?Im saying I dont want to find out. And honestly, its not even about sex either. Weve got communication problems, time problemsI dont know. Hell, we have death problems. I dont really know if we should keep doing this.It felt l ike Joels death again, like all the energy was being sucked away from me.How, I demanded, can you always lecture me about open communication and then dump this on me now? If you were feeling all thisyou should have brought it up beforehand, not in some bluff break-up at the zippo hour.Im not entirely sure what that last part meant, but Im not bluffing. And Ive tried to talk to you about this. I tried the night you massaged me you didnt want to seek it. Seth took a deep breath. GeorginaI really mean it. I dont think we should be together anymore.I gaped. No, this wasnt right. This wasnt right at all. Id expected a big fight, one wed eventually get over, like always. Id expected him to ask for forgiveness. Id expected to set new boundaries in the relationship. Id expected me to be the one to have the high ground and decide if we were going to continue this.I hadnt expected to be pleading.No. No. Sethweve just got to make it work. Look, Ill get over Maddie, okay? And if you want to sleep with other womenI mean, it is okay. I always said you could. Its just this first timewell, its a shock, thats all. He just go along to watch me quietly, and I found myself babbling on more and more. But we can make it work. We always do. Well find a way. You cant just go forrard and decide something like this on your own. There are two of us in this, you know.Yeah, he said. I do know. And Im one of the two. And I want to give away up.No, I said frantically. You dont want to. This is just some weirdI dont know. You dont mean it.Seths silence was more infuriating than if hed shouted back at me. He just kept watching me, letting me talk. His expression had so much regret but so much determination too.You were the one who told me we could overcome anything, I cried. Why not this?Because its too late.It cant be. If you do thisits all for nothingyoull have ended up hurting me. Me and Maddie both.Its a small hurt compared to what could really happen, he said. And as for MaddieI d ont plan on hurting her. II like her.But you love me.Yeah, I do. I probably always will. But maybe thats not enough. I have to move on. We cant do this. I think maybeI dont know. I think something good could happen with me and Maddie. In some ways, shes like you, only Seth had started to slip into the rambling he sometimes did when nervous enough. He bit his lip now, as though he might summon the words back, and looked away. exactly what? I asked. I could barely hear my own voice.He turned his gaze back to me, firm and unflinching. Onlymore human.And that was it. All the anger and sorrow vanished. There was nothing in me. Nothing at all. I was empty.Get out, I said.He paled. Something in my voice and expression must have been truly terrifying. Tentatively, he extended a hand.I never meant to hurt you. Thetis, Im sorr Dont ever call me that again, I told him, stepping away. I didnt know how any of these words were coming out of my mouth. It was like someone else was controlling me. Leave. Now.He opened his mouth, and I thought all that resolve hed just shown might crumble. In the end, it didnt.He left.

Pride and Prejudice: an analysis of Mr. Wickham’s character Essay

To begin with, Wickham appears to brace a good social etiquette which impresses the reader and Elizabeth, Mr. Wickham was the capable man towards whom almost every female eye was turned. Wickham makes a firm first impression and he appears to be amiable with a warm disposition. His appearance was greatly in favourfine countenancevery pleasing address, Wickham instantly takes Elizabeths favour and he seems a deferent book of facts.Wickham is clever enough to encourage Elizabeth into thinking ill of Darcy by initially forming a trust with her and as Lizzy already dislikes him, it is easy for her to believe Wickham, I have known him (Darcy) too long and too well to be a fair judge. It is impossible for me to be impartialill-tempered man. The reader is intrigued into Wickhams opinion of him initially due to his social intelligence, his amiability and his first impressions to the town.Wickham continues to make Elizabeth think ill of Mr. Darcy by making himself seem the victim of the series of events in the midst of the two men. Wickham I cannot accuse myself of having really done anything to deserve to lose ithe hates me. Due to the trust the reader and Lizzy have in Wickham, his story is legitimate and we succumb to the claims he makes. Lizzy shows her naivety by immediately believing the story and replying He deserves to be publicly disgracedWickhams character begins to be doubted in chapter eighteen when Darcy says Mr. Wickham is b slighted with such happy manners as may ensure his making friends whether he may be equally capable of retaining them, is less certain. However, as Darcy appears to us as such an ill-mannered character, we are unsure whether to believe him. His character is further doubted when Miss Bingley complains about Wickham to Elizabeth, George Wickham has treated Mr. Darcy in a most infamous mannerMr. Darcy is not in the least to blame. Lizzy and the reader start to doubt their initial appraisal of Wickham as his likeable character far thest outweighs his shortcomings.Elizabeth shows her fond feelings towards Wickham by discovering that he is interested in the acquaintance of Miss King for merely the 10,000 by saying I should at present hate his very namemy feelings are not only cordial towards him. The reader now sees Wickhams bad intentions and how Lizzy is too fooled by his charm to see it.Wickhams bad character is finally confirmed in Darcys letter explaining Wickhams purposes at length, he had some intentions of studying lawhis life was plentiful of idleness and dissipation(Georgiana) was persuaded to believe herself in love, and to consent to an elopementMr. Wickhams chief object was unquestionably my sisters fortune. Wickham is instantly seen for what he really is superficial, ineffectual and selfish with no concern for the damage he causes by his desire for pecuniary gain and greed. He masks his true character from Elizabeth and the reader and shows his true character of depravity.

System Security Criteria

Trusted Computer System Evaluation Criteria (TCSEC) is applied in classifying and evaluating the computer earnest in any given system especi all in ally where sensitive information is involved. For that reason any organization such as aesculapian Credential Company has to initially consider a few factors as well as meet aegis criteria as provided by TCSEC. There exists quartette divisions (D,C,B, and A) and C,B, and A are further divided into classes but in the context of this study, only classes C-2 (Controlled Access Protection) and B-3 (Security Domains) will be considered.By choosing Class C-2 means that the company opts for discretional Security Protection which is under Division C. class C-2 offers defense of the sensitive information/data against and detection of user abuse of authority and direct look into. Besides, class C-2 also protects the system form activities of non-users and users who may not be using malicious programs. Class C-2 employs hostage get overs for all objects in the system which may be personal files and/or specific devices.Subsequently, an individual is supposed to identify and authenticate him/her self before login into the system and after using a crosscut record of what he/she has done is kept. Therefore Class C-2 puts emphasis on audit trail for evaluation purposes. For that reason, it calls for a selective method to record all events which have occurred and tools to examine the audit record (defence reaction, 1985). On the other hand, Class B-3 which falls under Mandatory Security Protection, Division B, puts emphasis on security domains in the system.Systems that conform to Class B-3 criteria enforce what Class C-2 criteria entails, discretionary security policies, and its policy. Therefore, Class B-3 is has more has security features compared to class C-2. Reason being substantial authorization is created that the computer system is protected against misuse techniques for instance human error, direct probing, and a buse of authority by users.In particular Class B-3 protects the system from intentional subversions of the computer security methods hence it is widely employed in addressing defense mechanisms against malicious programs. Besides, a computer system that meets security requirements for Class B3 entails security kernel which implements a reference monitor principle which lacks in Class C-2. Both of these classes entail security requirements -classified under policy, accountability, and assurance- aimed at regulating access to information.Security policy, marking, identification, and accountability specify what control measures that needs to be put in place to regulate access to information. Besides, assurance and continuous protection provides guidelines on how a person can puzzle credible assurance that overall security is achieved in a trusted system but security requirements in the two classes differ (DoD, 1985 Nibaldi, 1979). Figure 1.Table of security requirements for classes C2 and B3. Legend x -no requirement - class has same requirements as the next lower class R-class has extra requirement over the lower classes. NB Adopted from DoD 5200. 28-STD The security requirements outlined in the above table are functionally-oriented and it is in order for the security manager of the company to consider employing security controls first.Considering the security criteria employed by Class B3, as a security manager in the company, it would be better to seek certification for Class B3. References DoD. (1985, December). DoD standard Trusted Computer System Evaluation Criteria, DoD 5200. 28-STD. Retrieved August 22, 2010 from http//www. dynamoo. com/orange/fulltext. htm Nibaldi, G. H. (1979, November). Specification of A Trusted Computing Base, M79-228, AD-A108- 831 (TCB), MITRE Corp. , Bedford, Mass.

Isolation in The Metamorphosis Essay

Franz Kafkas short story The Metamorphosis centers on the theme of isolation. In the lead characters transformation he cognizes a doubtful isolation towards society now. What this isolation leads to is to a series of events, that cause Gregors isolation to grow. Eventually isolation leads to Gregors death. Isolation and its after effects atomic number 18 the central themes involved in the The Metamorphosis. Isolation is the state of an individual being separated from other individuals. Isolation involves both the mental state of an individual and the corporeal state of the individual.Further isolation also involves the individuals belief versus societies believes. This paper will argue that Gregors transformation into a bug is a symbolic representation of ones difficulty in accepting the isolation reality. The notion of the isolation is first realized in the authors work in section . The reader can see that Gregors isolation started out front the transformation occurred when Gregor mentions Thats all Id take a leak to try with my boss Id be fired on the spot. Anyway, who knows if that wouldnt be a very good thing for me.If I didnt hold back for my parents sake, I would have quit long ago. It is at this point that the reader realizes that Samsa was mentally isolated from the society he lived in before the transformation occurred. Gregor had wished to be free from work long before his transformation occurred, but society expected Gregor to work and to provide food for his family, something that Gregor didnt want. Gregors isolation before the metamorphosis occurred was that he wanted freedom and society wanted him to work.By Gregor showing different believes than the rest of the society the reader realizes that Gregor was in some manner already a loner even before the transformation occurred. The notion isolation also affects Gregor in section III. Some readers believe that Gregor Samsas experience is centered on Morality and Ethics. These people believ e that Gregor is treated different because he is no longer a human in a natural state. However this notion limits the whole picture of why Gregor is treated differently.Gregors isolation towards society is true picture why he is treated differently. If the other notion of morality and ethics were to be chosen many aspects of the Metamorphosis would be lost. These lost would be would be the ability of the reader to see how isolation has both affected Gregor inside and outside. My notion of the Metamorphosis portrays events in the past that show Gregors isolation were morality and ethics notion lacks of. Many notions in the past have been presented to try to present what Kafkas The Metamorphosis really portrayed.

African American and American Society Essay

African Americans No matter where or when a person lives, skin color, beliefs, class, or history he/she will see a difference in the way every ethnic group is treated. This world has never been fair for anyone. livelihood can treat a person with the greatest of carry on or it will treat a person as if he/she is lower than dirt. African Americans are no different. They have reflexiond great hardships and triumphs throughout the years. Since they had been forced from their homeland they have been treated as if they had no rights or thoughts of their own. They were placed in the status of slaves even though they were human beings too.No matter if they were placed in the minority group by the dominate majority group of snowy Americans they remind structurally pluralism by keeping to their beliefs and traditions. Before and after slavery African Americans did not receive equal treatment. Even when slavery ended, Jim Crow laws went into do meaning that the very best of everything was reserved for whites only-school, jobs, neighborhoods, hospitals, etc. (Moore, 2008). In other words, the African Americans took the subordinate status to the dominant white Americans.Their black market was used to dictate what rights they would be allowed to have in America. At one point, they did not have the right to be free and over the years they were disposed that right back. Even though they regained their right to be free, they still were not very free. They were only allowed to eat in certain places, drink from certain fountains, and have words in the back of the bus. This is not what would be called very free. They were not even given the opportunities to receive a quality education or to vote. With the 1896 Supreme cost decision in the case of Plessy v.Ferguson, the separate by equal doctrine was upheld, and the system of segregation in the South was securely in place (Merger, 2012, pg. 169). When it came to getting a quality education, they were placed at the bottom of the totem pole. The whites receive the best opportunities for receiving a quality education while the African Americans were not. It was not until the Brown v. get along of Education of Topeka case that African Americans were allowed a better education. Separate schools were inherently unequal and imposed an inferior status on black children, create irreparable psychological change (Merger, 2012, pg. 173).The rights as citizens were also being denied by not allowing them to vote and make a proper living to take care of theirfamilies. Years ago, African Americans were not allowed to vote, so they had no say in the laws that were made that would deny them their rights as American citizens or human beings. This kept them from ever-changing the laws that kept them from achieving economically and politically. The Civil Right Movement began a new era for African American. It was their gain of the right to vote and be elected to daub that gave the some power over their rights as hum an beings and citizen in the economic and political environment.Even after everything that the African Americans have gone through, they still face prejudice and discrimination in all areas of their lives. It is no wonder that for some it feels as if it is never over. No matter what a person looks like, how he/she talks, their beliefs, where he/she lives, how much money he/she has, or what race he/she may come from we all bleed red and where cut from the same cloth. We all deserve to have the opportunities and resources that are out there to help better ourselves. African Americans are human beings too and they have the same rights as everyone else.

Emotional Intelligence Quotient

The concept of Emotional Intelligence (EIQ) may seem foreign to some. However, its lack of popularity does not signify that it is significant. Emotional Intelligence provides individuals with an insight into their personality. It helps people to identify the argonas of their behavior that they may need to improve. Just like the IQ, the EIQ serves as a valuable measure by which people can learn about their weaknesses and strengths.thither are various free EQ surveys available online. One of the websites that provide a free EIQ stress is Discovery Health. The test I took was composed of a series of questions that required me to rate myself based on how much I feel the given disceptation applies to me. While I was taking the test, I remembered the coterie of personality tests that were administered in high school. The statements I was answering were very similar in nature to those I used to answer in school.As I responded to each question, I tried to look endorse on situations whe re the given statements applied. For each statement, I tried to remember the number of instances where I did as the statement said. At the end of the test, I found out that I scored average. Quite frankly, I was relieved to encounter out that I was the same as most people. However, the results also enlightened me to the fact that there is direction for improvement in my life. There is so much that I can do to make myself a break person most especially in the way I relate to people and on how I maximize my talents and abilities. As the websites explanation said, You are not taking full reinforcement of your potential. Basically, my results suggest that I should unvariedly seek for improvement in how I deal with others and in how I utilize my skills.As earlier menti iodind, my results suggest that there is palliate room for improvement. I can still change and become a better person. There is still a chance for me to increase my EIQ. The website suggested that one way by which I can improve my score is by learning new skills and honing the skills that I have already acquired. Also, it was suggested that I learn new ways by which I deal with people. Indeed, these are the two primary ways by which I can develop myself.New skills will be greatly beneficial for it will make me more competent and capable of handling a wider present of tasks. However, learning new skills is not enough. In order to become a better person, I should be able to develop the ability to fully utilize such skills and to discern which ones will be necessary for certain situations. Better decision making is key in enhancing ones EIQ.In equipment casualty of improving the way I deal with people, I know that I must develop better communication skills. Relationships with others rely heavily on communication. Logically, better communication will mean better relationships. As such, it is evident that improving my communication skills is a key element in the development of my personality and in the enhancement of my emotional intelligence.Tests such as the one I took should not be taken as a complete assessment of an individual. It must be considered merely as a possible index of how a person behaves. Having said such, I believe that every person has always room to evoke and develop. There is always something new to learn or something to improve. Learning and developing has no end. They are constant processes that are a part of life.

The Hovey And Beard Company Case

just most gainplaces today atomic number 18 turn increasingly divers(a) as peck of divers(prenominal) genders, races, cultures, ethnic origins, and lifestyles finger themselves consorting together. As a result, the fiddleplace is becoming increasingly multi pagan. nigh checkups ar just now encountering the effects of a assorted elaborateforce, while opposites be trying to over come or so the contends created by mixture. However, no matter where an disposal is in this development, the ch all toldenge is to ensure that its call onforces variation is a source of strength, not one of conflict.Effectively managing this mixed bag, then, is a critical component of achievement for todays employer. This is the reason m some(prenominal) employers be offered or offer cultural variety show training and conflict watchfulness training. novelty is a business re movement to the fast cultural and sociological events and changes. Differences in personal work style, s kills or talents, education, and geographical location are examples of other mixed bag dimensions that make a difference in how we work together as a corporate team. When managed effectively, these differences broaden organizational capability. focusing and mutation Understanding Diversity In entrap for management to make diversity work, managers mustiness first see to it the definition of diversity. Most simply explained, diversity encompasses all of the ways in which someones are both similar and divergent. According to lee side Gardenswartz, Diversity involves variations in factors we control as well as those over which we have no choice. These factors make water us areas of commonality finished with(predicate) which we dissolve connect with others and aspects of difference from which we potbelly pick up (p.24).These same factors alike represent areas of trouble where conflict may develop. Today, cultural diversity is a business reality. The ability to cast bridge s between lot from different countries, with different ethnic backgrounds, is as important as any other business function. Working in a culturally and ethically diverse organization muscularitys not mean eliminating differences in styles and approach, entirely celebrating those differences and revealing the much strength that diversity brings to an organization.Today diversity refers to faraway more than skin color and gender, it is a broad term used to refer to all kinds of differences, these differences hold religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, and lifestyle in add-on to gender, race, ethnicity, and nationality, (as cited in Bateman & Snell, 2007, p. 398). at that place is a multitude of ways in which benevolents are both alike and different. Some of these differences have an impressive effect on our opportunities and experiences, while others have relatively little pretend at all.Divers ity can be seen as four concentric circles, at the center of which is personality (Gardenswartz 24). Personality is a distinctive aspect that gives each person his or her own particular style. This core aspect pierces all other forms. Beyond the central core of personality are the six internal dimensions of diversity. These are aspects over which people have little or no control. They include gender, age, sexual orientation, ethnicity, physical ability, and race. In addition to internal dimensions, external influences such as friendly factors and life experiences too have an refer on how people are treated at work.Some examples of these external influences include where an individual grew up or lives now, whether they are married or have children, how their religious affiliation guides them and the amount and type of education they have. Finally, the fourth layer encompasses organizational influences related to factors such as seniority, the kind of work an individual does, thei r level within the bon ton, and their work location. All of these layers together form ones own diversity filter.The human resource approach focuses on the consanguinity between people and the organization, and realise ins that cultural diversity includes e truly employee. It must be unders in additiond that people are the most important resource in an organization. The challenge is to successfully apply skills, insight, energy, and inscription to make an organization better. Another challenge that must be met by many organizations is to design ways for employees to expand their individual comfort zones. Once diversity is accepted as an organizational mensurate, innovative-made assumptions round its confirmative benefits surface.As cultural wittingness builds and the culture changes, conflict is viewed as part of the change process. Diversity Related Attitudes. An employee side of adoption of culturally different people is taught to individuals from the time that they are children. For the most part attitudes are happen uponed from other people. Though it is hard to accept that the attitude a meeting has was invented, one person generally creates this attitude. An individuals attitude tends to be the same as his or her relatives, co-workers, and friends. Attitudes are also learned from people who have heights or low prestige.Then once these attitudes have been learned, they are reinforced. The problem is, figuring out how to change an individuals attitude. Management must learn how to change employee attitudes against great resistance. Employees can resist any kind of change if the plans for the changes are not clear. mess want to know exactly what is going to happen. Each employee ordain see different meanings in the proposed changes they see what they want to see. This means that women and minorities will be seeing job opportunities while sportsmanlike males see reverse discrimination.In order to implement change management lacks to le arn to recognize the different types of resistance that may occur within the organization and know how to handle the situation. Organizational Barriers to Diversity at that place are numerous concerns that establish strong barriers to moving forward with diversity. The cost to implement the necessary changes to be made is one major cause of resistance. Management must be convinced that though the short costs may be high, the long-term benefits are worth it. There is a fear of hiring unskil direct, unskilled employees.The question to be answered here is whether the investment is too big, will the employees stay and will they be adapted to do the job? Organizations have been pulled toward positive action as a way to make the work force equal, but the perception understood exists that any affirmative action candidate is someone chosen merely to fill a position. This person is not hired because she may happen to be the beat candidate for the job. Management inescapably to also be aware of reverse discrimination, because one persons gain can be perceived to be other persons loss.Finally many people do not see the direct for diversity. They do not view diversity as a top priority issue and that is why it is managements job to embrace this issue and help employees study it. If management wants to create a more establish and responsive organization, all of these barriers need to be identified, ac noesisd, dealt with, and overcome. Embracing Diversity. Embracing diversity is about creating a fresh organizational framework. Management understands that the way to do this is by creating an inclusive environment at work.Inclusivity implies complete openness, an environment that greets any person who can do the job, regardless of race, age, gender, sexual orientation, religion, ethnicity, or physical ability. In order for organizations to achieve a more open culture they need to meet and accept employees for their different lifestyles. either segment of the population needs to be represented in the executive suite. Each group attend a meeting should have ample time to speak and express their views. Groups need to be change and discourage slander.Interaction between cultures is a source of knowledge, growth, and progress. Many organizations find that the biggest benefit from a diverse work force is problem solving. When cultures meet, there is change magnitude creativity and all around better results. An organizations ability to make corrections and change directions will determine if they will survive. An inclusive environment accepts people as they are. That does not mean feedback is not given, it merely means that each person is accepted for who he or she is and is valued for the talent they bring to the task at hand.Employees rarely produce their best work when they have to fit into someone elses mold. This will also minimize resistance and maximize commitment. Helping Employees lay out to Change Commitment to becoming an organi zation that embraces diversity requires going from a monoculture to a multicultural organization. post the changes to be unsettling, the organization is in a transition of what it is and what it is trying to become. Management needs to help employees understand why these changes are as important to not only the company as a unit but also to them as employees.It is also important to set measurable criteria so employees can recognize when a change has been successful. Employees want to know that something better awaits them and it is managements job to show them that by supporting these changes everybody will benefit. Training is necessary for all individuals in an organization especially in the area of how to deal with intercultural conflict. There are changes visible today that were not there several years ago and the same goes for the early of every organization. Teaching New Employees the Ropes New employees will go through five stages when first entry into a bracing organizat ion.The first stage is rejection and resistance. People instinctively protect themselves against what is advanced and different. Managers must learn to understand and accept initial rejection and resistance and refrain from pushing employees beyond their fears. Stage two involves closing off or withdrawal. People have more similarities than differences therefore, it is important for management to structure opportunities that will bring people together. In the third stage individuals are beginning to assimilate and adjust to the norms of the organization.It is sometimes hard for new-made employees to recognize what to adapt to. This is the time for management to create a buddy system or a crash course on how things work in this organization. It is in the fourth stage of coexistence that new employees find ways to exist within the dominant culture of the organization without sacrificing themselves. It is important for the company to find a way of portraying the message that it is ok ay to be different. The fifth and final stage of this process is integration. The new employee is no longer the odd person out, but a regular member of the team.Here is where management needs to continue to emphasize a need for measure of differences, both organizationally and individually (Gardenswartz 287-288). Celebrating Diversity Managing diversity is an organizational process by which human resources are identified, allocated, and expanded in ways that make them more efficient. Successful diversity initiatives allow an organization to improve its productivity. Another sanctioned objective is to create self-renewing, self-correcting systems of employees who learn to organize themselves in various ways according to the nature of their tasks and their cultural perspectives.In order to be very effective, a diversity initiative must be planned organization wide, and coordinated from the top through planned activities and interventions. It must be understood that working with cult urally different people, is not incessantly easy. Nor is it always understood and appreciated by employees. There will be failures. But, managing diversity is good human dealings and it is good business. During this time of transition it is important for managers and executive programs, as well as their subordinates, to remember that progress has been made. do Diversity WorkDiversity is about acknowledging ones own reactions to differentness and the discomfort it causes. Dealing with diversity is about taking a hang at why holidays, practices, values, or languages different from the norm trigger feelings of threat that build walls between people. People who accept themselves are less threatened by those who are different. Every change has both positives and negatives habituated to it. If employees do not get beyond their fears, they will not get beyond the resistance to change, and diversity efforts will continue to be spoiled.All people have patterns of behavior that have bec ome involuntary and moment over the years. Confronting diversity shakes up these habits because many old behaviors no longer work in the new organizational environment. People need to go beyond ethnocentrism and recognize and accept individuals for their differences. It is important to emphasize the similarities we helping in order to create a pleasant work environment. Managers need to remember that values should be demonstrated through actions, not words. It is very easy to say you value diversity but it is another thing to put your words into action (Gardenswartz 520).After all, diversity includes everyone. What do we have to do to create and bring up a body of work mode where everyone feels welcomed, valued, and respected? This is a central question in the diversity research I have held. The response centers on becoming more aware that each individuals behavior towards others contributes to the climate or atmosphere. The most common reason offered for why more attention is not paid to these issues is that were too busy. To implement a successful diversity program, however, these three practiceswelcoming, valuing, and respectingmust receive regular and deliberate attention.Welcoming we usually think of welcoming as something that happens when an individual first joins an organization. People need to feel welcomed regularly passim their employment. Almost everyone wants to be recognized by others and to know that their front end is important to the organization. Co-workers feel connected when their presence is acknowledged on a regular basis. It is easy to speak only with certain people, those we consider our friends or those with whom we work most closely. Speaking to those we pass in the hall or as we pass by their desk can help others feel welcome.It is easy to model that once weve been here awhile, we no longer need to greet each other regularly. In these busy times, how often do leaders in the organization walk through the library speaking to staff? We need to avoid coming to others only to patch up problems, or to request or pass on information. Employees need to know that people in lead positions are aware of the work of each unit, recognize that people are working hard, and care about the employees well-being. Activities where staffs meet and talk outside of their own units is another way to encourage interaction and sharing.Usually such activities are held only once or twice per year employees often interact only within their straightaway department or division most other times. Focusing on how to make others feel welcome can help to address other issues, such as classism (support staff interacting separately from librarians) or cliques (certain people only talking to certain others). Ignoring barriers that create divisions will not enhance efforts to foster a workplace supportive of a diverse staff. Valuing how do co-workers demonstrate that a colleagues contributions are valued?It requires an awareness and knowl edge of the roles and responsibilities of others. We must seek examples of work being implemented or services being used. We must presume time let individuals or units know that we have noticed and are appreciative of their work. Valuing requires us to take an interest in others their activities, work, and progress. We need to act on what we learn by engaging others about their work. We must listen and respond when colleagues share their progress this includes offer encouragement when we see colleagues experiencing challenges in their efforts.Valuing is demonstrating to others that their presence and contributions are noticed, make a difference, and matter in the organization. Rewards or recognition must have meaning to those to whom it is given. A certificate may be less effective than sharing a break with someone to deal their work and their contributions a salary increase may have more impact if someone in a leadership role shares how much the contributions have helped the orga nization accomplish its goals. Respecting In the context of diversity, respecting is conclusion ways to demonstrate our regard for the quality of work and the contributions of others.Asking co-worker questions about their work, or offering observations about what is most impressive in their project is a good way to show clearly that we respect anothers skills and talents. Showing an interest in anothers projects, being aware of their personal work goals, or just intimate that a co-worker attended a seminar, all provide opportunities for dialogue and exchange. Supervisors often expect employees to come to their offices or to make appointments to talk about their work many employees will avoid such meetings because they do not wish to give the appearance of a problem.What employees often are seeking is acknowledgment that their supervisor is aware of their work, and cares enough to ask how things are developing. This means senior administrators may need to talk this instant to staf f, otherwise they will not know that leadership has noticed or cares. Some administrators send messages through supervisors, when a direct note, phone call, or email would have a much more positive effect on self-esteem and a sense of personal accomplishment.While these three factorswelcoming, valuing, and respectingmust be utilise to the entire staff, they are especially important if the organization plans to successfully retain minorities in the workplace. It is challenging to be the only one, or one of few in a minority group. Those in the majority group must make a conscientious effort, on a regular basis, to ensure that minorities are aware and truly believe that their presence and contribution as an employee matters. Workplace diversity is a multi-faceted concept that continues to prepare as more industries move toward a global marketplace.Most people hold the belief that every human being is of equal worth, entitled to the same privileges and opportunities, without regard t o race, gender, disability or age. This fundamental belief has led to changes in management practices primarily relating to the recruitment, training and retention of employees who reflect the changing face of the American workforce. In order to understand the necessities and benefits of managing workplace diversification, the concept must be fully explored. What is diversity? Can it really be managed?In the broadest sense, the management of diversity is a businesss reaction to rapid cultural and sociological changes. Internally, diversity management means providing a climate where all employees feel that they are valued by and change to an organization. Externally, it means that organizations are flexible and astute about changes occurring in world markets. The hard truth, however, is that inequalities exist for employees within organizations due to stereotyping and preconceived ideas about a person based on race, gender, religious or cultural origins, age, physical ormental limi tations, and more. Racism, sexism, homophobia, etc. cannot be managed away. It is precisely these beliefs and perceptions that necessitate managing diversity at all. Managing diversity is not affirmative action. Affirmative action and the language of equal opportunity came as a political response to the social outcry over the racial and social losss that limited equal access to the workplace. One of the problems with affirmative action is that it began to be perceived as a public relations scheme more concerned about quotas than about individuals.Managing diversity strives to ensure that when an individual is hired, they should be able to trust that they have been chosen because of their ridiculous qualifications, not because of gender or ethnicity. We have moved from a use of words like fairness, inequality, and injustice toward terms such as ethnic diversity, political correctness, and cultural consciousness. Have we changed our perceptions of the problems of workplace inequalit y or just the way we describe it? Diversity consciousness cannot be simply mandated into a system, integrated into a corporate culture, or prompted by financial incentives.It is reflective of an attitude that organizations and their staffs must adopt that allows them to change their basic concepts about workers and converts them into us. In addition, Multiculturalism is the Work Place In this millennium, diversity in society has increased rapidly however it is the belief of many people that some aspects of the work place are still struggling when asked to look into this issue. On the other hand, there are many organizations beginning to accept and value the importance of diversity.I believe both employers and employees should reflect on diversity of cultural prospective, age, gender, ethnic background, and levels of education. Every company should focus on diversity development due to an increasing minority and immigrant population that is positioning itself to assume the roles of t he traditional workforce. As the demographic shift accelerates, race relations will continue to grow in importance. Bearing in mind, the inclusion of a more ethnically diverse staff requires a new workforce philosophy.It is my belief that every organization should be held accountable for not focusing on a diversified labor force and not taking advantage of the strength that come as a result of a diversified labor force. In order to obtain effective results one should understand what diversity is, and how it affects the mechanic of an organization. Once this is established, the next step would be to learn how to manage diversity in the workplace and what kind of environment managers would have to create in their company to educate employees about cultural diversity.Diversity in the work place is perhaps the most important issue we need to address because ignoring it can have lasting effects on the success of businesses. Research suggests, the key to successfully building a diverse, h igh-quality workforce for tomorrow begins with a strong leadership commitment and knowledge of where industries stand today. Ensuring strong commitment to a diversity program is essential. This includes the critical components of top-level leadership support and the commitment of necessary resources to make new initiatives a reality.A successful diversity program needs a close continuing partnership between human resources and Equal Employment Opportunity (EEO). Companies should focus on communication strategies and diversity training for managers, supervisors, and employees. Companies should provide training to all staff and mangers about practical ways to make a diverse workforce for the entire company. This may include such subjects as the value of understanding differences and cross-cultural communication.They might also provide cultural awareness, the ability to initiate and manage cultural change within the organization to impact organizational effectiveness. Companies could a lso sponsor special observances to help educate the general workforce about the contributions of diverse work groups and/or help eliminate some of the stereotypes that serve as impediments to full employment value. This will allow groups to value cultural diversity and other differences fostering an environment in which people that is culturally diverse can work together in achieving organizational goals.Other perspectives showed Therefore, the organization can benefit itself by understanding what cultural diversity is, why it matters, and how to effectively manage your businesses diversity. I strongly believe that diversity works. I speak in those terms as I experience the beauty of diversity daily. Diversity is the new culture of todays society. Not only do you get to work to achieve company goals, but you also gain knowledge about other cultures. You begin to understand, value, and respect what is different about yourself from others.Cultural diversity should matter to everyone p ersonally and professionally. Companies should focus on both sides. Society should be able to understand that the impact that diversity has on a company and the global market is highly important. Society should learn what is in it for them as an employee as well as for the company as a whole. Diversity is beneficial in always and simply makes sense. For our businesses and communities do not survive, but thrive on the differences in cultures. Our communities are generous with resources. When segments are respected and utilized, it benefits us all.