Janie Speaks Her Ideas in Their Eyes Were Watching God :: Their Eyes Were Watching God Essays

Janie Speaks Her Ideas in Their Eyes Were Watching God In life to discover our self-identity a person must show others what one thinks or feels and speak his or her mind. Sometimes their opinions may be silenced or even ignored. In the novel Their Eyes Were Watching God, the main character Janie would sometimes speak her ideas and they would often make a difference. The author, Zora Neale Hurston, gives Janie many chances to speak and she shows the reader outcomes. When dealing with all of the different people Jaine faced, she would find a way to speak her ideas, receive a response, and through this exchange she developed her sense of self-worth. When Janie found a way to speak her ideas, they would have an impact on everyone. Though, Janie did not always speak her ideas. She would often do something that made an impression on someone. The first real action Janie took was to leave her husband, Logan Killicks. By doing this, she has shown the community that a person can not always be happy with material things when she or he is not in love. Janie says, "Ah want things sweet wid mah marriage lak when you sit under a pear tree and think." She shows her grandma that she is not happy with her Janie's next husband, Joe Starks was very nice to her and gave her everything she wanted. When it came to Janie wanting to talk or speak her mind, he would not let her, and that made her feel like she was less of a person than he. Until one day, towards the end of their long marriage, when Jody made a very mean comment about Janie's body. She came back with, "When you pull down yo' britches, you look lak de change uh life." After these words came out, Jody hit her. These harsh words could never be forgiven. At the end of their marriage, before Jody died she finally told him her feelings. "....And now you got tuh die tuh find out dat you got tuh pacify somebody besides yo'self if you wants any love and any sympathy in dis world. You ain't tired to pacify nobody but yo'self. Too busy listening tuh yo'own big voice," said Janie. Her final and most loved husband was Vergible "Tea Cake" Woods. She could talk most openly with him. Once, she accused Tea Cake of having a liking for Nukie. He quickly reassured her that he didn't, and there was nothing to be worried about. After Tea Cake's death, Janie was too upset

Bonds Between Mothers and Daughters in Amy Tan’s Joy Luck Club Essay

Bonds Between Mothers and Daughters in Amy Tan’s Joy Luck Club A good mother-daughter relationship is beneficial for both the mother and the daughter. This definitely comes into play in Amy Tan’s novel titled â€Å"The Joy Luck Club.† The story is about four sets of Chinese mothers and daughters, and their first experience of growing in America. All of the mothers want to raise their children in the traditional Chinese way and still allow them to be all that they can be in America. This causes many conflicts between them when the daughters act too American and the mothers act too Chinese. There are also problems when some of the daughters grow and get married to American Men. The mothers influence the daughters with stories of ancestors and eventually the daughters learn that their mothers really do know what they are talking about. Each mother shows their love to their daughter in a different way, and the daughters usually respond to it in a negative manner. There is a lack of communication between the mothers and daughters, which leave a lot of open space for assuming. The daughters seem to inherit a lot of their mother’s characteristics as they get older without even meaning to. In some cases they appear to mirror their mothers. It is as if everything that they have fought against for many years has become them. The Joy Luck Club is a club that one of the mothers, Suyuan Woo started to gather four Chinese women together to raise their spirits. They would meet each week, rotating each lady as a host, eat and talk about things that were going on in each woman’s life. They would play mah jong to raise money incase something came up that they needed emergency money for. Suyuan had twin girls when she lived in China but had to l... ...and that the vase was going to break and she knew that the marriage was going to fall apart if she didn‘t do something. As you can see, each of the mother-daughter couples has a lot in common. They share the same feelings, similar experiences, and a lot of the same knowledge. As rights activist James Baldwin once said, â€Å"Children have never been very good at listening to their elders, but they have never failed to imitate them.† Even if some of the daughters fight their mothers to get along together, it ends up it is for the best. Strong mother-daughter bonds are shown through out the novel and many lessons are learned by the daughters. Each daughter makes her mother proud and in the end that is all that is important. The mothers are just happy that they raised their daughters right. WORKS CITED    Tan, Amy. The Joy Luck Club. New York: Random House, 1989.

McDonaldization of American Society and World

If you have ever had a meal in a restaurant (fast-food/formal dining), used an ATM in a bank, spent your vacation at an amusement park or simply browsed through a mall, you have been exposed to McDonaldization. McDonaldization is â€Å"the process by which the principles of the fast food restaurant are coming to dominate more and more sectors of America society as well as the rest of the world† (Ritzer, 1996, 1). Nearly ever aspect of today†s society has been affected by McDonaldization including the restaurant business, education, work, healthcare, travel, leisure, dieting, politics and the family (Ritzer, 1996, 1). I observed three East Side Mario†s Restaurant†s establishments while the dinner menu was being served on Saturday evenings between 6pm and 8pm to evaluate the ways in which McDonaldization has affected their company. On January 29th I visited East Side Mario†s in London, Ontario, on February 19th I visited East Side Mario†s in Plano, Texas (I used to hold a job as a server at this location) and on February 26th I visited East Side Mario†s in Orange, California. With the diversity of locations I was able to observe, I compared and contrasted many angles of the East Side Mario†s concept. East Side Mario†s Restaurants Inc. is one of the millions of business† that has implemented the four principles of McDonaldization, which are: efficiency, calculability, predictability, and control. With the assistance of Bernard Platt, Vice President of Marie Callender†s Pie Shops, Inc. , former Vice President of East Side Mario†s Restaurant, Inc. , I will offer a condensed presentation of East Side Mario†s history to get you familiar with the business. East Side Mario†s Restaurants, Inc. , is a wholly owned division of Marie Callender†s Pie Shops, Inc. In 1987 a partnership of restauranteurs developed the ESM (for the remainder of this case study I will us the initial ESM to refer to East Side Mario†s Restaurants, Inc. ) concept in North Miami, Florida featuring the excitement and energy of a New York City street festival, a blend of outstanding American and Italian food, a place where families felt welcome and comfortable offering exceptional value. Today operating as a separate division of Marie Callender†s Pie Shops, Inc. , there are a total of 38 American restaurants – 11 corporate and 27 franchise – and there are over 80 ESM restaurants in The United States and Canada. Efficiency is the first dimension of McDonaldization and â€Å"the optimum method for getting from one point to another† (Ritzer, 1996, 9). The parking lot allows ample amount of parking space for customers, including handicapped spaces directly in front of the building for efficient accessibility. The restaurant offers delivery to those who would like to spend their dinner in the comfort and convenience of their own homes. There is a small server to customer ratio to provide the best service expected throughout a customer†s meal. A kid†s bambino menu is offered for children to enjoy less expensive meals that suit their size, along with a separate lunch menu that offers smaller portions for a lighter meal. Happy Hour items are offered at certain hours for a quick snack fix, providing just enough time to satisfy your thirst with a favorite drink. Customers can pay with cash or credit card, whichever is more convenient for them. To streamline the process of the kitchen work ESM simplified pasta dishes (their biggest items) to take only minutes to cook very large quantities. All employees have specialized jobs to divide the work load/streamline, including: host†s/hostess†, bartender†s, server†s, cook†s, dishwasher†s, salad bar attendant†s, cleaning staff, cocktailer†s and management. To simplify the product the menu is limited and specializes in American/Italian food. They offer easy, quickly made finger food appetizers and unlimited soup/salad and bread which is prepared in just seconds. ESM puts you, the customer, to work the minute you walk into the restaurant. Their may or may not be a host/hostess at the front. In the place of service staff you will definitely find a horn on a taxi stand so that a customer may call for service to the front immediately when they would like to be seated. Take-out boxes are available for the customer to take any leftovers home with them. However there is a catch, the box is merely dropped by the table and the customer is expected to put away their own leftovers. The employees and customers of ESM function efficiently together to produce a profit for the business and satisfy the customer. The second dimension of McDonaldization, calculability, is â€Å"an emphasis on the quantitative aspects of products sold (portion size, cost) and service offered (the time it takes to get the product)† (Ritzer, 1996, 9). Servers are paid $6. 85/hr in Canada and $2. 15/hr in The United States. The rest of their money comes from tips so if they expect to take home cash they will have to work to their greatest ability and place their wages in the hands of the customers. Management usually recruits minorities to work the back of the house because they will work hard for little pay. Emphasizing quantity over quality is an important aspect of calculability. With any entree unlimited homeloaf and soup or salad is offered. For the bar flies free peanuts are always out in buckets for all to enjoy. Specials and promotions occur seasonally, like 15-cent wings on Tuesdays. Bigger is seen as better and ESM has conformed to this idea, establishing this illusion with many of its menu items. Large plates are used to serve most meals and give the idea of large portions, with options of three different sides on dinner items. Customers expect quick and accurate service, which ESM has provided by reducing the processes of production to numbers. To promise quick service, the server will initially take a drink/appetizer order to ensure that you as a customer receive prompt service immediately. The bread is brought out before the meal to snack on and give just enough time for transition to the main course. Customers do not like to sit in a restaurant without something in front of them. Each item on the menu has a preparation time, which is followed by the staff so customers can expect their food to be promptly served. ESM has successfully involved an emphasis on quantification. As the third dimension of McDonaldization, predictability, gives â€Å"the assurance that their [a company†s] products and services will be the same over time and in all locales† (Ritzer, 1996, 10). ESM has establishments across Canada and The United States and no matter where you go you can expect the same service and quality in each and every store. The logo is a familiar sign that represents a promise†¦. the same meal and experience you had at any other ESM. Every store that is built is a replicate of the previous one. The layout of each restaurant is similar, limiting the dining area to all non-smoking and only the bar area has smoking. The same colors are dominant in each store: red, green and white. The immediate feeling you will get when walking inside is that of a New York street with replica†s of the Brooklyn Bridge, Statue of Liberty, Scallero Bros. and Costello†s Markets (trademarks of ESM). Interaction between the employees and customers is scripted and predictable at each visit to the restaurant. The customer is seated, informed of specials, drink/appetizer orders are taken, bread, soup and salad are brought before the meal, entrees are served with the offering of cheese or pepper, a desert menu is presented, dishes are cleared from the table and the check is presented and paid for. ESM provides each of its employees with a handbook that outlines server etiquette. The employees are expected to have the mindset of â€Å"the customer is always right† which should convince the customer with the notion â€Å"I†ll be back†. Employee behavior is predictably the same. The staff wears the same casual uniform at each restaurant with a rountinized order of operations. You can always expect to have your server offer you fresh ground pepper or parmesan cheese. With respect to birthdays a desert of choice is presented with the East Side Mario†s famous birthday song. The menu remains the same, introducing new items on promotion once in a while, producing the same predictable products. People expect to have the garlic homeloaf with unlimited soup and salad. The routine, uniformity and systematization of operations in ESM prove that predictability has been achieved. The fourth dimension of McDonaldization is â€Å"increased control and the replacement of human with nonhuman technology† (Ritzer, 1996, 101). ESM has integrated all forms of technology to better their establishment. From the fountain pop dispenser to timed broilers and appliances, every process is controlled by some sort of automation. Under control is both the product and process of the business. The menu continually remains the same, limiting the items for customers to choose from. The Micros system is used to input orders which will be sent to the back of the house, organize each table†s order and have the food out and arranged according to the server†s timing. Server†s and bartender†s are expected to id all customers who look as though they are under the age of 30 for alcoholic beverages. In regards to controlling customers, the guest is expected to honk the horn to get the attention of employees to serve them. If there is a wait a pager is given out to customers to be buzzed at the soonest opportunity a table opens up. When the customer is through with a meal, the check is brought promptly to encourage them to leave and allow the next table to be sat. A tip percentage is required for parties of 8 or more to ensure that the time spent on larger parties will be well rewarded in wages. Nonhuman technologies that have been implemented into ESM operations control the nature of the business. The irrationality of rationality is recognized as the fifth dimension of McDonaldization. This is the downside of McDonaldization emphasizing the basic idea that â€Å"rational systems inevitably spawn irrational consequences†, â€Å"serve to deny human reason† and â€Å"are often unreasonable† (Ritzer, 1996, 13). In regards to efficiency people will go to ESM in search of a relaxing meal to find they have an hour-long wait, congested waiting space and loud noise. The efficiency of spending a family meal in a comfortable atmosphere now becomes inefficient. People are unable to sit right away, asked to wait with their families in a smoke filled bar and expected to just be patient while they anticipating the buzzing of their pager number. Employees who are expected to deal with the impatient customers get irritable which reflects on their work and the restaurant as a whole. When ESM business is slow and employees are unable to make tips there is no longer an incentive to put out quality work. The efficiency of paying minimum wage is lost when workers quit because they do not make enough for tips. The cost of a nice dinner for an average size family of 4 at ESM could cost well over $60. In the long run this could be the cost of 3 home cooked meals. The profit a restaurant business makes on pop and such is huge compared to the production price. A family could just as well spend dinner at home, talking/interacting with one another in a much more comfortable, quit, atmosphere. ESM offers the illusion of fun to attract customers and have them coming back. The setting gives the feeling of a New York City street with all of the downtown memorabilia. â€Å"A taste of little Italy† is used to let the prospective guest know that traditional Italian food will be served with popular Italian/American music filling the dining room. The National Television Network, NTN, offers an interactive trivia game to be played in the bar area. Entertainment is brought in on special occasions and the server†s call out loud to the kitchen to fill the atmosphere with a feeling of excitement. The unreality, or illusion of reality, which often goes unheard of in the restaurant business, still exists. The reality is that you aren†t going to see the service staff singing and dancing with customer as they do in the commercial, in fact you†ll be lucky if you can flag them down as they run by your table at top speed. The streets of New York City are not resembled accurately by the miniature landmarks located throughout the restaurant and it†s unlikely a true Italian (person with Italian heritage) will serve your meal. All of this is not reality. Dehumanization recognizes a system that is destructive to human beings. This dehumanization recognized in society is evident through health and environmental hazards, the dehumanization of customers and employers, a negative effect on human relationships and homogenization. The increased concern for the human diet is strongly affected by eating out and Italian food is extremely fattening. A dish known as fettuccine alfredo has been given the nickname â€Å"heart attack on a plate†. To adapt to these concerns ESM has began to offer low fat dressings and deserts. The vegetables have to be used in good time, as does much of the inventory so that contaminated/old food is not distributed. Dishes must be cleaned thoroughly so that germs do not transfer to other customers. ESM provides a fairly environmentally friendly establishment with reusable dishes. The biggest concern is over styrofoam take-out boxes. Customers follow through with the same routine every time they enter a restaurant. ESM encourages the employees to follow script but at the same time get comfortable and act interested in the customer. But that†s just it†¦ an act. Servers really are not interested in the lives of every stranger who steps foot in the building. Scripting brings employees and customers down to a primitive dehumanizing level of interaction. Turnover rates at ESM are not as high as those in the fast food industry however it is unlikely that the same person will ever serve you. There is little, impersonal contact between people. ESM offers benefits for staying with the company, employee incentives, and employee events to encourage longer lasting relationships with the company and fellow workers, thus increasing the likelihood of establishing a relationship with customers. ESM is a chain with franchises and individually owned stores. With its diversity of location it gives people the opportunity to recognize a familiar place and limiting the appeal to ever try anything new. Because ESM is the same no matter where you go you could virtually enter one restaurant and not know whether you were in Burlington, Ontario, Canada, or Phoenix, Arizona, USA. This is limiting the diversity of our world and proves that McDonaldization is homogenizing every aspect of society into one. All of these dehumanizing effects of McDonaldization apply to ESM and add to the irrationality that actually exists. â€Å"As McDonaldization comes to dominate ever more sectors of society, it will become ever less possible to ‘escape† from it† (Ritzer, 1996, 143). In other words McDonaldization imprisons people into an iron cage. Max Weber referred to it as the â€Å"iron cage of McDonaldization† implying that the systems of society will become so inhuman that the systems will eventually have control of everything. To make it in a McDonaldized society higher profits and lower costs will continue to be the goals of all businesses. The best ways to reach this goal is to conform to McDonaldization and strive for efficiency, calculability, predictability and control. ESM increases profit by taking each of these steps so that it can keep up with the competition. People have come to value the individual dimensions of McDonaldization and insist on relating to them even if they are not rewarded with economic gains. ESM has fallen into the trap and chosen locations on busy street corners surrounded by its competitors where a huge concentration of McDonaldization resides. The process of McDonaldization is so desirable that it is pursued as an end to itself (Ritzer, 1996, 145). Fordism is the ideals Henry Ford projected into society. Mass production of a single product, using a simple assembly line process, standardized routines, deskilling, and more demanding and expanding markets have arisen as the result of Fordism. ESM came out of the woodwork with the idea of bringing New York City†s Little Italy to any city. They became part of the restaurant market and had to adopt Fordism principles in order to reach high profitability with low costs. Post-Fordism arose later on and is characterized by more customized/specialized products, smaller systems for specialization, technologies that will produce a range of products, requiring more workers, which in turn leads to diversity once again. ESM has also incorporated post-Fordism characteristics. They use one computer system to run the security systems, kitchen appliances, run credit charges and place orders. They cater to each individual customer, giving them what they ask for. Finally, postmodernism, the idea that we are entering a more irrational and flexible era. The spread of different cultures throughout all of society is a product of postmodernism. ESM brought Little Italy to all kinds of cities. In fact, this American/Italian restaurant does not even exist in Italy. This society is superficial; people pass through McDonaldized systems without even being phased by them. No one walks into ESM and thinks; â€Å"wow this is a superficial McDonaldized system†. Every product and service has been presented before. ESM doesn†t have the original calamari al† diavolo sitting in a glass case to display. We now live in an n impersonal world. Even though employees approach customers with interest and a smile, they do not have a personal relationship with them. There no longer exists much emotion or expression in the postmodern society. We have to work hard at impressing people these days, having to always find something new and exciting to keep a customer hooked. Events of the past and present blur together. It is hard to distinguish between each visit to a restaurant, eventually all the visits blur together. Reproductive technologies have taken over. Computers and TV†s dominate industry and the lives of every individual. In the restaurant business if the computers were to crash†¦. there goes the payroll, power, cash registers; the entire operation is over in the blink of an eye. Just like nearly all institutions in our society ESM is trapped in an â€Å"iron cage of McDonaldization†. I believe McDonaldization has invaded every sector of society and as someone who grew up with McDonaldization at every corner of my life I would have to say it†s been productive. It has allowed society to evolve. Every aspect of life has consequences and downfalls; it†s just a matter of dealing with them. I like moving at a fast pace. Why do people have to make friends with every person they encounter? It†s nice to have companionship but not from your server in a restaurant. McDonaldization has served as a directing force, another stage in our history. We adapt to every turn the world makes and change is good. When all of the aspects of McDonaldization are intertwined society runs smoothly. East Side Mario†s was an example of a company that followed all the rules, aimed for a goal and made it. I believe that†s all that it should take in anything you do in life to make it, just follow the rules and reach for your goals. McDonaldization is a positive contribution to society.

Symbolism in “A Rose for Emily” by William Faulkner

Abel Girma Mr. Lucky English Language and Literature IB Y1 04 September 2012 Word Count: 1087 The Consciousness of Symbolism in â€Å"A Rose For Emily† â€Å"Then we noticed that in the second pillow was the indentation of a head. One of us lifted something from it, and leaning forward, that faint and invisible dust dry and acrid in the nostrils, we saw a long strand of iron-gray hair† read the last lines of â€Å"A Rose for Emily†, a short story written by the American author and Nobel Prize laureate William Faulkner, published in 1931.These last words put a shocking and rather disturbing end to this piece depicting the strange life of Emily Grierson, and her obdurate refusal to adapt to changes in her life, living in her own non-transforming world. Various symbols are used throughout the text although Faulkner did not use any kind of conscious symbolism. The validity of this claim lies in his Nobel Prize in Literature acceptance speech, his biography and his in terview on the meaning of â€Å"A rose for Emily†. Emily Grierson is portrayed as â€Å"A fallen monument† from the very beginning of the story as the narrator starts to describe the ceremonial procedures following her death.Soon after, her home, a â€Å"house that had once been white, decorated with cupolas and spires and scrolled balconies in the heavily lightsome style of the seventies. † (Section I of â€Å"A Rose for Emily) Is adjacently undermined as â€Å"an eyesore among eyesores † (Section I of â€Å"A Rose for Emily), invaded by the deteriorating and industrialized neighborhood that used to be an illustriously reputed neighborhood in the 1970s. This is a fine example of symbolism used in the text as it gives an inkling of the stubbornness in which Emily, a southern woman has lived her life cleaved to the past and immersed in old southern traditions.Similarly, the â€Å"Rose† in â€Å"A Rose for Emily† is a thought-provoking symbo l due to the fact that it is never mentioned throughout the totality of the story. The interpretations of the â€Å"Rose† are unbounded and debatable. It can be understood as being a rose of sympathy Faulkner would like to dedicate to Emily for she had lived an undeniably grim life of solitude and misery. It can equally be interpreted as a rose representing the love Emily desperately needed in her life but never truly found, seeing as a rose generally symbolizes love in most cultures.Likewise, another shock kindling and incontestably pivotal symbol in the story is confined within the last sentence, â€Å"the long strand of iron-gray hair†. These last words reveal the gruesome moral depravity in which Emily lived a great part of her life, sleeping beside the decaying corpse of Homer, the first potential true-love in Emily's life that decided to leave her soon after they started spending a lot of time together. The strand of hair symbolizes the often heretical path which people cross in the quest for love.There is not a clear enough correlation between most of the symbols and what they symbolize for them to have been an application of conscious symbolism. Furthermore Faulkner himself has ascertained that he doesn't rely on consciously using symbolism to channel his philosophies as an author. Effectively, William Faulkner blatantly denies using any conscious symbolism. He explains: â€Å"I was simply trying to write about people [†¦] it was no intention of the writer to say, Now let's see, I'm going to write a piece in which I will use a symbolism [†¦]† (extract from the interview â€Å"A Meaning of â€Å"A Rose for Emily†).This quotation further validates the argument that the symbolism used by Faulkner was unintentional. Ray Bradbury, one of the most renowned American writers of the 20th century explains his take on this topic in a response to a letter from a 16 year old student in 1963. The student wanted to know more abo ut the use of symbolism in literary works so Bradbury stated that â€Å"I never consciously place symbolism in my writing. That would be a self-conscious exercise and self-consciousness is defeating to any creative act. [†¦ ] The best symbolism is always unsuspected and natural. Faulkner also describes his main interest as a writer as being about â€Å"the human heart in conflict with itself† (Nobel Prize acceptance speech). Thus, his sole purpose as a writer goes against the act of using conscious symbolism. Accordingly, in â€Å"A Rose for Emily†, he tells the outlandish, yet compelling story of Miss Emily Grierson's internal conflict in the pursuit of happiness and love that leads her to unorthodox – even satanic – acts. Faulkner's â€Å"A Rose for Emily† offers symbols with limitless interpretations and therefore proves to a considerable extent that the use of those symbols weren't conscious.Moreover, It would be contumelious not to agree with the author when he denies the use of conscious symbolism. Symbolism in â€Å"A Rose for Emily† is consistently present and plays a major role in the possible readers' interpretations of the story's message. However, the use of symbols in a literary work is inevitable and isn't always a product of a conscious act. This means that the fact that there is symbolism in the text isn't a contradiction to the author's initial goal which is writing a mere ghost story inspired by â€Å"a picture of a strand of hair on the pillow in the abandoned house. (Interview on The Meaning of â€Å"A Rose for Emily†). Consequently, the unconscious symbolisms within the story give it sophistication and depth due to its readers' interpretations, not due to the immoral act of imposing symbolism upon them. The American author Isaac Asimov encompasses the answer to the controversy of the use of symbolism in his response to the same letter about from the 16 year old student: â€Å"Conscio usly? Heavens, no! Unconsciously? How can one avoid it? † Faulkner did not use conscious symbolism in â€Å"A Rose for Emily†.Numerous applications of symbolism are present in this short ghost-story and they do hold a non-negligible position in the overall meaning of the piece based on each readers' understanding of them. Nevertheless, the literary virtuoso, William Faulkner did not intentionally place these symbols as a means to convey his message in a latent manner. In lieu of doing so, he straight-forwardly wrote a simple ghost-story containing inevitable symbols. As a matter of fact, we may ask ourselves: to what extent is the conscious use of symbolism in literature in order to convey message, efficient and effective?

Chef’s Toolkit

Case #2 Chef’s Toolkit – Case Anaylsis De? ne the Issues Chef’s Toolkit has exhausted all of their ? nancial resources trying to develop their product. The owner, Peter Jeffery, is seeking external investment to fund the launch of his product, and the potential investor, Dale Reid, has asked for projected ? nancial statements for the company’s pessimistic, expected, and optimistic projected sales for the ? rst year of operation ending July 30, 1995. Analyzing the Case Data Fragmented information was given in the case, along with a balance sheet and a production schedule for the expected sales of 10,000 units.There was no statement of cash ? ows, income statement or any information about their cash account or their accounts payable account. Generating Alternatives Dale Reid could choose to either invest $85,000 for 50% of the company, choose to invest more or less for a negotiated percentage of the company, or not invest in Chef’s Toolkit. The pessim istic projected sales is 5,000 units per month, totaling 60,000 units in the year. The expected amount of sales is 10,000 units, summing to 120,000 units per year.The optimistic projected sales is 30,000 units per month resulting in a total of 360,000 units sold in the year. In the optimistic option, a double mold is needed since the total required production exceeds the maximum amount for the single mold. Selecting Decision Criteria †¢ Low additional investment †¢ High revenues with low expenses †¢ Return on Investment †¢ Break Even Analysis Analyzing and evaluating alternatives Break Even = Revenues – Expenses = 0 Single Mold = x(1. 82) – x(1. 215) – x(0. 162) – 63,975 63,975 = x(0. 43) 144,413 = Break even units/year Single Mold (pessimistic and expected) = 12,035 units/month Double Mold = x(1. 82) – x[(1. 215+0. 865)/2] – x[(0. 144+0. 062)/2] – 125,975 125,975 = x(0. 677) 186,078 = Break even units/year Double Mold (optimistic) = 15,507 units/month Chef’s Toolkit – Case Analysis 1 Case #2 Chef’s Toolkit – Case Analysis ROI = (Cash in? ow-Cost of investment)/Cost of investment Pessimistic (-41,711-54,894)/54,894 = – 176% Expected (-4,791-36,724)/36724 = -113% Optimistic (194,983. 20-6,046. 70)/6,046. 70 = 3125%Both the pessimistic and expected sales forecasting show that with an investment well under the proposed $85,000 is required, a negative return of investment is expected. Also, according to break-even analysis operating with the single mold and excluding warehousing costs, a minimum of 12,035 units must be sold to break even. Under a similar situation with the double mold, 15,507 units must be sold to break even, which is about half of the optimistic sales projection. Also under the optimistic sales projection, a positive return on investment is expected.Because the company is turning pro? t,less additional investment is required. Additionally under the pessimistic and expected situation, the company turns losses, and under the optimistic projections, Chef’s Toolkit only has a net income of 13% of its revenues. Selecting Preferred alternative According to the above information and the projected pro-forma statements, Dale Reid should not invest his money in the company. The company’s lack of current assets, high expenses and low per-unit revenue create an unfortunate and unpro? able investment in pessimistic and expected situations. Only in the optimistic production and sales does the company begin to turn pro? t, but this pro? t is low. Chef’s Toolkit needs desperate restructuring and additional revenue sources before Dale Reid should invest. Developing and Implementing the Plan To reduce production costs, Chef’s Toolkit should look into ? nding less expensive producers and packagers. They should also look into additional revenue streams or ? nding a way to retail their product directly to the custo mer to take out the middleman.This would increase their revenue per unit signi? cantly. Chef’s Toolkit can explore online retailing since they essentially don’t have any sort of bricks-and-mortar store front, so it would ? ow with their current business model. Also, if they aim to sell 13,500 units per month, they will turn pro? ts (see break-even analysis-single mold) and not require a double mold since they will produce and sell a total of 162,000 units (the max for the single mold) within the ? rst year.However, presently Peter Jeffery and his wife have exhausted all of the company’s assets as well as substantial amount of their personal assets. The risk in their current situation is high and they need immediate revenue to start recouping their research and development costs. They also need money to even start producing the product so that they can sell it. This should be brought up in their discussion with Dale Reid, and hopefully Peter can persuade him to i nvest despite the bleak pro-forma ? nancials. Chef’s Toolkit – Case Analysis 2

Murmuring Judges

Re-read Act 2 Scene 3. How does Hare present tensions between characteristics in this scene and the play as a whole? In ‘Murmuring Judges’, Hare demonstrates many different tensions between the various characters and systems within the play. In Act 2 Scene 3, we witness the events taking place inside the police station. We see their day to day actions, mainly filling out paper work. However also included is an intimate conversation between Barry and Sandra, exposing Barry’s corrupt actions against Gerard and the other criminals.Throughout the scene, and indeed the rest of the play, Hare presents tensions in different ways, whether it be through the language use of the characters, the structure of their sentences or even the stage directions. Perhaps the most prominent tension that Hare has presented in this scene is in the relationship between Barry and Sandra. The pair find themselves alone within the police station and immediately the audience understands that t hey are romantically involved, but are keeping it a secret. â€Å"I do get tired of the secrecy. It makes the whole thing seem silly.Assignations. Times and places. † It’s already been made clear that their relationship is strained, with Barry describing it as if it was work. However, it’s through the language of Sandra that the tensions between the two are made obvious to the audience. â€Å"Don’t you rather like that? †, â€Å"Hasn’t it? †, â€Å"is that what you mean? †. Sandra’s frequent questioning suggests annoyance with what Barry’s saying, unable to understand or accept his speech. Hare also uses sentence structure to express the tensions between the pair. ‘How are you? Fine. I haven’t seen you. No. Hare has used very short sentences to further demonstrate that the relationship is strained, with an awkwardness and hesitation in their communication. To add even more to this effect, Hare uses th e stage directions to show just how tense it is. ‘(She waits)’, ‘(He waits a moment)’, ‘(There’s a pause)’. Hare uses pauses and moments of silence to create an atmosphere where even the audience feel uncomfortable. However it’s not just awkwardness that Hare uses the stage directions to demonstrate, he also presents anger. ‘(He is suddenly firm, as if his patience were worn down’.This shows that Barry is obviously very annoyed with Sandra or perhaps himself, creating a very tense atmosphere. Since this scene includes of the policemen and women, Hare presents other tensions separate to Barry and Sandra’s relationship. For example, Hare develops on the audience’s understanding that there is tension between the police force and how their profession works; a message Hare has put forwards in several of the previous scenes. This is demonstrated immediately with Jimmy’s opening speech. â€Å"An officer on the beat witnesses, actually witnesses, one crime every ten years†.Jimmy is expressing his annoyance with the fact that the police are unable to catch criminals, since they’re stuck doing paper work most of the time. Hare also presented this issue through Barry’s speech in Act 1 Scene 5. â€Å"If you never made any arrests, you’d all be out on the streets all the time, and London would be so much better policed†. This shows that they are obviously unhappy with how they must perform their duties, showing the tension between the police and their own profession. This relates to the context of the play and the fact that at that time, the police force were failing to act upon the vast majority of crimes.Hare also uses Jimmy’s speech to present the tensions between the police and the judiciary, a point which Hare demonstrates throughout the play. â€Å"There’s maybe thirty-five cases. Most of them you haven’t got a chance†. Jimmy is angered that the judiciary aren’t able to prosecute all these criminals with lots of evidence against them. Barry uses this argument to justify his corrupt actions against the Gerard and the other men, knowing he needed some hard evidence. â€Å"You’re allowed a way of doing things which is actually your own†. Hare shows this tension between the two systems on the side of the judiciary in Act 2 Scene 2 with Sir Peter. Just imagine the scale of your problem if the police began to have some significant success†. Hare has presented that both the judiciary and the police feel that the other side are the ones responsible for letting criminals go free. Hare also presents tension within the judiciary with the characters of Sir Peter and Cuddeford. In Act 1 Scene 2, Hare shows an obvious rivalry between the two as they discuss Sir Peter’s radio appearance. Once again Hare uses short sentences to suggest annoyance and bitterness. â€Å"No†, â€Å"Indeed†, â€Å"I see†. Cuddeford is obviously uninterested or jealous so he uses brief responses to try to limit Sir Peter’s boasting. If ‘fallible’ is how you wished to appear†¦it’s none if my business†. Cuddeford’s language is also used to present the competiveness and tension between them. Hare has used a variety of techniques to show many different forms of tension in Act 2 Scene 3 and the play as whole. The character’s language is perhaps the most obvious clue when spotting anger or annoyance, but it’s through stage directions and sentence structure that Hare fully demonstrates tension; whether it be of a romantic nature with Barry and Sandra, an ignorance with the police and the judiciary, or the rivalry between Cuddeford and Sir Peter.

HUMAN RESOURCE MANAGEMENT Essay Example | Topics and Well Written Essays - 2750 words

HUMAN RESOURCE MANAGEMENT - Essay Example Companies which are ready to use upgrade their human resources regimes are thus the ones who have found success in all relevant quarters of their business. With this necessary incorporation, they have been able to look at the ethical side of things as well since the moral grounds have been set in a proper manner and there are as such no apprehensions to state the least in the present times. A business can move from a position of stability to one of a complete unstable stance as it acquires different means of gathering the market and its driving factors that come along with it. The firm has to change its position with the changing times otherwise it will literally vanish away from its competitors and more so the customers, for which it actually exists. It must bring about technological innovations so as to meet the ethical guidelines and best practices which are geared up to make it sound, look and eventually feel different from the rest of the lot and in the long run, have a selling proposition in it and in its products that help it in winning the customers time and time again. [Cappelli, 1999] The work culture can be developed in a manner which suits the interests of the organization in the best form possible. For this to happen, it is necessary to understand that resources department has got an immense role to play in the related equation. We must understand that we live in a global world where human resources has of late been instrumental at dramatically changing the way we perceive the way in which people think, act and feel on the job. The basic dogma on which the dot com companies work is to reach out to the greatest amount of people and make those people as their clients within a short duration of time. This would be on the expense of not being at concern related with the loss in the stock prices. The culture which was adopted by these companies was of get large or get lost in the whole frame