Dickens & education in Hard Times Essay Example for Free

Dickens education in Hard Times Essay In Hard times we see two versions of the world of education. The first view is that of Thomas Gradgrinds and his model school. A place where facts are valued and imagination is regarded as unimportant. This is the utilitarian view. The second view is contrasted with the utilitarian view and is that of Mr Slearys circus. This is a place with much knowledge valuing both imagination and education. A place without the wealth of the Gradgrinds but much in humanity. This is the fanciful world. I think Dickens is telling us that there are many different ways of bringing up and educating children. It is about getting the right balance between education and imagination. For example Sissy was brought up by her father and didnt go to school but was quite well educated as she used to read to him, but her father let her use her imagination as she read the wrong books from Gradgrinds point of view. Which were about Fairies and the Hunchback and the Genies. But when she went to Gradgrinds house to live there she was cut off from having an imagination, as so was struggling to learn facts. The reader knows this as Sissy says, I am O so stupid! when really she isnt stupid at all, it is just that she has been forced to be brought up the utilitarian way, which is the wrong way for her, as she is used to having a balance between education and imagination but Gradgrind hasnt allowed it. She became low spirited, but no wiser. This is because she has an emotional memory and so she cant learn the facts because she is being taught with a utilitarian view and so she cant attach a feeling to what she is being taught. This is how Dickens implies that different people learn different ways and at different rates. For Gradgrind it could be argued that it was the right way for him as he was educated by his father the utilitarian way. He became a model pupil and owned a school. The reader knows that he was a model pupil as Dickens tells us five young Gradgrinds were models everyone. And They had been lectured at from their tenderest years. And in Gradgrinds eyes this had worked so He intended every child to be a model. But what Gradgrind doesnt realise is that all children are different and need to be brought up different ways, which is what Dickens is suggesting to the reader.

Malaysia Airlines System Berhad Mas Commerce Essay

Malaysia Airlines System Berhad Mas Commerce Essay Malaysia Airlines System Berhad is founded as Malayan Airways that the government-owner flag carrier of Malaysia. MAS operate flights in Southeast Asia, East Asia, South Asia, Middle East and in the Kangaroo Route between Australia and Europe. Others operation that MAS provide to their customer is MASkargo, MASCharter, and MASswing. Apart from the MAS airline the group also includes aircraft maintenance, repair and overhaul (MRO) and aircraft handling. MAS have two airlines subsidiaries is Firefly, MASKargo and MASwings. The management that make many change in their structure organization to improve the productivity on employees performance and customer satisfaction. Starting in 1997 MAS get unprofitability and the top management and government should take action to solve this problem. And, MAS make a decision to make managing change to increase the profitability and can increase productivity. Most CEOs or managers in the organization consider to be make managing change to their management to improve the performance and productivity either to employees or organizations. Change perspectives describe the fundamentally different event sequences of change involvement, or what can be thought of as motors of change. Managing change is the systematic approach to dealing with the change from perspective of organization or individual. The goal of managing change is to make improvement in the performance of an organization as fast as possible and increased organization effectiveness. Moreover, when make a managing change has a purpose to achieve the goals. The purpose of change is to make organization more productive by finding ways of supporting or developing its competitive advantages. Before make managing change in MAS, the management should have a purpose for the management and employees can achieve what they want to be success. The purpose of MAS is to make airline market has become more competitive with the rapid increase of the low cost carrier (LCC) segment, continued growth of the Middle Eastern full service carriers and revival in the fortunes of Asia full service carriers. The objectives, MAS plan to move they to profitability by 2013, as well as a set of game changers to sustain our performance and create a platform for continued growth for MASs in future. FACTORS FOR CHANGE AND CONTINUITY IN MALAYSIA AIRLINES Starting from 1997, Malaysia Airlines (MAS) sustain financial problem because of unprofitability on the services and at the same time financial government have a big crisis is recession unemployment. The problem that MAS faced lasts until 2011 and the management and government find many ways to changing the management structure to improve profitability. The factors managing change that MAS contribute is:- 1. Corporate Culture On 1 December 2005, MAS a new CEO appointed Idris Jalal, to manage the management, the change that be contributed is to execute changes in operations and corporate culture. Corporate culture is the culture of each organization is unique, shaped by the values and beliefs of those who work there. As it evolves and takes shape, culture works to coordinate and control behavior, action and decision making within organizations. CEO Idris Jalal, launched its Business Turnaround Plan to improve poor yield management and an inefficient route network. With a new plan has implemented to the organization, it will then lead to a change in culture, beliefs or norms. Coincidentally, it will drive to an innovation in the operational structure to meet parallel with the organizational goals. Otherwise, the new CEO was involve setting up of several new business units, and the re-naming of existing functions as well the introduction of new leaders to pursue other career opportunities. With re-naming or re-branding again the product and services in MAS its can get a new image and the impact of the changing is to give a positive affect toward the management and operational structure. Among business plan that be changing in MAS:- a. Network, alliance, strategic planning is the implementation a new division will support the effective of groups network to meet the lively needs and to influence a strategic alliances and partnerships with other airlines. b. Programme Management Office is the organization was driven implementation, alignment and tracking of a key initiatives and activities to be supported the changing business plan and try to maximize the values of organization. The management office plan also can be improved the productivity of employees and increased the organization performance based on the strategy structure that be produce. c. Communication will be renamed strategic planning. The new organization structure proceeds with the departure of several leaders of the MAS team, the good leader is know how to communication with the employees. The effectives communication in organization will be make employees easy to make a changing in organization. 2. Collaboration with AirAsia. Malaysia Airlines (MAS) collaboration with AirAsia on 2011 to solve the problem that they faced and increase the profitability, productivity and performances. The meaning of term collaboration is working together to achieve a goal and objectives. The process where two or more organization work together to realize shared goals to reach an identical objectives. MAS and AirAsia, they will sharing knowledge, learning can be social within organization. CEO AirAsia says the collaboration between this two company airlines is to improve the productivity and performance of two company airlines and the main factors is to help MAS get profitability in business plan. Collaboration part of managing changing for the organization liked MAS that have a problem in the management structure get solve the problem in other ways under a new leader or CEO. CEO AirAsia says, MAS will need to more focus on rebranding exercise as on way for the national turnaround. In term rebranding products and services there are huge opportunities for MAS to invest in brands, especially to getting people to know more about the airlines. This collaboration also can help organization strategic structure with MAS management can implemented the AirAsia strategic structure into the organization. But, when to implement a new strategic structure into MAS, employees should absorb a new culture and values. The organization change in MAS will used a new vision, mission, and objectives to increase the productivity based on achievement they make it. Working together will benefits all of employees, improves individual cost structures and could lead to greater efficiencies. 3. Continuous Operational Improvement Continuous operational improvement is the process which changing to be continuity to make sure the organization can achieve the goals and objectives. The preferred premium carrier in the region should be lined with the organization vision, it will be making substantial changes to MAS operations to excel on three key dimensions, there are, commercial effectiveness, flight operations and cost management. MAS goals is to achieve the highest customer satisfaction while improving their revenues and operating as efficiently as possible. The improvement that MAS make is flight operations, where they are getting brand new aircraft and ground equipment that will provide a strong in this area. CONCLUSION AND RECOMMENDATION As conclusion, to sustain the improvement changing that be done in MAS, it must have a good strategic structure. Corporate culture is most important in doing changing in organization, because it can include how people in a company are likely to act in given situations both inside or outside the organization. The corporate culture has been implement in MAS is re-naming or re-branding the image of MAS; networkings, alliance, strategic planning; programme management office and communication will be renamed strategic planning. It is influence service quality and the way in which people are treated, whether customers or clients. In make the changes, MAS collaboration with AirAsia for strengthen the position in airlines areas. The collaboration with AirAsia, to expose MAS try moved forward to changing they position and the AirAsia try to help them to make changing in terms of sharing knowledge, learning a new structure, rebranding, absorb new structure and values. MAS try to continuous ope rational improvement and to do extremely well on three key dimensions, there are commercial effectiveness, flight operations and cost management. Managing change in MAS to help them to increase the productivity and performance for can achieve goals of organization. RECOMMENDATION Managing organizational change will be more successful if the organizations apply the continuous improvement. Many factor continuity and change the organization can apply in MAS. Apart from the factor can be recommended to Malaysia Airlines for continuous they can use an analytical framework. The purpose is to provide a base for conceptualized the relationships between the numerous constituents of change management. In an analytical framework, MAS will make much change in the organization, so they should maintaining change that they make it. Maintaining change is the last step in an analytical framework; MAS consider the necessary and sufficient requirements for ongoing change, exploring the process of measuring and evaluating change and examining issues of sustaining change.

Evaluation of Tourism Brochure for Portugal

Evaluation of Tourism Brochure for Portugal The National Tourism Office for Portugal describes the country as one of the world’s oldest nations whose boundaries have remained unchanged since the thirteenth century. It encompasses the Azores and Madeira within its region and offers rapid access to other countries in Europe as well as the American continent and Africa. It has mild winters and ‘agreeable’ summers. It has a population of over 10 million, with the highest demographic in Lisbon. It boasts strong and historical and cultural ties with the rest of the world. (Sourced from: http://www.portugal.org/index.shtml, Date accessed, 12/01/09) Located in South West Europe Portugal has been an economic and politically powerful country and played a key role in early maritime exploration during the fifteenth and sixteenth centuries. It is clear that tourist brochures key objectives are to sell a positive and appealing destination to travelers; what is not quite so apparent are the disguised messages that are frequently conveyed by the way in which certain pictures are produced and by way of cleverly composed coded text throughout. Two official brochures issued by the Portuguese Tourism Office will be analysed for their content within this paper. This will mostly focus on visual images as well as some textual interpretation. One represents a traditional travel brochure depicting the country generically, while the other is their most up to date promotional campaign brochure which has only recently been launched. In Eric Laws’ Embracing and Managing Change in Tourism he talks about using content analysis to make ‘replicable and valued inferences from data to their context’. His model seeks to decode messages according to categories including location, activities, transport and travel parties etc whilst breaking down the analysis in sections; the front page, photographs and text. (Laws, 1998) It is this approach that will be applied to this paper. Assessing first the more traditional brochure for the country, immediately the front cover conveys a sense of isolation, with what appears to be a digitally enhanced image of a rock in the middle of the sea. Whether this is meant to represent Portugal is unclear and although a little uninspiring it will appeal to a certain type of audience that will want to discover more. This audience target becomes more apparent the further into the brochure you read. The first page into the literature provides a mixture of emotive, nationalistic and evocative images. A local Portuguese poet is quoted as a means of engaging the reader immediately with the prospect of a country which is inspired by the arts, as well as characterising it as a country not to be confused as a seaside resort, but rather for its lesser known rugged mountains and lakes which are illustrated romantically on the front cover. The accompanying text continues to relay all of the diverse things that Portugal has in terms of app ealing to a broad audience. These include nightclubs, hiking or deserted coves. However whilst it may seem to want to appeal to all people it is at the same time obviously trying to attract the type of middle class, sensitive and emotional visitor who will be inspired by beauty and poetry. The second page continues with this theme but elaborates on the architecture, museums and heritage to be discovered. Now the reader begins to imagine Portugal as more of an ‘old world’ country, which of course is what it is and it is clear that the brochure wants to emphasise this age old association with Portugal, not so much the seaside resort, but more of a cultural haven. Once again this romantic element continues across the following pages where the quaint old images are elaborated further with the introduction of the idea of romance. It’s as if the brochure has succeeded in coming across as a charming, welcoming country which is most suitable as a destination for lovers a nd couples to embrace. The reader is told that for the Portuguese ‘romance is as important as the air they breath’ It even goes so far as to say ‘one-night stands are out’ which automatically assumes that the young, single man or woman perhaps coming to the country in a group of similar young and single people would not feel comfortable or at ease. This is not the market that they want to encourage. It is a clever message and not so much cryptic, more overt in its presence. Already there have been four images all of which contain no people in them. This is particularly interesting as it suggests the sender of the message is trying to convey Portugal as a form of tourism which suits escapism. Pictures of food and restaurants feature across the next two pages with a list of the ten things you should not leave Portugal before tasting. Portugal thrives on its high-level services like drinking, eating and shopping and it seems uncharacteristic then that for a thirty six page brochure only around three or four pages have any images of food, bars or restaurants. Already this assumes in many ways that the country has defined its tourist and is utilising different methods of trying to attract them. In Finn et al’s Tourism and Leisure Research Methods: Data Collection, Analysis, and Interpretation the authors write about a research study which took place over three years on a remote Scottish Island with the intention of understanding better the relationship between islanders and tourists. Life on the island changed significantly over the summer months when visitors arrived and the study was able to determine that all visitors could be clearly categorized. The categories included day-trippers, summer residents, tourists, returning island-born visitors etc. (Finn et al, 2000) The tourists were defined, known and responded to accordingly. Each country has an understanding of who their visitors are and will attempt to appeal to them as categories, such as those listed above. In order to do that they apply a number of techniques that will be designed to capture the imagination of any given category. This particular brochure omits any indication of hedonism, instead it depicts couples walking or lone back-packers. There are no crowd scenes, no shots of happy groups of participatory people. The focus remains on large rural landscapes, with urban representations limited to the city architecture, rather than on nightlife or entertainment. The word romance appears seven times in the first four pages, which immediately indicates that the oweness is on this type of visitor; a couple or perhaps two friends looking for meaningful encounters rather than drink-fuelled, party antics. This isn’t isolated to one section of the brochure either, it is prevalent throughout even in the pages selling Lisbon, Portugal’s adven turous capital city. In fact the word Lisbon only features once in some contact details at the end of the literature. Portugal’s capital is referred throughout by its old traditional Portuguese name, Lisboa. This in itself suggests that the tourist office is appealing to more sophisticated and knowledgeable travelers who will know that Lisboa is Lisbon. Some readers may understandably pick up a brochure of Portugal looking for Lisbon, but it is clearly this type of prospective visitor that the country is not necessarily interested in appealing to here. Page 19 goes into tremendous detail about the historical background of the region. For many standard holiday makers looking for a cheap and cheerful get away this will automatically leave them cold and disinterested. The text reads like a detailed guide book in the style of Lonely Planet or Time Out. The Mosteiro dos Jerà ³nimos in the district of Belà ©m is a hymn in stone to Portugal’s maritime heritage, while the Torre de Belà ©m is a potent symbol of Portugal’s great age  of expansion. Even contemporary architecture takes on a maritime theme – the amazing new Vasco da Gama bridge is in the shape of a giant sail. After the devastating earthquake of 1755, Baixa Pombalina (the centre of Lisboa) was rebuilt in a classical style, but many of the winding mediaeval bairros remain, crammed with fascinating shops, restaurants and cafà ©s. At night they come into their own,  offering everything from African to Latin American music – and of course the  bluesy melancholy of fado. This is not the language traditionally associated with grabbing the attention of hard marketing, fast promoting tourist attractions and once again only seeks to reiterate the type of audience they are trying to capture. The second brochure for analysis is very different in its approach. It has been designed in a deliberately stylized way to grab the attention of the potential tourist. The reader is informed immediately that this has been created specifically for Portugal by the world renowned photographer Nick Knight. A photographer who is British, which immediately eradicates any thoughts of patriotism or national pride which comes across so clearly in the opening pages of the other brochure. And on the cover the reader is presented with a juxtaposing photograph of the Portuguese football manager Jose Mourinho resting above the caption ‘My country has 220 days of sunshine every year’. Jose Mourinho is the face of Portugal, literally. Not only that but the accompanying statement makes it personalized somehow, as if Mourinho was talking to the reader as a friend or confident. This is a very clever way of engaging readers. In addition it is almost as if the writers of the brochure have de cided that they need to associate the country more with a well known image. It signifies pride whilst boasting that it is a country blessed with sun and celebrities. National celebrities as well as the ability to attract other celebrities such as Nick Knight. It is a very bold, confident style. The most noticeable next technique to be analysed is the selected font that the brochure is written in. This looks like old computer style icons, which conjures up images of both the future in terms of technology and of nostalgia for old fashioned computer text. As a consequence the reader becomes drawn in by a familiar yet inspirational attitude towards the literature being presented. Is this the way in which Portugal is trying to be imagined? As an inspiring, forward-thinking country which is also reassuring some how. As if carrying on with this theme the brochure then informs us that Portugal is essentially trying to re-define and re-brand itself, telling us on page 4, that its many and varied assets deserve to be ‘promoted and exploited†¦.with a proper stage so that they can be seen, appreciated and valued as they are not enough at the moment’. This self-depreciating and yet overly confident message will appeal to readers on a number of levels. The information which the reader is communicated on page 6 is particularly interesting. It seeks to plead with prospective tourists on the basis of beginning to disassociate itself away from its old Mediterranean identity. Despite none of Portugal’s coast being on the Mediterranean Sea, it has often promoted itself as a ‘Mediterranean area’. For the first time in this brochure it is realigning itself with the ‘Atlantic†¦and our home’. This signifies a complete change of image and identity for the country and one that it wants to relay to other potential visitors from around the world. After approximately seven extremely short paragraphs along this same theme and a biography of Nick Knight; what emerges is a series of robust images, first of rugged seascapes and rough coastal scenes which invoke feelings of drama, excitement and energy which is clearly what this ‘new’ Portugal is attempting to portray. Probably the most powerful messa ges are however the next set of portraits which illustrate well known Portuguese people including the architect Miguel Cancio Martins, the artist Joana Vasconcelos, the footballer Cristiano Ronaldo and of course Jose Mourinho. It is a brochure which is very stylised and reads more like a power point presentation than a piece of promotional tourist information. It is particularly visual and leaves behind any romantic, idealised, historical textual information so associated with the hard sell of ‘old world country’s’. Instead it is making a very brave and bold move into re-branding itself as a country to be viewed as a modern contender even going to the extreme of repositioning itself geographically within the Atlantic Ocean, rather than the Mediterranean. Perhaps this has been done in a move towards getting people to start associating it with an entirely new type of holiday which does not necessarily reflect the beaches, clubs and excitement connected to the Medit erranean, but more in line with the sophistication of the brochure discussed earlier. To be considered more like Mexico and Guyana rather than Cyprus and Greece; the more popular and media driven destinations which are more and more prone to be associated with package tours, groups of young people and stag and hen parties. The other rationale for its provocative move might relate to the Middle East; so firmly entrenched as it is in the Mediterranean, in particular Israel and Libya. Recent political unrest and continued problems in this area might have prompted Portugal to consider disassociating itself from its previous identity. In Pritchard and Morgan’s study, Evaluating vacation destination brochure images: the case of local authorities in Wales, they identified the power and influence of images appearing in brochures into six groups all of which assist with establishing identity; scenery, activities, people, heritage, urban and rural and iconic destinations. (Pritchard and Morgan, 1995). This contemporary brochure proves no different in many ways. It still succeeds in Portugal establishing itself as a vacation destination in that it projects large bold images of Portugal’s natural scenery, not its heritage, castles or monuments, but the wildlife that exists around its coast, the people of course are also iconic representations and exemplify the country as a modern forward thinking and inspirational place to go. No activities are demonstrated but the photographs of well known people listed by occupation craftily suggests that it is possible to do anything in Portugal, whether that be a scient ist, artists, architect or even an Olympic champion. Portugal has it all. The juxtaposition of both brochures; traditional and contemporary have been interesting to analyse in relation to their differences as well as their very obvious similarities. From this angle it is determinable that messages may often be similar or indeed the same but that they can be delivered in very conflicting ways in the context of differing perspectives. Many of the messages relayed in both brochures advertising Portugal predominantly appeal to more broad minded, sophisticated audiences who appreciate and know a little more about life and the world around them. By doing so it sometimes actually serves to discourage anything other than that type of tourist, which may on some levels seem risky, whilst on others is understandable if the country has faced economic, public or political issues due to the nature of their tourism or media associated tourism. References Finn, M, Elliott-White, M, Walton, M (2000) Tourism and Leisure Research Methods: Data Collection, Analysis, and Interpretation: Pearson Education Laws, E, Faulkner, W, Moscardo, G, Faulkner, B (1998) Embracing and Managing Change in Tourism: International Case Studies: Routledge Pritchard, A and Morgan, N. (1995) Evaluating destination brochure images: the case of local authorities in Wales, Journal of Vacation Marketing, Vol 2, pp 23-38 Ringer, G.D (1998) Destinations: Cultural Landscapes of Tourism: Routledge Official Portugal Tourism Office (Sourced from: http://www.portugal.org/index.shtml, Date accessed, 12/01/09)

Against Gender Norms in Sports :: Exploratory Essays

Against Gender Norms in Sports Against Gender Norms A controversial topic that is prevalent in the sport world today is the gender division of acceptable sports for males and females. American culture places stereotypes on athletes who choose to participate in sports that are deemed as nontraditional for their particular gender. At the same time American culture is being broadened by these courageous athletes. These athletes are enduring criticism based on cultural norms as well as the social affects on their own personal lives. Female body builders, boxers, and football players to male cheerleaders are just a few examples of athletes who have decided to go against society's gender norm. The movie "Pumping Iron II" shows the hardships and sacrifices made by a female bodybuilder. All of the women portrayed in the movie worked hard to become defined and muscular. However the one female who pushed the boundaries of cultural norms the furthest and was clearly the strongest and most muscular did not win the contest. Be v had worked to become as muscular as a male bodybuilder of similar size, but she did not win because of criticism she received for not being feminine-looking, Female athletes are frequently stereotyped as being gay, and, when a female athlete decides to enter a sport that is non-traditional for their gender, they have to deal with a consent battle of declaring their femininity. Just because Bev did not look delicate or have a "Barbie Doll" figure, she was unable to win. It was a body building contest, not a beauty contest. Females should not have their femininity questioned just because they want to do something that is out of their gender norm. Nor should a male cheerleader have to declare their masculinity because society views male cheerleaders as effeminate or gay. Female athletes playing sports that are non-traditional for their gender also pay a price in their personal lives. A female boxer is built a lot differently than the average female. As seen in the movie "Girl Fight", the main character has a very muscular body, which she attained through hard work and dedication. However, she looks nothing like the "ideal American woman," which in turn can cause her to suffer isolation and assumptions to be made about her sexual identity. Culturally there are other costs associated with females participating in traditional male team sports. For example, at the high school level where girls have participated on football teams, physical and equipment modifications have to be made for the female athlete to participate in the sport. Against Gender Norms in Sports :: Exploratory Essays Against Gender Norms in Sports Against Gender Norms A controversial topic that is prevalent in the sport world today is the gender division of acceptable sports for males and females. American culture places stereotypes on athletes who choose to participate in sports that are deemed as nontraditional for their particular gender. At the same time American culture is being broadened by these courageous athletes. These athletes are enduring criticism based on cultural norms as well as the social affects on their own personal lives. Female body builders, boxers, and football players to male cheerleaders are just a few examples of athletes who have decided to go against society's gender norm. The movie "Pumping Iron II" shows the hardships and sacrifices made by a female bodybuilder. All of the women portrayed in the movie worked hard to become defined and muscular. However the one female who pushed the boundaries of cultural norms the furthest and was clearly the strongest and most muscular did not win the contest. Be v had worked to become as muscular as a male bodybuilder of similar size, but she did not win because of criticism she received for not being feminine-looking, Female athletes are frequently stereotyped as being gay, and, when a female athlete decides to enter a sport that is non-traditional for their gender, they have to deal with a consent battle of declaring their femininity. Just because Bev did not look delicate or have a "Barbie Doll" figure, she was unable to win. It was a body building contest, not a beauty contest. Females should not have their femininity questioned just because they want to do something that is out of their gender norm. Nor should a male cheerleader have to declare their masculinity because society views male cheerleaders as effeminate or gay. Female athletes playing sports that are non-traditional for their gender also pay a price in their personal lives. A female boxer is built a lot differently than the average female. As seen in the movie "Girl Fight", the main character has a very muscular body, which she attained through hard work and dedication. However, she looks nothing like the "ideal American woman," which in turn can cause her to suffer isolation and assumptions to be made about her sexual identity. Culturally there are other costs associated with females participating in traditional male team sports. For example, at the high school level where girls have participated on football teams, physical and equipment modifications have to be made for the female athlete to participate in the sport.

The Power of Myth :: American Myth Myths Essays

The Power of Myth In the texts that we have recently read, we have seen the importance of myth in giving meaning and understanding to life. In the Beginnings of the Western Mind we read about the importance of myth in the consciousness of the oral societies of pre-classical Greece; in Where the Bluebird Sings to the Lemonade Springs we read about the myth of the "West" in the U.S. and its influence on the thought of many Americans; In Things Fall Apart we see the power if myth and the consequences of the break down of those myths and stories upon which a culture is structured on. I wish to discuss the importance of telling myths and stories in influencing the quality of our culture. Often, Americans look back on older cultures and try to understand them in terms of their myths and stories but, I fear, we do not question our own myths and stories. Perhaps the problem is not that we don't question our myths, but that we are not aware that we have myths and stories. If we don't recognize that as part of human nature that we are going to have myths and stories to explain who we are, we can not fully understand who we are. Traditionally, myths have been our stories about "gods." Gods have been, throughout our history, the "personifications of the transformative power" (Malloy 1998, Lecture Notes). Our archetypes are part of our myths and stories--they tell us who we are and give us meaning. Myths can be thought of as messages in symbols (archetypes), they give meaning, explain "why?" and allow us to change and to understand change. Today however, we live in a demythologized world. Our myths and stories are us. Myths and stories tell us who we are, why we are and how we should be. But we must wonder, "what happens when we stop telling good myths and stories?" Carl Jung, the famous psychologist and pioneering anthropologist, after studying the archetypes, myths, and stories of the native American peoples, went back to Europe where he began to notice that Europe no longer had archetypes, myths, or stories to give the necessary meaning to life. Thus, while early twentieth century Europe may have been technologically more advanced than the tribes of the Amazon or Kalhari, it lacked any of the stories that give us meaning and in a sense (in the context of the history of humanity), we are in a disparate way, less culturally developed. The Power of Myth :: American Myth Myths Essays The Power of Myth In the texts that we have recently read, we have seen the importance of myth in giving meaning and understanding to life. In the Beginnings of the Western Mind we read about the importance of myth in the consciousness of the oral societies of pre-classical Greece; in Where the Bluebird Sings to the Lemonade Springs we read about the myth of the "West" in the U.S. and its influence on the thought of many Americans; In Things Fall Apart we see the power if myth and the consequences of the break down of those myths and stories upon which a culture is structured on. I wish to discuss the importance of telling myths and stories in influencing the quality of our culture. Often, Americans look back on older cultures and try to understand them in terms of their myths and stories but, I fear, we do not question our own myths and stories. Perhaps the problem is not that we don't question our myths, but that we are not aware that we have myths and stories. If we don't recognize that as part of human nature that we are going to have myths and stories to explain who we are, we can not fully understand who we are. Traditionally, myths have been our stories about "gods." Gods have been, throughout our history, the "personifications of the transformative power" (Malloy 1998, Lecture Notes). Our archetypes are part of our myths and stories--they tell us who we are and give us meaning. Myths can be thought of as messages in symbols (archetypes), they give meaning, explain "why?" and allow us to change and to understand change. Today however, we live in a demythologized world. Our myths and stories are us. Myths and stories tell us who we are, why we are and how we should be. But we must wonder, "what happens when we stop telling good myths and stories?" Carl Jung, the famous psychologist and pioneering anthropologist, after studying the archetypes, myths, and stories of the native American peoples, went back to Europe where he began to notice that Europe no longer had archetypes, myths, or stories to give the necessary meaning to life. Thus, while early twentieth century Europe may have been technologically more advanced than the tribes of the Amazon or Kalhari, it lacked any of the stories that give us meaning and in a sense (in the context of the history of humanity), we are in a disparate way, less culturally developed.

Mr Makedama

Macadam case analysis by UCT group of MBA students Company overview: Macadams Bakery Supplies Holdings (Macadams) is a manufacturer of oven and other appliances for the baking industry. Their financial statements for 1996 highlight a very strong year. Turnover grew by 59% to R125. 3m and profit increased by 81%. An acquisition of Livanos Brothers (February 1996) took place in response to the increased demand in the local market as well as an expansion of market base in foreign markets. Depreciation of the Rand against other major currencies also supported export sales.The company has entered a phase of rapid expansion, expanding its main factory in Cape Town by 50%. As well as opening new sales and distribution centers in Durban and Bloemfontein in the current year, with further plans to expand in to Zimbabwe in the following year. An analysis of the company’s financial statements will determine whether the company is in a position to leverage its expansion, or whether it is p erhaps growing too rapidly. Detailed Financial Analysis Profitability: Macadams experienced a healthy turnover, which increased by 58. 5% between 1995 and 1996.This â€Å"abnormally† high growth in turnover was due to a surging demand for their products, favorable exchange rates and acquisitions of business’s, which complimented their current product portfolio. They further expanded the operational network to service the growing market they were operating in. It should however be noted that a growth rate of 58. 5% per annum is not sustainable or realistic, and although Macadams has extended their products and services to global markets through joint ventures and M&A’s, there would be a point where there growth would become organic, or at least in line with industry standards..Although operating and net margins have improved since 1995, the net margin remains low at 8. 5%. This indicates that despite dramatic increases in revenue, Macadams have only marginally im proved the ability to generate profits. Liquidity: The income statement displays a healthy growth by Macadams; however the cash flow statement shows a contradictory picture. Macadams have a serious liquidity problem. Cash generated from operations is significantly down by 87% in comparison to the prior financial year.The operation did not generate sufficient cash to fund its interest, taxation or dividends payments for the year. As a result these payments were made through borrowed funds. Working capital movements in 1996 adversely impacted cash generated by operating activities, with a noticeable increase in working capital of 595% from R2. 7million to R19million. This is due to an increase in inventory of 66%, to meet perceived consumer demand, which was funded by cash resources. There has also been an increase in debtors of 129%, due to increased credit sales.Furthermore, creditors increased by 87%, which only partially offset the increase in current assets. This is a scenario of a business expanding too rapidly. There are high levels of sales and gross profits, but a serious cash flow problem created by inventory build-up, and high level of receivables. Cash is now tied up in stock and debtors. The lack of available cash in the business could impact Masadams’s ability to service their short-term liabilities. Efficiency: Macadams have become less efficient in 1996. The accounts receivables increased by 129% in 1996.Reviewing the debtor’s collection period we can clearly see the longer collection period (53 days in ’95 to 77 days in ’96) could be indicative of more relaxed credit terms, which could be MBS’s strategy to attract more sales and increase turnover. This strategy does however create a risk of bad debt and creates a problem for operational cash flow, as it currently is experiencing. It is also noted on the financial statements that Debtors have been used by ceded to the banks as security for facilities granted. Ce ssion of debt means that the banks do not have faith in Macadam’s ability to repay its debt.Leverage The debt ratio has increased by 9%; this was for the funding of the expansion. The additional funding taken out, mortgage loan is secured by land and buildings, and the movable assets secure the installment sale agreement. This is risky as it means should Macadams fail to make payment on either of these loans, they would lose R4. 3 million of its movable and immovable assets. Incurring debt to expand their operations and grow the business is not a bad thing, and is necessary. Despite the massive increase in debt, the interest cover ratio is still healthy.This however, is not a cash based ratio and gives us no indication as to whether the company is able to make its cash payments to service the increased quantities of debt. For this reason the concern would be raised with respect to Macadams ability to service their debt. This concern is specific to their lack of liquid funds a vailable in the business. DuPont analysis: With the aid of the DuPont model of analysis the following observations were made: Macadams ROE, of 30. 63%, has decreased by 1. 4% during the financial year under review.However it could be seen as a good return on equity, as it is 10% higher than the prime interest rates at the time (20. 25% Nov 1996). Macadams have become less efficient in using its assets to generate profits. Its’ efficiency ratios demonstrate a drop from 2. 37 to 1. 90; however this could be explained by the timing of the acquisition of assets. Vacant land was acquired in September 1996, just three months before the December year-end, and new premises opened in Bloemfontein in November 1996. These assets would not yet have had the opportunity to generate the profits that may be expected in future.Macadams profitability has increased marginally since the previous year; however their net margin is still a low 8. 50%. Macadams are not using its revenue to generate sufficient profits. In terms of leverage, the ratio has increased marginally from the 1995 financial year, to 1. 89, in line with increasing debt in terms of both long-term and short-term borrowing. Conclusion: Macadams are a promising business which is currently generating high sales volumes and generous profits. The problem with the business is the following: †¢Their inability to translate their sales into cash. The drive and efforts to grow the business at a rate which is not practical to their available resources and balance sheet; this results in the following: oAccrual of high volumes of long-term and short-term debt. oHigh inventory levels as a result of their steep growth plan which they have implemented (cash on the shelves/in the store room) oIncreased overheads to operate newly established network offices to service the market. If Macadams operates their business as they are, they will eventually grow their business into bankruptcy.As a â€Å"turn around† stra tegy, I would implement the following initiatives to maximize the output of the business and create a more sustainable business model. †¢Slow-down the growth rate which Macadams is currently experiencing. †¢Limit its debt, i. e. not take out any further debt. †¢Analyze the current business operations to improve operational efficiency, thus decreasing COS of sale per unit sold, and inevitably increasing gross, net and operating profit margins. †¢Improve sales efforts to reduce inventory levels, and simultaneously increasing overall sales. Macadams should also review their current costs and look for cost saving initiatives. This will ensure that the revenue increase is matched with a similar increase in profits. †¢Ensure the business is more liquid by having more operational cash and cash in the business; this can be achieved by decreasing the debtor’s collection period from 77 days to 30 days, and increasing their creditor’s period to 45 days. I f I had shares in Macadams I would hold on to them if the above initiatives were implemented, as this would ultimately result in an increased EPS.

Mcsa Networking Basics Essay

Introduction What is a network? A network can be defined as two or more computers which are linked together to share resources. These resources can include internet access, printers, software and files. The ‘heart’ of a network is called the server, and its function is to contain all the software and services which the network and its users depend on. Figure 1: Example of a basic network The server is operated by personnel called Network or System Administrators, and it’s their responsibility to ensure the smooth running of the network so it is working as efficiently as possible. This is achieved through the use of a dedicated operating system called Windows Server 2003 – this gives the network administrator complete control over the network functions. Advantages for a network Cost Because networked computers can share the same resources, costs can be dramatically reduced. For example, if there are ten computers in a room each needing access to a printer – it is far cheaper to route all ten computers to a single, shared printer than it is to purchase ten printers; one for each computer. In this example, the saving would also include the cost of ink cartridges (you would only need to purchase one set of cartridges instead of ten). Software can be purchased and installed in a similar cost effective way. Most popular software is able to be bought and installed on a server, and anyone who requires to use it will only need to purchase a license (the legal rights to use it, usually in the form of a certificate). These licenses are far cheaper than buying the software for each user. This method also means that it isn’t necessary for an I.T Technician to install the software on every computer; only one install on the server is needed. Another benefit to this approach is when the software requires an update. If it is server based, only the software on the server would need to be updated. All the users would benefit from the update as soon as it has been installed. If each user had a copy on their computer, I.T Technicians would need to update each one. This could become time consuming, expensive and complicated. The software that this could apply to, includes most Microsoft software and Anti-virus software. Security Security is a vital element in any business. In a network, security is enhanced both internally (security within the network) and externally. Users are given a username and password to access their files and all the programs, hardware etc that they have been given access to. When a user saves a file, it is saved to the server and not the computer that he/she is working on. If that user wants to retrieve that file, it can be done on any computer on the network, and not just on the computer that was originally used. This data can be accessed, monitored and backed up by the Network Administrator at any time. Each department can have their own ‘identity’ on the server, which allows them to have access to files, applications and resources which would be relevant to their requirements. For example, the Accounts department may need to have access to invoicing software (e.g. Sage and Excel), whereas Sales may only require software to monitor and forecast sales over a period of time (e.g. Excel). Accounts may not want other departments accessing their software due to security or confidentiality reasons. Internet security is tighter for both users accessing the internet, and external threats when a network is set up. All the computers can share a single access point to the internet, which makes it easier to monitor internet usage, help reduce hacking and other external threats trying to access data on the network. Another feature which can be applied by the system administrator is Encryption. Data within a folder/subfolder can be encrypted to prevent unauthorized access to data if other security measures have been breached. Typically, only system administrators will be given the ‘recovery key’ to be able to decrypt data incase of system failure or other unforeseen situations. Disadvantages for a network Expensive to install The initial cost of setting up a network can be expensive, with hardware like the server, router, cabling, backup equipment, network printers and server software. Also, dedicated personnel must be hired to keep the server running efficiently and to resolve any server/network issues. Centralised Data Having all of the data in one place means that data could be lost in the event of a system failure. Regular backups of the server are highly recommended (daily, weekly and monthly) to help to keep data safe. But if the server goes down in between backups then all the recent data will be lost. Reduced Performance The server’s performance can become reduced as the network expands or as its workload increases through the working day. A server must have as much memory and processing power as possible to help minimise the reduction in performance. Task 2a Network Topology is the description of how a network is laid out, the devices (server, routers, printers etc) attached to it and the direction which data flows. A network can be described as either Logical Topology (the way data flows in a network) or as a Physical Topology (how a network is physically laid out) There are six main topologies, Bus, Ring, Star, Extended Star, Hierarchical, and Mesh. Bus Topology This can be both a Physical and Logical, in a local area network (LAN), each device is connected by a single cable. This single cable is also referred to as the ‘backbone’ of the network. A terminator must be on either side of the cable to prevent the data signal from bouncing back down it. The Bus Topology was widely used in early networks using standard Co-ax cables. It was an economical solution for networking as only one main cable was needed. The disadvantage to this was if this cable failed, the whole network would go down. Ring Topology In a Ring Topology (also known as IBM Ring Token), each computer (node) is connected to each other in a closed loop. Each computer has its own unique identity on the network. When data is transmitted from one node to the other, the data will include the destination’s identity and will pass through each node until it reaches the destination. This type of topology has two main disadvantages; only one computer can transmit data on the network at a time and if a computer fails the whole network will go down. There is a slight variation to this; the Duel Ring Topology The second ring within the network provides a backup connection, so if there is a failure within the network, the secondary connection will keep the network connected. This is expensive as more cabling is required. Star Topology The most common type is called a Star Topology. Each device is connected to a dedicated central hub. All the data on the network flows through the network via the central hub. These types of networks tend to be small, as data could be degraded or lost on a large network. The main advantages to this is that it is easy to setup and easy to add new devices to the network. But if the central hub fails, the whole network goes down. Extended Star Similar to the Star Topology, but instead computers are grouped together and connected to a local hub, which in turn is connected to a central hub. This is widely used in large networks where the network may be in a large building, and each group of computers may represent each department. There are more points of failure on this network, but if a local hub fails, then the rest of the network will not be affected. Hierarchical or Tree Topology This is very similar to a Ring Topology, but computers are attached to the central hub in layers. While the structure looks different, this still has the main disadvantage of network failure if the top device goes down. Mesh Topology All the above topologies suffer from the same problem. If one device fails on the network, the whole network goes down. The only solution is to connect each device with each other and remove the need for a server. This is the Mesh Topology and has two main advantages; If a device fails, the network will still work and the network doesn’t need to rely on the processing power, bandwidth etc from a server as it is supplied from each computer. The disadvantage to this is the high cost of connecting each device to each other, so this would not be suitable on a large network. This type of topology is also referred to as Peer-to-Peer whereas the other topologies are considered to be Client/Server based. A comprise between cost and connectivity would be the Partial Connected Topology. Devices are connected to more than one node on the network, so if one fails the network can still work. This is more cost effective than Mesh Topology as less cabling is required. Task 2b Recommendations As it stands, the structure of the current network is a Hierarchical or Tree Topology. The network uses two different switches to connect the Domain Controller to the 24 computers. These are from two manufacturers; CISCO and 3Com and this offers 100Mb and 10Mb speeds respectively. This is a disadvantage because one ‘group’ of computers has a quicker data transfer rate than the other. The network does not have a disaster recovery plan should the Domain Controller fail. This has the potential for putting the whole network at risk from permanent data loss. The network also shares a single printer which is attached to the Domain Controller, 10 of the computers are connected to it through the slower 3Com 10Mb switch. This means all 24 computers print via the Domain Controller (which is currently overloaded) and 10 computers send data at a slower rate than the rest of the network. My first recommendation would be to replace both switches with a single CISCO 100Mb 48 port switch ( £631.99 from MISCO website). This would provide a standard, quicker data transfer speed throughout the network and allow for the network to expand. There are a total of 24 computers, and this switch would enable a further 24 devices to be added to the network e.g. additional computers, printers etc. This would allow the network to expand whilst maintaining a fast data transfer speed. With the new switch in place, my next recommendation would be to replace the HP Laserjet III (USB connection only) with a newer, network-ready printer like the HP Laserjet 2055DN or P2030 which costs  £319 and  £160 from HP website. By replacing it with a newer model, printing could be completed quicker, quieter and more cost effectively e.g. more reliable printing, more energy efficient, lower consumable costs etc. Also, sharing the workload throughout a faster network is more efficient than channelling all the printing requirements of the network to an older single printer on a slow 10Mb switch via the Domain Controller. This will also help reduce the workload to the Domain Controller. While the Domain Controller’s workload can be reduced by the addition of a network-ready printer, other options could be to increase the specifications (e.g greater hard drive space, more memory etc). Ensuring the controller has the latest software updates will ensure both the running efficiency and increase the network security. This will help prevent unauthorised access (hacking) to the network. My final recommendation is add disaster recovery and remote working within the network, By regularly backing up data on a daily/weekly/monthly basis, this will ensure the network can be restored in case of total data loss. To assist learning or to prevent students from accidentally causing errors/problems within the network, remote working should be enabled. User accounts can be easy created in Active Directory though the use of a standard template. Templates could be set up for both students and tutors, so all of the common properties of the accounts are already established. When a new user account is required, the administrator will only need to complete the fields that require unique values (eg, name, address, telephone number, course details etc). Once the users have been created within the Active Directory, they can be placed into Organisational Units (OU’s). This will group together users, so in this situation students could be placed in OU’s which represent their course. When the OU’s are established, the users’ configuration settings can be applied through the Group Policy Management Console (GPMC). It holds hundreds of user configuration settings, security options and user event logs, all which can be applied as required by the college administrators. Figure 2: Example of the Group Policy Management Console (GPMC) By using Group Policies effectively, the administrator can control and manage exactly what users can and cannot do whilst logged onto the domain. Administrators are able to control how the desktop appears, the icons that are available and the ability to configure the task bar etc by applying the Desktop setting found within the ‘User Configuration’ in the GPMC. This could be useful if the college policy states that all users must have the Llandrillo College logo as their wallpaper, and various required icons are in place and users to have access to various programs via the ‘start’ menu. To improve password security, administrators are able to increase the effectiveness of the passwords that users apply to protect their identity on the network. The password options can be found within the ‘Password Policy’ within the ‘Computer Configuration section of the GPMC. These options include the ability to reuse old passwords, to apply complexed passwords (eg. more than 6 characters, using upper, lower case letters and digits 0-9). In the example, a programmer has created a random word generator to create passwords. Group policy could be configured so when they log on for the first time, users input the randomly generated password and then they must input their own password using a complexed password. If the user ever forgets the password at any time, administrators are able to reset it through the ‘Active Directory Users & Computers’ tool. Figure 3: Example of Password Policy within GPMC To prevent users from using too much disk space on the network, administrators are able to allocate limited disk space to users and by applying prompts when this space is nearly used up. By putting this in place, administrators can calculate how many users will be on the system multiplied by how much hard disk space each user will be allocated. This total will be the minimum amount of disk space required for all users in each new academic year. Administrators will be able to ensure the server can physically hold all the users data without completely running out or running low of disk space. To achieve this, administrators will need to locate the allocated hard drive and apply a quota, limiting users on how much space they can use. Individual users can have separate entries in the quota, allowing them to have a lesser or a greater share of disk space. This would be useful for tutors who may need greater disk space to store course material etc. When the network is running, administrators may be required to monitor the networks resources to ensure it exceeds the users demands. The tool required is called the ‘Performance Console’ which is found under Administrative Tools. This tool appears in the form of a graph although it has three counters as a default (Memory:Pages/Second, PhysicalDisk: Average Disk Queue Length and Processor: % Processor Time), additional counters can be easily added or removed accordingly. A college administrator may add counters to monitor network bandwidth, server utilisation (memory, cpu performance, disk performance etc). To help administrators monitor the server, counter logs and alerts can be applied. This can enable administrators to proactively identify when system resources run too low or to identify possible hardware failures/malfunctions. Any one of these problems could result in a degraded performance or total server failure. Figure 5: Example of the Performance Console The college network may be required to support remote users, allowing them to access the college network whilst being in a different location eg working from home, from another campus etc. This can be achieved through the use of a Virtual Private Network (VPN). The user will be able to access the college’s network through the use of the internet whilst achieving the required security and data encryption. The network’s firewall must have exceptions to allow authenticated users to access the network whilst preventing unauthorised access. Once the network is running effectively, the next challenge administrators will face is maintaining the security and the efficiency of the network. This can be achieved by deploying server updates and hotfixes as provided by Microsoft. The server can be updated with the use of ‘Automatic Updates’, which can be found within the ‘All Programs’ menu under the start button. Updates can be downloaded either straight away or scheduled to download at a certain day/time. This could be configured to download when the network is at its quietest time (eg 10pm). This would ensure that the update would not effect the overall performance during busy periods. Also, updates for the users computers may be required. Instead of administrators physically installing them on every computer on the network, this could be downloaded on the server as an *msi file and automatically installed via a group policy. So the next time users within the network log onto the network, they will automatically be downloaded & installing the updates from the server with no intervention required.