Muscle Cars Vintage vs New Essay Example

Muscle Cars: Vintage vs New Essay Ben Slenning Auto. 10. 28. 08 Period: 1 The vintage automobile was very simple, where as the modern automobile is very high technology and complex. In an automobile every part has a specific job and purpose. I am here to tell why the modern muscle car is a much better product than the vintage muscle car. I will show this in 7 ways: engine and horsepower, fuel system, ignition system, fuel economy, safety features, transmission and brakes. The 6 vehicles I will be comparing are a 1970 Dodge Challenger to a 2008 Dodge Challenger, a 1970 Ford Mustang Boss 302 to a 2009 Ford Mustang GT, and a 1967 Chevrolet Camaro SS to a 2009 Chevrolet Camaro. The modern muscle cars have better engines and more horsepower then the vintage muscle cars. The ’08 Challenger has a 6. 1L SRT Hemi putting out 425hp, while the ’70 Challenger only has a 5. 2L V-8 putting out 290hp. The ’70 Mustang Boss has a 5L V-8, which is putting out 290hp, while the ’09 Mustang GT has a 4. L V-8 putting out about 300hp. Last but not least, the ’09 Camaro has a 6. 2L V-8 putting out 422hp, where as the ’67 Camaro has a 5. 7L V-8 putting out 320hp. This showing the modern muscle cars have improved horsepower and that the modern muscle car is a better product than the vintage muscle car. The vintage muscle cars weren’t as fortunate to have to fuel systems that the modern muscle cars have today. The ’08 Chal lenger has a multi-port fuel injection system and the ’70 Challenger only has a 2-barrel carburetor. We will write a custom essay sample on Muscle Cars: Vintage vs New specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Muscle Cars: Vintage vs New specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Muscle Cars: Vintage vs New specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The ’70 Mustang boss has a 4-barrel carburetor, while the ’09 Mustang GT also has a multi-port fuel injection system. Lust like the ’08 Challenger and the ’09 Mustang GT, the ’09 Camaro also has a multi-port fuel injection system, where as the ’67 Camaro SS also has a 4-barrel carburetor. This showing better fuel systems and that the modern muscle car is a better product than the vintage muscle car. Third, the ignition system on the modern muscle cars is far different and better then the ones on the vintage muscle car. For example, all the vintage muscle cars have a distributor style ignition system. On the ’08 Challenger and the ’09 Mustang GT there is a coil on-plug ignition system. The ’09 Camaro has a high-energy distributor less ignition system. This showing better ignition systems and that the modern muscle car is a better product than the vintage muscle cars. The vintage muscle cars were averaging much lower fuel economy then the modern muscle cars. The ’70 Challenger, the ’70 Mustang Boss, and the ’67 Camaro all averaged a fuel economy of 10-12mpg. The ’08 Challenger averages 13-18mpg, the ’09 Mustang GT averages 17-26mpg, and the ’09 Camaro averages 16-23mpg. This showing better fuel economy and that the modern muscle car is a better product than the vintage muscle car. Another way that the modern muscle car is a better product then the vintage muscle car is in the safety features. All the vintage muscle cars had, was a seat belt that went across your lap to hold you in the seat. All the modern muscle cars have 3-point seat belts and front/side airbags, except for the ’09 Camaro, which has dual stage front/side airbags. This showing better safety and that the modern muscle car is a better product then the vintage muscle car. The vintage muscle cars didn’t have the high tech transmissions that are in the modern muscle cars today. Such as, the ’70 challenger offered you a 4-speed manual or a 3-speed automatic, where as now, the ’08 Challenger offers you a 5-speed automatic equipped with an auto stick. Also, the ’70 Mustang Boss offered a 4-speed manual, a 3-speed manual, or a 3-speed automatic, while now the ’09 Mustang GT offers a 5-speed automatic or a 6-speed manual. Last but not least, the ’67 Camaro only offered a 4-speed manual or a 2-speed automatic, and now the ’09 Camaro give you a nice, smooth ride with a 6-speed manual or a 6-speed automatic. This showing more improved transmissions and that the modern muscle car is a better product then the vintage muscle car. You would like a muscle car with top-of-the-line brakes, wouldn’t you? Well the modern muscle car is equipped with a much better brake system then the vintage muscle car. For example, the vintage muscle cars had front disc brakes and rear drum brake. Where now all the modern muscle cars have 4-wheel disc brakes and ABS. But the ’09 Mustang GT was also equipped with traction control. This showing safer brake systems and that the modern muscle car is much safer and a better product then the vintage muscle car. In conclusion, the modern muscle car out does the vintage muscle car by a long shot. Don’t forget the 7 ways, as you have just read, that the modern muscle car is a better product: engine and horsepower, fuel system, ignition system, fuel economy, safety features, transmission and last, the brakes. The modern muscle is a better product then the vintage muscle car.

How to Reduce Road Accident Essay Example

How to Reduce Road Accident Essay Example How to Reduce Road Accident Essay How to Reduce Road Accident Essay Steps to be taken for Preventing Road Accidents Most important method to bring down accidents is strict enforcement ofspeed limits. 90 % of accidents can be avoided by strict enforcement ofspeed limits. Heavy Penalty should be imposed on ALL those who cross speed limits. Ifthis is strictly implemented, nobody will dare to go at high speed. Existing speed limits should be brought down further. Heavy penalty should be imposed for those who cause accidents. Tamper proof speed controllers should be made mandatory for all heavyvehicles. New heavy vehicles should have built in tamper proof speedcontrollers. Two wheeler manufacturers should be asked to design two wheelers with adesigned maximum possible speed of (say) 50/60 kmph. This limit may bedecided based on the conditions of each country. New gadgets are to be developed for collision prevention and should befitted on all vehicle. Research organizations should be asked to developsuch gadgets on a war footing. For example, gadgets can be developed toautomatically slow down the vehicle, if safe distance commensurate with thespeed of the vehicle in front is not maintained. Gadgets can be developedfor warning the driver, if the driver sleeps. Diving tests for issue of Driving license is to be made more stringent andfoolproof. Lower age limit for two wheeler and Heavy Vehicle license should be raisedto 21. Helmet should be made compulsory by law in all countries, OR impose alower speed limit for those who do not use helmet. Issue of Helmet shouldbe made mandatory with the sale of each two wheeler. Helmet should be made compulsory for back seat riders also. Ensure that all Helmet users are fixing the Chinswill not help during an accident. Ensure that ONLY good quality Helmets that meet standard specificationsare available in the market. Existing traffic rules should be strictly enforced. Law should be modified such that the person who makes the accident has tobear (say) 0 to 10 % of the insurance claims, depending on severity ofnegligence. Also the compensations should be made very huge, makingaccidents unaffordable so that everyone will be very vi gilant. All those who do not maintain the safe distance for the speed should bepunished Safety awareness should begin from childhood, as it is difficult to mpartawareness to a grown up a human. If safety awareness is imparted atchildhood, safety will be a habit. Video and Computer games that simulate Motor Racing should be bannedby Government OR discouraged by parents as it will develop racing habit inchildren. All sorts of Motor sports, especially racing should be banned by government. Telecast of Motor Sports and Racing also should be banned. Racing, over speed / highly risky riding, driving by Heroes should not befilmed in cinemas and TV serials. Children are likely to imitate the same. Statutory warning will no help. Government should censor such scenes. Advertisements by automobile companies which include scenes ofdangerous and risky riding or driving should be banned. Youngsters arelikely to imitate the same. Statutory warnings will not help. Such ads willresult in irreparable character formation regarding riding and driving in kidsand children. Such children may make accidents in future. Children below a certain age should not be permitted to do cycling in busyroads and in roads where heavy vehicles are plying. Refreshment parlors should be made available at every 50 / 100 k. . on all highways and important roads. Truck, Heavy vehicle drivers should beforced to refresh by having a face wash or by having a cup of tea or coffee. The practice of keeping the traffic signals in standby mode during nights andon holidays is to be reviewed and discontinued. Advertisement boards and other items that may obstruct visibility at junctions, curvatures and other parts of the roads should be removed imm ediately. Ensure that the money recovered as Road Tax is fully utilised for the construction and maintenance of roads. Time Punching of Private buses practiced in some regions should bed is continued as it is forcing the drivers to go at high speed, after traffic blocks. Newspaper, Television and other media should be effectively used for Public Safety Awareness. Major accidents and accident prone areas should be analysed scientifically. Speed should be restricted at accident prone areas. More stringent traffic rules should be enacted. License of those who are involved in accidents should be suspended immediately, at least until they prove that they are not guilty. License of those who make serious accidents should be cancelled immediately.

A Review Of The United States Scopes Trial

A Review Of The United State's Scopes Trial The modern world is the child of doubt and inquiry, as the ancient world was the child of fear and faith (p. 72). This statement was uttered by Clarence Darrow, the counsel for the defense of John Scopes during the monkey trial that rather questionably put Dayton, TN on the world s map in 1925. Similar words could have been uttered in many other occasions during human history, including in 1996, when the Tennessee legislature tried once more to gag educators and evolutionary biologists throughout the state. Historian and law professor Edward Larson s book on one of the many trials of the century is therefore much more than a very lively and informative piece of historical reconstruction and criticism. It is as relevant to present controversies as it would have been in the 20s. The trouble with the Scopes trial is that everybody thinks they know what happened, but they usually don t. Our image of the epic battle between Darrow and William Jennings Bryan has been shaped much more by its dramatization in Inherit the Wind, than by what actually happened in Dayton during the period that Darrow referred to as a Summer for the Gods (p. 177). And perhaps understandably so. The depictions of the key characters by Spencer Tracy, Gene Kelly, Frederich March, and Tony Randall are captivating and unforgettable. In dramatizing such epic events, however, not only does the story become more inaccurate, but it acquires all the flavor of a myth. And mythology is only the shadow of truth. In some sense, the modern perception of the Scopes trial is akin to our understanding of the other famous debate on evolution, the encounter between Thomas Huxley and Bishop Wilbeforce in 1860 immediately after the publication of Darwin s Origin. Evolutionists cling to the myth that Huxley smashed Wilbeforce in Oxford, and that truth prevailed over bigotry (Caudill, 1997), just as Darrow humiliated Bryan thereby giving evolution a long-lasting victory that went beyond the mere fact that Scopes was actually convicted. In some sense, this is true. Evolution won because it is now the accepted worldview among professional biologists. The victory was due not only to evolution s intrinsic scientific merits, but also to the enthusiasm catalyzed in young biologists in every country by the drama of the Oxford and Dayton debates. Technically, however, neither side actually won either debate. And that is because debates cannot be won: the supporters of each school of thought leave the debate feeling that their hero carried the day. But debates play another role. Rather than uncovering the truth, they are a unique opportunity to educate the usually silent majority of people who are not previously committed to one point of view. In fact, anti-evolutionist crusader Frank Norris wrote to Bryan before the trial: It is the greatest opportunity to educate the public, and will accomplish more than ten years campaigning (p. 123). Such is the nature of public debates, conducted more by campaigning and discursive technique than by logic and factual evidence. Nevertheless, this is a lesson that creationists have learned and exploited very well (Futuyma, 1995) and that has most unfortunately not been impressed into the minds of evolution scientists. Indeed, scientists who engage in debating creationists or organizing campus events to raise awareness of the scientific status of evolution (http://fp.bio.utk.edu/darwin) are generally chided by their colleagues for wasting time. As Skeptic Society president Michael Shermer put it while debating creationist Duane Gish (1997), truth has long been ascertained in the scientific arena; now it is a matter of convincing the public. And the stakes are much higher than most evolutionists think. Let us not forget that most of our funding comes from Federal agencies, and that their budgets are at the whim of politicians and, by extension, public opinion. It is a matter of fact that, for this reason, the National Science Foundation actively deletes the word evolution from layman abstracts of funded proposals (which are public record). That the creation-evolution debate was an educational, not a scientific matter was perfectly clear (to scientists) as early as the time of the Scopes trial. Larson relates the involvement of personalities such as Columbia University president Nicholas Butler, according to whom The Legislature and the Governor of Tennessee have [] made it impossible for a scholar to be a teacher in that State without becoming at the same time a law-breaker (p. 111). Princeton president John Hibben echoed that the anti-evolution law was outrageous and the trial absurd (p. 112). Yale president James Angell commented that the educated man must recognize and knit into his view of life the undeniable physical basis of the world (p. 112). George Bernard Shaw deplored what he referred to as the monstrous defense of fundamentalism. Albert Einstein added that any restriction of academic freedom heaps coals of shame upon the community (p. 112). As it was then, it remains today: an issue of academic freedom, an all-important issue for any educator. And it is an issue that is not going away, since while I am getting ready to submit this article for publication the Washington state senate is taking up yet another measure not to teach evolution as fact. As Randall aptly put it, sometimes we wonder if anyone ever learns anything (p. 246). Interestingly, the book s blurbs include endorsements by both Philip Johnson and Will Provine. The first is a creationist who has written extensively against Darwinism and evolutionism. The latter, himself a veteran of debates with creationists, is a distinct and foremost voice urging evolution scientists to engage creationists at every turn. Noticeably, both Provine and Johnson agree on what is actually a minority opinion within both scientists and Christians (albeit one characterized by an internally consistent logic): that evolution is in direct and irrevocable conflict with the Bible. However, the positive endorsement of Larson s book by both Provine and Johnson demonstrates that Summer for the Gods is indeed remarkably balanced. The author s objectivity, while commendable, is also appropriate, for the purpose of the book is not to resolve a scientific dispute (that has been settled long ago), but to present a historical explication of the case in its proper social context. This he achieves in a work that is scholarly, extremely well-documented, and an engrossing narrative accessible to a general audience. Larson displays the Scopes trial as a tapestry of interwoven threads, sometimes difficult to tease apart. There was science vs. religion, but also the intellectual north vs. the conservative south, a shade of racism (the Klan took upon itself to defend anti-evolutionism), the whole explosively mixed with local (damaged) pride generated from the still fresh wounds of the Civil War. Larson s reconstruction of the atmosphere that then reigned throughout the nation, in the southern states, and in Dayton in particular is very illuminating. But he also points out that the most important aspect of the battle was between two visions of democracy: Bryan s majoritarianism vs. Darrow s defense (sponsored by the American Civili Liberty Union) of minority rights. This tension remains with us today, as a major test of the health of a free society. As Arthur Hays, co-author with Mencken of several banned books, and a lawyer for the ACLU at the time put it: We should bear in mind that there may be n o greater oppression than by the rule of majority (p. 68).

Strategies emerging market MNEs employ Essay Example | Topics and Well Written Essays - 3000 words

Strategies emerging market MNEs employ - Essay Example Their point is to achieve a certain level of competitive advantage, but such kind of advantage can hardly be generated if some essential strategies or strategic actions will not be employed. Concerning this point, it is important to create an illustration on how exactly some firms create strategies in order to generate their portion in the pie. Knowing how some firms established their market especially those new entrants is as good as finding how they initiate strategies in order to make a difference. Regarding this, the work at hand covers the points elucidating the unique strategies that the emerging market multinational enterprises (MNEs) employ in pursuing globalization or international expansion in comparison to the moves of MNEs from developed countries. The traditional MNE is characterised by foreign direct investment (FDI), which generally is all about firm-specific capabilities created at home country and momentarily expanded towards country-by-country way of internationalis ation (Guillà ©n and Canal, 2009). According to Guillà ©n and Canal, this model was most popular much of the post-World War II. However, today, new existing MNEs from emerging markets are trying to make a difference in order to go for an international expansion. Knowing what these strategies are is the main focus of the work at hand. Prior to this, it is also important to understand the traditional model of MNE first to provide the essential foundation of comparison to its new MNE counterparts comprising new emerging MNEs and those from developed economies. Understanding traditional model of MNE Strengths pertaining to technology, marketing and managerial capability were important common features of the old model of MNE during the post-World War II (Guillen and Canal, 2009). According to Guillen and Canal, advanced multinational firms in Japan, North America and Europe participated in this activity and eventually created their market share and initiated international expansion. Fi rst, one can spot the point that multinational companies rely on their ability to employ advanced technologies. The implementation of technology is important in the issue of globalisation or international expansion (Alvarez and Marin, 2013; Holm and Sharma, 2006). The transfer of technology was viewed a significant component of global expansion because that will have to ensure operation and formulation of product or service offerings sustained at the most convenient and fast-paced approach. On the other hand, the idea of initiating marketing strategy is founded by the ability of the firm to understand the needs in the market. However, the idea might be eventually confined within the basic consideration of subsidiary marketing knowledge as this can be the essential foundation on how to go for international expansion (Holm and Sharma, 2006). Finally, the traditional model of MNE has to include the concept of managerial capability, as this has significant impact on the resource profile of the subsidiaries (Manev, 2003). This will have to fuel the right decision-making process in order to sustain survival of the firm in the international setting where there are other potential factors to keep constantly in mind such as culture, politics, social concerns and other considerations. In addition to all of these, Guillen and Canal added that the traditional model of MNE employed traditional product differentiation strategies and vertically integrated structures. All of these have specific advantages as integrated along with the existing practices of the emerging market MNEs, but at some point they may also provide a significant explanation as to why the emerging market and developed economy MNEs may have outsmarted the traditional

The relationship between environmental regulation and companies' Essay

The relationship between environmental regulation and companies' commercial competitiveness regarding the Porter Hypothesis - Essay Example This idea was stated twenty years ago and appeared to be disproving for all the previous opinions, which came to the same conclusion: environmental regulation are not beneficial for organizations as they have to spend much for innovations that decreases their profit. Hypothesis by Porter disproves such opinion stating that the strict policy stimulates â€Å"innovation offset†. If resources are used efficiently, the economy will only benefit. Since the hypothesis was stated there has been much controversy around it, many disproving theories have appeared notwithstanding that some of Porter’s words were simply misunderstood (Ambec et al, 2011). Certainly, such a supposition can’t be considered as correct without case study. The given paper will try to define if the Porter hypothesis is correct by analyzing the corresponding literature. The main questions â€Å"Over the past 20 years, much has been written about what has since become known simply as the Porter Hypo thesis (PH). Yet even today, we find conflicting evidence and alternative theories that might explain the PH, and oftentimes a misunderstanding of what the PH does and does not say† (Ambec et al, 2011). Actually, for now experts hesitate to answer the question what influence environment innovations have on organizations. The issue remains unclear. It is obvious that environmental innovations are not provided for free and they become a reason for additional expenses that at first sight can’t bring any advantage to firms. At the same time such regulation create good environment for eco-innovators’ activity (Ambec et al, 2011). To prove or disprove Porter’s hypothesis it is necessary to determine if environmental innovation determined by regulation is as successful as innovation determined by new technical and market opportunities. It is not less important to answer the question if regulatory-based environmental innovation is beneficial for organizations and their activity. The Porter hypothesis is correct The review of literature shows that despite numerous hesitations, controversies and disproving opinions â€Å"Porter spirit† appeared to be contagious that would never happen it the argument were wrong and useless. According to Alex Krauer, "Financial performance and environmental performance can go hand in hand. Eco-efficiency is the key to sustainability, in both economic and ecological terms. The key to eco-efficiency is innovation and productivity improvement" (cited in Bernauer et al). This argument serves as the proof of Porter hypothesis’ popularity, moreover many developed countries try to bring this idea to life. Such approach was given a definition of a â€Å"win-win† opportunity, when both the wolves have eaten much and the sheep have not been touched. Porter states: â€Å"†¦properly designed environmental standards can trigger innovation that may partially or more than offset the costs of complyi ng with them† (cited in Bernauer et al). It means that the environmental regulation does not bring any problems, on the contrary it brings new opportunities. Innovation survey that has been held in Germany revealed that the outcome depends on the field regulation is applied in. The field of company’s activity plays the decisive role. â€Å"Regulations in favor of sustainable mobility contribute to higher sales with market novelties while regulations in the field of water management lower this type of innovation success†

Organization Development Consultant Plan for the Red Cross Essay Example for Free

Organization Development Consultant Plan for the Red Cross Essay The American Red Cross is dedicated to helping people in need throughout the United States. Most of the country may not realize how much the Red Cross accomplishes this noble calling through the dependency on the generous contributions of time, blood, and money from the American public to support their lifesaving services and programs. The American Red Cross also partners with other Red Cross networks, throughout the world to help some of the most marginalized and vulnerable populations. â€Å"Clara Barton and a circle of her acquaintances founded the American Red Cross in Washington, D. C. on May 21, 1881† (Red Cross, 2013d, para. ). Barton accomplished several overseas missions for the Red Cross but eventually came back to the United States and continued her domestic and global efforts for the next 23 years (Red Cross, 2013d). The Red Cross received their first congressional charter in 1900, and the second in 1905, which is still in effect today. The charter â€Å"†¦sets forth the purposes of the organization which includes giving relief to and serving as a medium of communication between members of the American armed forces and their families and providing national and international disaster relief and mitigation† (Red Cross, 2013d, para. ). Since 2006, the Red Cross and FEMA have partnered together to help various government agencies and communities plan and coordinate the provision of food and shelter for people affected by disasters (American Red Cross, 2013d, para. 8). Today, there are over a thousand local chapters throughout the United States (American Red Cross, 2013e, para. 3) that continue the mission of the American Red Cross, fueled by loyal volunteers and contributors. . Organizational Culture The culture of the American Red Cross is built on its dedication to a contemporary mission and vision statement which will guide it through the 21st century, along with seven fundamental principles. Stop  «Ã‚ »Mission Statement (Red Cross, 2013c, para. 1). â€Å"The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. † Vision Statement (Red Cross, 2013c, para. 2). The American Red Cross, through its strong network of volunteers, donors and partners, is always there in times of need. We aspire to turn compassion into action so that all people affected by disaster across the country and around the world receive care, shelter and hope; our communities are ready and prepared for disasters; everyone in our country has access to safe, lifesaving blood and blood products; all members of our armed services and their families find support and comfort whenever needed; and in an emergency, there are always trained individuals nearby, ready to use their Red Cross skills to save lives. The seven fundamental principles of the Global Red Cross Network consist of the following: Humanity, Impartiality, Neutrality, Independence, Voluntary Service, Unity, and Universality (American Red Cross, 2013c). These fundamental principles are used as a basic foundation in which to build from and guide all of the Red Cross communities across the globe; keeping everyone in tune with the core values and mission established by Clara Barton so long ago. The Board of Governors serves as the governing body of the American Red Cross, which has all powers overseeing and directing the leadership and management of the business and affairs of the organization. The corporate governance principles of the American Red Cross are found in the Congressional Charter and a series of documents that are reviewed periodically, by the Board of Governors, to ensure that they continue to meet the needs of the organization and reflect best practices (Red Cross, 2013a, para. 1).  In 2007, the American Red Cross devised a comprehensive governance reform that was signed into law by the President of the United States. This reform was an effort to modernize the Board, and provide a more clear oversight and strategic role for the Board. Highlights of governance reforms include: ensuring that Governance procedures provide clear guidance about expectations and enhance Board and individual Board member performance (American Red Cross, 2013a, para. 2). Organizational Leadership over Time The Chairman of the Board and the President and Chief Executive Officer (CEO), like most executives, play a significant role in the stabilization and future growth of the American Red Cross. The Chairman leads the Board of Governors in the oversight of the organization while the President and CEO implements strategic organizational development and leads the operations of the Red Cross. Currently, two women hold the honor of Chairman and CEO of the American Red Cross; Bonnie McElveen-Hunter and Gail McGovern, respectively (Red Cross, 2013b). â€Å"Ms. McElveen-Hunter is the former U. S.  Ambassador to Finland (2001 – 2003) and the CEO and owner of Pace Communications, Inc. , the largest private custom publishing company in the United States† (Red Cross, 2013b, para. 2) and was appointed as Chairman of the American Red Cross on June 17, 2004. â€Å"Gail J. McGovern was named President and CEO of the American Red Cross on April 8, 2008. After previously holding top management positions at ATT Corporation and Fidelity Investments†¦Ã¢â‚¬  (Red Cross, 2013b, para. 3). McGovern has extensive experience running large organizations and a proven track record for improving performance (American Red Cross, 2013b). Current Organizational Development Phenomena Since the inception of the new CEO, Gail McGovern, in 2008, the American Red Cross has undergone several structural changes in an effort to maximize the organizations impact with its available resources. According to McGovern, these efforts to â€Å"†¦improve operational efficiency, cutting unnecessary expenses, modernizing our technological systems, or standardizing blood collection labeling† (Red Cross, 2012, pg. 1) are all directed towards the goal of providing optimal care for those in need. Just in the last year two years alone, the American Red Cross has assisted the tornado victims of Joplin Missouri, which claimed more than 150 lives in 2011; helped those afflicted by numerous wildfires burning in various parts of the West; supplied aid to victims of floods in Florida, due to Tropical Storm Debby; provided much needed help to those living near the Northeast coast who suffered from extensive power outages and damage from Hurricane Sandy, and many, many more vital services that go largely unmentioned throughout the country (Red Cross, 2012). The American Red Cross, clearly, will never run out of work; which requires a leader that is creative, resourceful, dynamic, fluid, and up for complex challenges in an ever changing landscape. Organizational Development Needs The first step in approaching a national giant such as the American Red Cross is to obtain a meeting with current president and CEO, Gail McGovern, for a meaningful dialogue and assessment of her vision for the future of American Red Cross the brand, and American Red Cross the organization (i. e. employees, volunteers, contributors). Clear expectations and limitation on what the organization development consultant’s role will be during the process, as well as future follow-up assessments, must be defined. A well established theory of organizational development, tailored to the American Red Cross, must be adhered to. In this case, I recommend the socio-technical systems theory first developed by Eric Trist. This theory incorporates the idea that organizations are comprised of, and interdependent of, two systems: social and technical; realizing that changes in one cause changes in the other. This approach is best utilized by organizations that directly rely on their material means for their output, and at the core of their existence lays an almost indecipherable difference between their human and non-human systems (Van de Ven Joyce, 1981). Together, the consultant and the CEO will determine how these two components (social and technical) interact within and around the American Red Cross organization, and assess feedback and synergy between the systems for optimal effectiveness. Secondly, a data gathering method must be decided upon to obtain the most relevant and accurate information for basing an organizational strategy upon. There are several methods available, each with inherent positive and negative considerations. However, the CEO must establish what types of information the consultant may and may not have access to; this will limit the choices of methods available. For a national organization that is also a part of a global organization, such as the American Red Cross, a survey/questionnaire is recommended, which focuses on the current climate of the cultural perceptions of the organization by the employees and volunteers. This method allows a consultant to quickly yield data, address a broad range of topics, compare the data across groups, maintain anonymity, and easily repeat the process for follow-up purposes for the next two years and beyond. Other data gathering methods such as observation and focus groups are also recommended but with full disclosure and acknowledgement that they are both time-consuming and limited for a national organization; consideration should be given to reserve these methods for upper-level management as needed (Anderson, 2012, pp. 119-150). Once the information desired is agreed upon with Gail McGovern, then the method and design of the data gathering tool can be implemented. Next, gathering and interpreting the data correctly to ensure maximum benefit for the proposed intervention(s) is critical. I suggest using a detailed system of deductive analysis that makes coding data easier, helps with data interpretation, and communicating it to the client. It would also be useful to also incorporate inductive analysis as well to pull out key themes that may be evident (Anderson, 2012, pp. 19-150). Once, this is done, a feedback meeting, with Gail McGovern, should be set up to discuss the results derived from the data, proposed intervention(s), and strategic planning. Keep in mind, however, the data should be reviewed at least one more time prior to the meeting to ensure that it accurate, and has not violated any established ethical considerations. This attention to detail cannot be emphasized enough as the interpretation of th e data unveils the strengths and weaknesses of the organization. This, in turn, will directly affect the stability and future direction of the organization as it strives to grow and thrive in a vastly competitive environment over arguably shrinking economic resources. Organizational Development Recommendations Based on the results and interpretation of the data, intervention(s) may be suggested that are in line with Gail McGovern’s vision for American Red Cross; a vision for stability and increased revenue and partnerships (Red Cross, 2012). Therefore, I would turn your attention to the Kotter’s Model (Kotter International, 2012) as a step-by-step guide for a national organization, with a global reach, that embraces change and is ready to whole-heartedly commit to such a program that is proven to yield incredible performance benefits when followed long-term (see both Chart 1 and Chart 2-pg. 12). Implementing step one is vital, developing a sense of urgency (Kotter International, 2012). The CEO must develop a sense of urgency, regarding her vision for the future of the American Red Cross, amongst the employees, volunteers, and contributors. This is accomplished by first determining the current climate of the organization through the data gathering methods mentioned previously, which establishes a base-line from which to monitor progress, and then devising organization strategies (media, social-media, print-media, etc†¦) to disseminate the vision quickly and develop the sense of urgency necessary. The second step of Kotter’s Model involves putting together the right coalition of people to lead a change initiative which is critical to the success of McGovern’s vision for the future (Kotter International, 2012). The American Red Cross currently has a stellar mix of dedicated people at the highest levels. However, objective observation and analysis of upper-level team meetings is recommended in order to evaluate current synergy, or lack thereof, and add team building workshops as needed to address and facilitate trust, relationship building, communication and collaboration across various branches of the organization. In a rapidly changing world, complex organizations, such as the American Red Cross, are forced to make decisions more quickly and with less certainty than they would like. Effective leaders must make productive decisions under these ircumstances; therefore, it is paramount that all of the teams develop a level of trust in one another. The third step involves establishing a clear vision which serves three important purposes (Kotter International, 2012). A clear vision simplifies the complex, motivates people, and helps implement the actions efficiently. McGovern must be unmistakably clear in stating her vision for the American Red Cross, the path in which the organization must follow to be successful in accomplishing the vision, the expectations of each leader who reports directly to her, the benchmarks for measurement of progress, and a method for objective follow-up. The fourth step is gaining an understanding and commitment to a new direction (Kotter International, 2012). This step is imperative to core of the vision. In order to establish an understanding and commitment to the new vision for the American Red Cross from the current leaders, McGovern must commit herself to communication in all ways, and at every level of the organization possible. Multiple channels of communication must be used to enforce the message of the vision, and up-dates on the progress, frequently to keep everyone aware of the goal, and their importance to the overall success of the organization. This can be accomplished in various ways, such as: daily motivational huddles (15 minutes or less to focus on the days objectives), monthly meetings to maintain continuity, quarterly newsletter to monitor progress, yearly meetings with upper-management to communicate goals and celebrate achievements. The fifth step involves empowering broad-based action (Kotter International, 2012). Having a clear and realistic understanding that creating a new vision, and establishing new cultural norms, is not without its obstacles is essential to McGovern as she attempts to realign the American Red Cross with her vision. Implementing proven management problem-solving methods, as well as on-going training is crucial. Furthermore, all action plans must be analyzed in order to ensure that management has all of the necessary tools and up-to-date information for successful implementation of the change vision. Lastly, utilizing electronic surveys help to speed up feedback and provide information for people to do their jobs more efficiently.

Procrastination :: essays research papers

Perhaps there are a few things you inevitably procrastinate about. For me, it is sending condolence letters and sorting and filing those ever-growing piles of paper that, had I tackled them when the piles were short, would have been much less forbidding. But perhaps your tendency to procrastinate is more pervasive, affecting many or all spheres of your life and keeping you from realizing your dreams and potential. You may come up with a seemingly logical excuse for delaying tasks, like "I do my best work under pressure" or "I can't do this job until I feel like doing it." You may even joke about it being too much to ask of a "lazy" person like you. But in your heart you know you are failing yourself and probably others as well. And in your heart you know there are some tasks you will never get around to, despite their importance and promises you have made to yourself and others. Whether you are a minor or major procrastinator, putting off what you know you should be doing can eat away at you, robbing you of a sense of confidence and mastery and filling you instead with anxiety and dread. No matter how deep-seated your tendency to procrastinate, psychologists insist you can be cured of this all-too-common ailment. There are a host of techniques, many of which have been tested on some of the nation's most egregious procrastinators, to help you overcome the tendency to postpone or ignore tasks you find forbidding, offensive or just plain disagreeable. Chronic procrastinators often fail to recognize or acknowledge their problem, an essential first step in overcoming it. There are at least six styles of procrastinators, says Dr. Linda Sapadin, a psychologist in Valley Stream, N.Y., who with Jack Maguire has written a new book, "It's About Time" (Viking Penguin, $15.95): PERFECTIONISTS tend to become overly preoccupied with details or fear starting or finishing a project that may not meet their high standards. They want things done their way and so have difficulty delegating tasks. DREAMERS have grandiose ideas about what they would like to do but rarely get going on these projects. They wait for opportunities to present themselves instead of just digging in. They tend to do what they feel like doing at the moment, despite previous plans or priorities. They expect great things from themselves that never seem to happen. WORRIERS tend to paralyze themselves before starting a project with a series of "what if's.

Geo100 Brisbane Floods

ESSAY As natural disasters are inevitable, it is essential that we as humans mitigate the potential outcomes caused by these disasters. This essay will explore the 2011 floods of Brisbane and whether proper planning and preparation could have minimised the outcome. It will further explore the impact the Wivenhoe Dam had on the floods and discuss whether dam maintenance; level supplies and warnings could have helped. December 2010 and January 2011 saw Queensland experience record-breaking rainfall that has not been seen since 1960.Approximately 1 000 millimetres of rainfall was recorded in January alone, which caused the second biggest flood Brisbane has experienced since 1974 (Hornet & McAneney, 2011:1150). The 2011 floods caused severe devastation throughout Brisbane with over 26 000 people loosing their homes and over 5 000 businesses around the city either partially or completely flooded. It further caused around ninety kindergartens and sixty schools to be affected and unusable. However the greatest devastation was the loss of twenty-three people’s lives as a direct result of the floods (Calligeros, 2011:4).The Queensland Government also suffered a major financial repercussion from the floods. Over 440 million dollars was spent in repairing roads, bridges, power poles and other public facilities that were destroyed (PM With Mark Colvin 2011). This kind of spending by the Government caused speculation that if proper planning and preparation been implemented, the Brisbane floods could have been mitigated. This speculation further lead to the investigating of whether the Wivenhoe Dam helped or hindered the floods.The Wivenhoe Dam opened in 1985 after the great Brisbane floods of 1974 occurred and was seen as a solution to prevent further floods from happening again. All the dams, creeks and rivers surrounding the Wivenhoe Dam were connected that any potential overflow could run straight into the Wivenhoe and therefore have minimal risk of overflowing. H owever what occurred in 2011 was not what was planned when building Wivenhoe many years earlier. Wivenhoe Dam was built to hold a water supply of 1. 5 million millilitres of water, with a capacity to hold 1. 45 million millilitres at Full Supply Level or FSL. The 30 million-millilitre difference was allocated as a reserve for floodwaters to help mitigate flooding (Honert & McAneney, 2011:1152). Although a reserve level had been allocated in the dam, the issue was that there had been constant and heavy rainfall in the previous spring months. This led to the Wivenhoe catchments being relatively full prior to the downpour that occurred in the December 2010 and January 2011.This rain further caused the surrounding rivers and creeks to overflow causing minor river flooding, with water then starting to flow into Wivenhoe to help prevent major flooding. Leading up to the floods Wivenhoe peaked at 1. 50pm on Wednesday 12th of January reaching an astounding 2. 29 million millilitres. (See Ap pendix 1 – Table 1. 0). A day later Brisbane River peaked at 4. 46 metres at 2. 57am on Thursday 13th of January, causing major flooding to begin. (See Appendix 2 – Graph 2. 0).It was during these two days that the role the SEQWater played was questioned, as they were aware that the dams were high enough to overflow. This speculation was further fuelled when it was made known that SEQWater only released 60% of the dam’s water, moments before the flood engulfed Brisbane (See Appendix 3 – Table 3. 0). SEQWater is the company in charge of the Wivenhoe and Somerset Dams and have three simple operating guidelines that they must follow (See Appendix 4 – Guidelines 4. 0).It was apparent that none of the guidelines were followed for a number of reasons. Firstly this was evident as when the Wivenhoe and Somerset dams began filling up as a result of the severe wet weather, SEQWater did not release any water from either dam until Tuesday 11th of January. As t hey had left the water idling for too long they had no other choice but to release the water at once instead of gradually releasing water like they were advised to do from the Senior Flood Operations Engineer.After the flood occurred SEQWater stated back, â€Å"The flood compartments of the dams were filled to a high level by the first flood that there was not sufficient time to release this water prior to the second flood arriving,† (Water, 2011:1158). So although the SEQWater tried to justify their actions, it can be argued that the SEQWater company and the employees were warned a few days in advance that by releasing a small amount of water at different times during the day would help minimise the amount of flooding that could have potentially occurred.Once it was discovered that the SEQWater had received numerous warning of potential warnings, the issue was studied and analysed. It was estimated that between 11:00 Tuesday 11th of January and 19:09 Wednesday 12th of Januar y that 518,000 millilitres of water was released from Wivenhoe dam making around a 60% contribution to the already rising water around the Brisbane area. (See Appendix 3 – Table 3. 0). By 6:09pm Thursday the 13th of January the water flowing past the City Gauge was estimated to be around 866,000 millilitres and was still continuing to rise. See Appendix 5 – Table 5. 0). The final detailed analysis sent out to SEQWater by the Senior Floods Operation Engineer it was analysed that if releases from the Wivenhoe dam were timed appropriately it could have minimised the flooding that occurred. (See Appendix 6 – Analysis 6. 0). The Bureau of Meteorology proved to be helpful through the disaster, by providing warnings through their rainfall data. Day-to-day rainfall charts and rainfall maps were updated online and made easily accessible to the public and those affected. See Appendix 7 and 8 – Graph and Chart 7. 0). The BOM also released a clear warning to both the government and the public that the amount of rain that was coming would have the likely strength of a La Nina event. As the information was made available to anyone with Internet access, SEQWater and the Government could have easily accessed this information. By doing so they would have been able to see the potential threat the approaching heavy rainfall could have and in turn should have helped them make a wiser decision.By choosing to ignore any sort of warning sign provided by the BOM, SEQWater and their employee’s did nothing about the almost full catchment even though more heavy rain was approaching. Leading to the conclusion that by ignoring the warnings they demonstrated poor planning and ignorance to the information provided. Throughout this essay is has been concluded that through proper planning and preparation the Brisbane Floods of 2011 could have been mitigated. Evidence and research shown throughout this essay evidently points unfavourably to the SEQWater compa ny and its team.It concluded that although many warnings were issued, the SEQWater and government chose to ignore them and therefore resulting in all the water being released at once. Even though this natural disaster could not have been prevented through proper planning and preparation it definitely could have been mitigated which would in turn also result in minimal devastation and destruction. This flood has also been dubbed a â€Å"dam release flood† by hydrologists that were appointed with the Insurance Council of Australia.Again as the evidence and research implies, with proper planning and preparation yes, the Brisbane flood of 2011 could have been mitigated. APPENDIX 1 TABLE 1. 0 – WIVENHOE APPENDIX 2 GRAPH 1. 0 – CITY GAUGE APPENDIX 3 TABLE 1. 1 – RELAEASE FROM WIVENHOE PLUS CITY GAUGE APPENDIX 4 GUIDELINES 3. 0 – OPERATING GUIDELINES * The flood storage (or catchments) should generally be kept empty by releasing all the water flowing into the flood storage system until the defined downstream flood event is reached. Releases from the storage system should then be selected to remain below the defined downstream flood event until the flood event has passed or the storage system becomes full. * If the flood storage system becomes full, the storage system must then release all the inflows but releases should never exceed inflows. APPENDIX 5 TABLE 1. 2 – ESTIMATED FLOW PAST CITY GAUGE APPENDIX 6 ANALYSIS 6. 0 – DETAILED ANALYSIS 123,000 millilitres was discharged either earlier than 11. 00 Tuesday 11th or ater than 19:00 Wednesday 12th rather than during this period, the flood level at the Brisbane City Gauge would not have exceeded the Major flood level, or if 335,000 millilitres was discharged outside the period 02:00 Tuesday 10th to 08:00 Thursday 13th rather then during the period, the flood level at the Brisbane City Gauge would not have exceeded the Moderate flood level, or if 623,000 millilitres was d ischarged outside of the period 13:00 Monday 10th to 21:00 Thursday 13th rather than during the period, there would not have been a flood at the Brisbane City Gauge. O’Brien, 2011:9) APPENDIX 7 AND 8 DAILY RAINFALL GRAPH AND CHART 7. 0 REFEERNCE LIST Apelt, Mar 2011, Joint Flood Taskforce Report March 2011, viewed 19 April 2012, Himsley, May 2011, Dams and Flood Mitigation, viewed 19 April 2012, Honert, R & McAneney J 2011, ‘The 2011 Brisbane Floods: Causes, Impacts and Implications’, Water Journal, Vol. , Iss. 4, pp 1149 – 1173, viewed 19 April 2012, < http://www. mdpi. com/2073-4441/3/4/1149/> Calligeros, M 2011, ‘Wivenhoe Dam release caused Brisbane flood: report,’ The Brisbane Times, 11 March, viewed 19 April 2012, < http://www. brisbanetimes. com. au/environment/weather/wivenhoe-dam-release-caused-brisbane-flood-report-20110311-1bqk7. html> Calligeros, M 2011, ‘Brisbane flood victims to confront the destruction,’ The Brisba ne Times, 14 January, viewed 21 April 2012, < http://www. risbanetimes. com. au/environment/weather/brisbane-flood-victims-to-confront-the-destruction-20110113-19q04. html> Seqwater, 2011, The January 2011 Flood Event, viewed 19 April 2012, Bureau of Meteorology, Feb 2011, Brisbane Metro in January 2011: A major rain event and severe flooding, viewed 21 April 2012, O’Brien, Mar 2011, Brisbane Flooding January 2011 An Avoidable Disaster, viewed 19 April 2012, Bureau of Meteorology, Jan 2011, Monthly Weather Review Queensland January 2011, viewed 21 April 2012, PM With Mark Colvin, ABC, 8 February 2011, ABC Australia, Brisbane. (Also a radio broadcast of it on < http://www. abc. net. au/pm/content/2011/s3133417. htm>)

Case Study Analysis Rough Draft

Case Study Analysis Paper (Rough Draft) Case Study Analysis Paper (Rough Draft) How do you make sure that you are prepared early so that you are not running around at the last minute? Many people work at different skill levels and also can handle pressure differently. In order to ease the process it is usually better to keep ahead by preparing the things that are needed in advanced rather than waiting till the last minute. Knowing these types of skills also allows for people to work with less stress since they do not have to meet a deadline so quickly and have time to fully research what is needed to be done.The Situation In early April the 15 candidates were hired to work for the Operations Supervisor by one of the new recruiters. At this time the recruiter had six months experience at this job and no previous recruitments done for the company. The recruiter was not working with another recruiter that had more experience at the time to help with this process. Once the 15 candidates where hired he scheduled a new hire orientation to be held on June 15th as to make sure the new hires would be ready for work in July.A little over a month after the 15 candidates were hired the Operations Supervisor contacted the recruiter about all the information, paperwork and other necessities that needed to be done such as drug test, physicals, etc†¦. The recruiter gave assurance to the Operations Supervisor that everything would be handled by the time the orientation would be held on June 15th. The recruiter waited until after Memorial Day to check the records for the new hires to see if their applications were complete and if they had done the mandatory drug screenings and most had not been done.The recruiter then checked for the paperwork that would need to be given to the new hires in around 20 days and there were only three manuals all of which were missing pages making none of them complete. Once this was all the seen the recruiter went on a walk to clear his head a nd then returned to the office. He went to check on the scheduling of the conference room where the new hire orientation is to be held since he saw that one of the employees from technology services was setting up computer terminals.The schedule showed that the conference room was booked for the whole month for training seminars on the new database implementation that was going to occur. The recruiter is not sure what to do at this point since everything appears to be going wrong and the new hires would not be able to have orientation on time nor will they be able to start by July. Analysis 1: Correcting the problem At this time the recruiter is not sure what to do in order to fix all the problems that have arisen since there is such little time left to the deadline he had set.The wisest decision would be to separate the problems and then take them on one at a time. As far as the conference room situation goes the recruiter can speak with the person that is going to be holding the s eminars to see at what times they are to be held. If there are some gaps in between the seminars it can be seen if the scheduling of the orientation would be affected or not. Also if there is a particular day that the seminars would not be taking place the orientation can be rescheduled for that day. The new hires that have not completed all the necessary paperwork or drug tests would be the next point issue to handle.The files would need to be reviewed to see who is missing what paperwork or tests so that they can be contacted accordingly and be given a deadline to complete it all or they will not be hired. In doing this it allows for the follow to seem more personal since the records are being looked at individually and also puts a sense of urgency in the new hire to get it all done. This would also allow the recruiter to contact the new hires with the date of the orientation if it has changed or just to give a reminder of the date if it has not changed. The final problem of the o rientation manuals not being complete is next problem to work on.From the three manuals that the recruiter does have he should review each to see what pages are missing from one and see if they are available in one of the others. If all three manuals together can make one complete manual then copies can be run off of all three accordingly to be pieced together to make one manual. Once there is one complete manual then other copies can be made. If the manuals cannot be pieced together to make one then the recruiter would need to contact his or her supervisor to see how to obtain new manuals and the time frame that it would take to get them in.This would allow him to see if the orientation would need to be rescheduled or not due to the time it will take to get manuals for all the new hires. From this point on continued follow up of all the new hires paperwork and drug tests would need to be done to make sure that they will be done before the orientation is held. Following up of the co nference room schedule would also need to be done to make sure that there is nothing else newly scheduled that may have interference with the orientation.The final detail that would need to be followed up on is the status of the operations manuals being ready by the date of the orientation, such as checking with who is making them and if they are running behind or if everything is on schedule. Analysis II Proper Procedure There are many different aspects that would need to be revised in order to make sure that issues like this can be avoided in the future. Proper supervision of procedures is one the major aspects that would need to be looked at first.Since the recruiter was new and it was the first recruitment they had done another more experienced recruiter could have shadowed the process to make sure that everything is done correctly. Shadowing would allow for the new recruiter to put to the test their training and if there are points that are not done right it can be caught early . This makes for better teamwork as well as a confidence building situation for the new recruiter. During the hiring process the new hires should be given deadlines to have all of their applications and other necessary paperwork completed in order to continue processing them as a new hire.The same should also be done with the drug testing, rather than giving them till the orientation date they should have a date within 30 days to complete it so that if they don’t they can be given a little more time or there would still be ample time to hire a replacement if needed. With these deadlines in place it has the employees take the time needed to get the tasks done but also does not give them excess time to procrastinate on the getting them done. As far as the orientation paperwork situation goes the recruiter would need to check how many are available right after hiring the employees to make sure that there would be enough.With this being done early then the recruiter would be able to contact the Operations Supervisor with plenty of time to let them know that they are short on the manuals necessary for the orientation. Checking this also allows the recruiter to stay on top of ordering the manuals so that there will always be some in supply as and would only need to order more to replace the ones that are going to be used. Conclusion The best solution that was presents was from the second analysis.This solution sets the goals of the company to not only train their employees better but also to promote teamwork in order to increase accuracy in the way that jobs are done. With the shadowing being done the more experienced recruiter could have had the newer recruiter set up the deadlines for the new hires, as well as how, where and when to check on the paperwork that is needed for the orientation. The communication on how often to check the scheduling log for the conference rooms could have also been brought up. The better the training and teamwork the better the situation turns out.

buy custom Inflation in Venezuela essay

buy custom Inflation in Venezuela essay The Causes, Consequences and Management Strategies Venezuela, a tropical country in the Latin America, has recorded high inflation rates since the 1950s. The inflation rates have been at the peak with the highest record being 99.9% reported in 1999 (Muoz, 2007). However, the country is rich in terms of the natural resources and talented citizens. The inflation is, therefore, a problem by the countrys and international definition. Causes of the High Inflation Rates The high inflation rates in Venezuela are caused by various factors such as hoarding, high community spending, calamities, increased money supply and speculations that the prices of goods and services may rise with time. These factors will be discussed in details in the next paragraphs. Calamities have built a home in Venezuela. This considering the fact that the country is facing serious problems year in year out. An instance of this is the climate, which is unreliable. The climate change has lead into the countrys unstable planning, thereby greatly affecting the economy. The World Bank report shows that country was hit by a catastrophe in 1989 (Dure, 1991). In December 1999 other calamities reported, floods and landslides, which led to the death of many citizens and ruined the economy. The floods are historical and have been observed even in the previous years. Moreover, the country is never an exception to industrial unrest, hailstorms and earthquakes among other calamities. These have led into the reduction of the supply of goods and services, while the available ones are offered at high prices. This is a potential cause of inflation. The other cause of high inflation rates in Venezuela is the increased supply of money. The politicians print a lot of money during the campaigns and give them to the citizens in exchange for their votes. This money supply is not matched by an equivalent increase in the production of goods and services. The people, thus, have a lot of money to spend than the available goods and services. This has rendered the currency useless and led to high prices of goods and services. The increased money supply has also led to an increased total community spending. This has consequently led to the increase in the total demand for goods and services, which are scarce. The producers thus, take the advantage of the demand to fix high prices for their goods and services. Some business persons in Venezuela practice hoarding. They cause the shortage of goods and services with an intention to gain, when the prices are high. Through this practice, the prices increase drastically, thereby leading to inflation. This has been noted more, especially for the milk products, sugar and other agricultural products. Consequences of Inflation in Venezuela The inflation rate in Venezuela has led to the investors (both local and international) running away from the countrys economy. They claim that its a risk to invest in the country. The countrys economy has never been stable for a long period of time and for this reason, it has found itself on the list of World Bank and International borrowers and calls for the aid programs. The high inflation rates have also affected the employment in the country. Many skilled workers are raised only to find it hard to get an employment opportunity. Some have, therefore, turned out to be self-employed but still fighting the consequences of unstable economy. The food prices are too high for the citizens to afford. This has led to the depriving of the most basic needs. Many people are forced to adopt new lifestyles. Most banks and other lending institutions have sorted to work on non-fixed lending rates. However, the inflation rates are unreliable; hence, the institutions lose in the long run. The amount lent, in a years time could be useless, considering that the interest rates are maintained. Borrowers, however, find it advantageous to borrow over a long period of time. They can borrow much and they pay little as compared to that they could pay if there was no inflation. The other positive consequence of inflation in Venezuela is the stimulated production. The high prices, set by the market, motivate people to produce more goods and services that do them good in the market. Inflation Management Strategies To manage the inflation in Venezuela, there are various factors that need to be taken into deep considerations. The first question concerns the causes. What are the causes of the inflation in the country? Knowing the source of the problem is an important factor in finding the soluutions to the problem. So, in solving the calamities problem, it will be most appropriate to find a solution to the calamities (both natural and human caused calamities). After analyzing and realizing that the catastrophes are recurrent after a given period, the government officials should work on forecasting and informing the citizens of the forthcoming misfortune. This can help in avoiding earthquake attack effects. Calamities that can be controlled should be eliminated from the history through control measures (for instance, floods can be controlled and brought to an end by the construction of dams, reservoirs, levees and diverting the flood source). The water can be as well used to provide energy and food, thereby increasing the productivity. The government of Venezuela should work on training the citizens and investors to take an advantage of the natural resources to improve the living standards. This can be conducted through workshops and seminars. It should reduce the revenue spent to develop the infrastructure and work on generating more income. Its through these developments that the government is borrowing a lot from the international bank. The other strategy is to tighten the lending and come up against those politicians who are after printing money for their own good. Once these controls and others are in place, the excessive money supply will no longer be a problem (Chhibber, 1989). Another strategy is to take legal measures against those, who practices hoarding. The government should implement strict policies that ensure that the situation is curbed. The last move is price control, which the government is already at. The government should improve on the policies and make price control an option, while ensuring that production is taken into deeper considerations (Muoz, 2007). The other solution to the inflation is to encourage the citizens to save their incomes. Through this, there will be less money supply in the economy, thus, stabilizing the circular flow of income and consequently solving the inflation problem. Conclusion The inflation in Venezuela is one of the worst recoded. Measures need to be taken to curb the situation. The natural and human influences of the inflation need to be taken into deeper consideration so as to salvage the countrys economy. Buy custom Inflation in Venezuela essay

The Santa Barbara Courthouse Assignment Example | Topics and Well Written Essays - 500 words

The Santa Barbara Courthouse - Assignment Example The structure, layout, and height of the building also make it very impressive to look at. The courthouse was built out of stone, metal, wood, terra cotta, stucco, glass, and ceramic tile. It is made up of four buildings including an 85-foot clock tower. The structure is quite tall and also covers an entire city block. The main entrance features very wide stairs and a very large half-circle door opening, creating a very majestic and stylish visual spectacle. The entry arches are made of sandstone. This entry also features a wrought iron Spanish pendant lamp. There is also a sandstone plinth at the bottom of square pilasters that collect rainwater around a 4-inch wide wall that resembles a castle moat. The building also features a rear entry arch as well. The inside of the building is equally as impressive as the outside; perhaps even more impressive. Hand-painted ceilings are found throughout the building which includes a mural room as well. The entire floor of the building is composed of hand-made terra cotta tile. The interior also captures the Mission Colonial Revival style and has a classic castle fortress style appearance. The Santa Barbara Courthouse is described by The Architectural Resources Group as an Andalusian castle-style building that has a â€Å"romantic fortress aesthetic, complemented by Andalusian massing and asymmetry† (‘Santa Barbara Courthouse’). This is also the sense I first got when looking at both the exterior and interior of the building. The landscaping around the building is also visually appealing and compliments the building as well. It features several different types of trees, plants, and flowers. A lawn also covers much of the building grounds. The building is visually appealing in a number of different ways and that is why I feel it is a place I would like to be in or around. As mentioned earlier, the architecture of the building also has historical and cultural significance.

Foreign Exchange Indicator Research Paper Example | Topics and Well Written Essays - 500 words

Foreign Exchange Indicator - Research Paper Example The report also predicts that the Japanese Yen will be a safe bet for people dabbling in foreign exchange and thus, will be strong in the coming months. Both the US and Japanese governments have adopted a near zero interest rate policy. The Euro and GBP have come under stress and will be showing a bearish trend. With a second set of rescue measures being announced by the government to rescue banks in the UK, global investors are viewing the GBP with skepticism and there is a possibility of its remaining weak. According to another report by Forex Capital Markets, a financial services provider in New York, " The Swiss Franc outperformed all other G10 currencies against the USD in the first quarter of the year, gaining nearly 15% on the troubled Greenback. By comparison, the Euro gained only 9%. Limited direct exposure to the U.S. and a massive liquidation in carry trades has driven the Swiss franc higher in the first quarter. However, the significant downturn in the euro zone has begun to transmit the effects of waning global growth to the Swiss economy. Interest rates are now lower in the U.S. than Switzerland. With the Fed intent on further rate cuts, the yield gap between the two countries is expected to widen, which will drive the USD/CHF lower. The case of the EUR/CHF will be quite different.