Free Essays on O Sweet Spontaneous - Linguistic Analysis Of Poem By Ee Cummings

do not necessarily bring a new par... Free Essays on O Sweet Spontaneous - Linguistic Analysis Of Poem By Ee Cummings Free Essays on O Sweet Spontaneous - Linguistic Analysis Of Poem By Ee Cummings American Literature 1865-Present O sweet spontaneous In stark contrast of style, e e cummings’ poetry rejected most rules of English grammar. Cummings used word positioning in conjunction with other grammatical idiosyncrasies to express his ideas about the celebration of individualism, love and the essence of spring. Other quirks would include using desired capitalization rather than when appropriate, â€Å"incorrect† use of parenthesis and other punctuation. Cummings’ modernism and artistic experimentalism culminated in a radical poetic language and he created an eccentric style. Although cummings’ poetry can be a difficult read as he writes for a sophisticated audience, his writing is readable through in-depth analysis, thereby creating work that is critically interesting and satisfying to the reader. In the analysis of the poem â€Å"O sweet spontaneous† cummings speaks of his love of Mother Earth, and he also displays his disdain of humanity. He writes that although humankind performs scientific research, pollutes the earth, and even tries to destroy her, she responds to the abuses with the greatest strength and gift of all, life. His poetic and linguistic techniques make this poem flow as it shapes the images that cummings wants the reader to mentally see and spiritually feel. Using poetic literary features of alliteration and assonance, and modifiers, cummings draws the reader a dark picture of humanity as he presents his unique view of the earth. The effect of numerous devices demonstrates his linguistic capability creating precision, invention, and deliberation. O sweet spontaneous offers two specific graphological features, the consistent use of the non-capital letters (common in cummings’ poetry), with the exception of the first letter - actually used as a word, and the olde English use. Cummings’ use of deep spacing between the stanzas and the indention of words do not necessarily bring a new par...

The Simple Guide to Effectively Describing The Setting of Your Story

The Simple Guide to Effectively Describing The Setting of Your Story How to Describe the Setting of a Story Need help writing your novel?Click here to download my ultimate 12-step guide. One of the toughest nuts for any novelist to crack is where to start. How do I know? Well, two-thirds of my 192 published books are novels, so I’ve faced this dilemma nearly 130 times. Trust me, it doesn’t get easier. But there are common errors to avoid. I know because I’ve made them. And because I love asking agents and editors what mistakes they see in beginners’ manuscripts. Ready for the most common error? The apparent feeling that you must start by describing the setting of your story. Setting is important; don’t get me wrong. But we’ve all been sent napping by novels whose covers and titles promise to transport us, and yet begin with some variation of: The house sat in a deep wood surrounded by†¦ Gag. Pro tip: Readers have little patience for description. In fact, they often skip it to get to the action. If your main question is how to describe the setting, I have a simple answer: Don’t. But, you say, I have to establish where we are and set the scene, don’t I? Yes. Like any other reader, I like to get an immediate feel for where and when things take place. But we writers make a mistake when we make that- describing the setting- a separate element. If you do it at the beginning, you should do it for every scene in a different setting, right? Sorry, but that will quickly transport your reader from slumber to death. Well, you say, how do I set the scene without describing it? You don’t. But you make description part of the narrative, part of the story. It will become almost invisible, because mentions of what things look and feel and sound like will register in the theater of the readers’ minds, but they will be concentrating on the action, the dialogue, the tension and drama and conflict that keep them turning the pages. In the end they won’t remember how you worked in everything they needed to fully enjoy the experience. Consider these setting examples: Describing the setting of a story before starting the action: London in the 1860s was a cold, damp, foggy city crisscrossed with cobblestone streets and pedestrians carefully dodging the droppings of steeds that pulled all manner of public conveyance. One such pedestrian was Lucy Knight, a beautiful, young, unattached woman in a hurry to get to Piccadilly Circus. An eligible bachelor had asked her to meet him there†¦ I shouldn’t have to inform you that such an opening is all telling, no showing, and that the question of how to describe the setting has been answered, but not correctly. Describing the setting by layering it in tothe story: London’s West End, 1862 Lucy Knight mince-stepped around clumps of horse dung as she hurried toward Regent Street. Must not be late, she told herself. What would he think? She carefully navigated the cobblestones as she crossed to hail a Hansom Cab- which she preferred for its low center of gravity and smooth turning. Lucy did not want to appear as if she’s been tossed about in a carriage, especially tonight. â€Å"Not wearin’ a ring, I see,† the driver said as she boarded. â€Å"I beg your pardon?† â€Å"Nice lookin’ lady like yourself out alone after dark in the cold fog†¦Ã¢â‚¬  â€Å"You needn’t worry about me, sir. I’m only going to the circus.† â€Å"Piccadilly it is, Ma’am.† First, the location tag, flush left before the first paragraph, saves us a lot of narration which can be used to let the story emerge. And yes, the second sample is longer, but that’s because we’re not telling, we’re showing. The reader learns everything about the character from the action and dialogue, rather than from just being told through description. So try the technique you’ve likely heard about since the day you decided to study writing: Show, Don’t Tell You’ll have to remind yourself of this daily for the rest of your life, but once you add it to your writing toolbelt, you’ll find it adds power to your prose and keeps your reader’s interest. The key, as you can see from the examples above, is to layer in your description. Maybe when Lucy meets her new gentleman friend, he grabs her and pulls her into an alley, saying, â€Å"Come here where no one will see us.† There she might scrape her knuckles against a brick wall and wish both hands were free so she could tighten her coat against the wind. Incorporating description that way- showing rather than telling- can alone revolutionize your novel. Apply This Setting Technique Immediately and see how it picks up the pace and adds power. It will force you to highlight only the most important details, triggering the theater of your reader’s mind. If it’s not important enough to become part of the action, your reader won’t miss it anyway. But you’ve read classic novelists who use description exactly the way I’m advising against. What gives? Two things: 1- If those novels were written before TV and movies (let alone smart phones), they were aimed at audiences who loved to take the time to settle in with a book for days at a time. 2- If those novels were written in our generation and still succeeded with that kind of writing, it’s because the author is a master. If you can write at that level, you can break all the rules you want. I can’t, so I’ll stick with what works for today’s readers. How about you? Need help writing your novel?Click here to download my ultimate 12-step guide. Still confused about how to describe the setting of a story? Give me examples from your own work in the comments below.

Mini Research Report on Tutankhamun Paper Example | Topics and Well Written Essays - 500 words

Mini Report on Tutankhamun - Research Paper Example esenamun with whom they had two stillborn daughters who died at 6 months and later at 9 months of pregnancy according to modern computations.1 However, even the modern research has not yet revealed the core reason of the deaths since there were no congenital anomalies found in the mummies. Given the young age of Tutankhamun at the time of ascending to the throne and his successes such victories over several ethnicities, it obvious that he had wise and string council among them Vizier Ay. Nonetheless, Tutankhamun made several noticeable changes during his reign marking a number of achievements under his name. For instanvce, during the third year of his reign he banned the worship of the god Aten restoring the god Amun contrary to his father’s reign. Moreover, the Capital was reverted to Thebes abandoning Akhetaten that had served as the main city during his father’s reign. It was this period that saw the establishment of the name Tutankhamun that means â€Å"Living image of Amun† whom he had restored as the god to worship. Additionally, he saw the development of Thebes marked by numerous buildings such as a temple for Amun and erection of several monuments mainly related to the gods. As a result of these advancements, traditional festivals such as those related to Apis Bull that had earlier been neglected were now celebrated across the territory. However, due the increased concentration on the god Amun other gods and goddesses were seemingly neglected leading to the belief that the land was under a curse. As such, the temples and the sanctuary were in ruins with some being seemingly abused due to use as roads and hence prayers to these gods and goddesses were not answered. This may be considered one of the greatest failures of Tutankhamun and it has received great critic especially from those against the worship of the god Amun. Nevertheless, Tutankhamun saw the improvement of the economic status of the country that had been strained during the reign of his

Company report about wooden chairs Essay Example | Topics and Well Written Essays - 3500 words

Company report about wooden chairs - Essay Example taking care that there will not be any deficiency in the raw materials used by the company and, therefore, its continued progress in providing the required goods to the community. There should also be a great balance between the firm and organisation with the social, natural, and economic environments. Challenges do exist in the mentioned fields of interaction with the firm. The corporate governance and strategies of a business have a number of social responsibilities and have to follow the specified ethics. The future prospects and the bottom line of many industries and companies lie within the social and environmental issues surrounding the firm. The social and environmental issues can present opportunities that would be crucial for the future success of the business while at the same, time they could be a source of risk that can result to the failure of the business. The best environment for furniture such as wooden chairs depends largely on the priorities of the caretakers and the resources available. They function as an acting balance between them. Nothing perfect has ever been found for anything. However, there are conditions that are there that contribute towards more or less deterioration or else are the artefacts of preservation. However, the best balance within an organisation has its optimal point of the environment. An environment with a temperature of about forty degrees Celsius and a relative humidity of approximate 50 percent is conducive for furniture and wooden items. The other conditions relating to the well-processing and storage of wooden chairs is the provision of an optimal environment in terms of the dark anaerobic environment free from contact from other items and people. On the other hand, the term environment could also be used to mean the various working relations with the firm that in one way or the other affect the success of the firm (Nelson, 2008). It may be used to mean the market environment, the government relations with the

Positive relationships with children Essay Example for Free

Positive relationships with children Essay Develop positive relationships with children, young people and others involved in their care. 1.1 Explain why positive relationships with children and young people are important and how these are built and maintained. It is essential to build positive relationships with children and young people, as the quality of our relationships with children and young people will make a substantial difference to their behaviour, achievement and overall wellbeing. There are various different ways to encourage children to have positive relationships with practitioners and other professionals as well as other children. Positive relationships are built on trust, for young people trust means knowing someone believes in you and they feel they can confide in you in many different situations. 1.3 Evaluate own effectiveness in building relationships with children and young people. I would consider myself to be effective at building relationships with children and young people. I do this by: * Being a positive role model * Being consistent * Showing genuine interest * Valuing each individual efforts * By acknowledging and talking about feelings * Striving to build positive self esteem * Provide a safe place when things get too much * Having a positive attitude * Providing a positive atmosphere * Being approachable at all times * communicating effectively * sharing information but maintaining confidentiality with other staff * having positive eye contact * acknowledging negative and positive emotions * sharing positive strategies that have helped with other practitoners * acknowledging positive behaviour * maintaining confidentiality * matching resources /lesson to meet each childs needs * providing a friendly, secure environment * respecting all individual needs To maintain a positive relationship with children and young people, you have to show young people you are approachable. Communication skills are therefore influential. Showing children and young people positive behaviour is also vital as positive behaviour encourages young people to have positive attitudes, which include manners and respect. This means that practitioners must be consistent in their moods and behaviour so reactions are predicable. Showing children you are a good listener and you understand in all situations helps with their confidence, giving them praise and encouragement encourages children to be positive. Valuing each Childs achievement helps them to feel they can experiment, fail and not be criticised. This helps with children and young people’s self esteem. Children and young people who feel valued are more likely to have higher self esteem and it is clear ‘from research Weinberg (1978), that children who have high self esteem are more likely to fulfil their potential.’ Children and young people who have good relationships may find they can talk more openly. Further more children who feel someone believes in them are more likely to try harder. 2.1 Explain why positive relationships with people involved in the care of children and young people are important. It is crucial as the practitioner to build and maintain a strong positive relationship with children’s parents/carers. ‘As good relationships also benefit the quality of interaction between the setting and parents/carers.’ Where relationships are strong parents/carers are more likely to share information, make comments and take interest in what their Childs progressing at and support what areas of improvement maybe needed. This benefits children and young people enormously and helps practitioners to meet their Childs needs. Young people look at their parent’s reactions in order to decide whether or not to be apprehensive. Positive interaction (smiles, laughter) helps children settle in and feel relaxed. For staff and helpers positive relationships in settings mean that they can enjoy their work. Good relationships between staff are extremely important as during times of stress or difficulties other practitioners can share and support one another. Children and young people become aware of the atmosphere and relationships between working staff and model their own behaviour on the way in which you treat each other. Always respect others options. Everybody benefits from having positive relationships with others. Good positive relationships with parents/carers , colleagues and children are enormously important in early years settings as they benefit everybody especially children and young people .This is because positive relationships create a welcoming, confidential and secure atmosphere. Which helps with all round child development.

The Power And The Glory :: essays research papers

As countless people in a third world country fall to the ravages of poverty and disease, a single woman fights to make a difference. Living a spartan life, through conditions far from humane, she helps those who are poor, suffering and sick, with total disregard for her own personal comfort. One might say that this woman is a saint and for many she already is. Her selfless abandon to help those in need makes her virtuous to a heroic degree. Her name is Mother Theresa. By stark contrast, the whisky priest can hardly be classified as a saint. A saint is an individual remarkably free from human weaknesses. The whisky priest however, is the incarnate of human failings: a sinner.   Ã‚  Ã‚  Ã‚  Ã‚  Priests are respected members of their communities and should exemplify what it is to be a Christian. They are model citizens who practice the teachings of Christ and take on the responsibilities of their title. Under the circumstances of an anti-clerical purge in the southern states of Mexico, it is understandable that the whiskey priest is unable to perform all of his priestly duties for fear of his life. To survive, he must lie, cheat and steal to avoid the law. These tactics however, are not new to him. Even before the purge, he is a priest that is hardly good and honest. By requiring a fee for services such as baptism, at a price of two pesos a head, he is no better that the common thief. Families that can hardly put food on the table are asked to pay for a service that should be given, not sold. The fees for his services are most often directed to luxuries such as brandy, his personal favorite.   Ã‚  Ã‚  Ã‚  Ã‚  As a man whose calling is to serve the people, the whisky priest does nothing but serve himself. When the villagers ask the priest to hear their confessions, he unwillingly complies. He is compelled only by his sense of duty and angrily responds, 'Oh let them come. Let them all come, I am your servant.'; (p. 45) He begins to weep not for their sins, but in pity for himself. He does not perform his tasks graciously but feels that they are a chore imposed on him. A priest's duties are not to himself but to God and his neighbours. When the whisky priest prays, it is only for his daughter and no one else. The Power And The Glory :: essays research papers As countless people in a third world country fall to the ravages of poverty and disease, a single woman fights to make a difference. Living a spartan life, through conditions far from humane, she helps those who are poor, suffering and sick, with total disregard for her own personal comfort. One might say that this woman is a saint and for many she already is. Her selfless abandon to help those in need makes her virtuous to a heroic degree. Her name is Mother Theresa. By stark contrast, the whisky priest can hardly be classified as a saint. A saint is an individual remarkably free from human weaknesses. The whisky priest however, is the incarnate of human failings: a sinner.   Ã‚  Ã‚  Ã‚  Ã‚  Priests are respected members of their communities and should exemplify what it is to be a Christian. They are model citizens who practice the teachings of Christ and take on the responsibilities of their title. Under the circumstances of an anti-clerical purge in the southern states of Mexico, it is understandable that the whiskey priest is unable to perform all of his priestly duties for fear of his life. To survive, he must lie, cheat and steal to avoid the law. These tactics however, are not new to him. Even before the purge, he is a priest that is hardly good and honest. By requiring a fee for services such as baptism, at a price of two pesos a head, he is no better that the common thief. Families that can hardly put food on the table are asked to pay for a service that should be given, not sold. The fees for his services are most often directed to luxuries such as brandy, his personal favorite.   Ã‚  Ã‚  Ã‚  Ã‚  As a man whose calling is to serve the people, the whisky priest does nothing but serve himself. When the villagers ask the priest to hear their confessions, he unwillingly complies. He is compelled only by his sense of duty and angrily responds, 'Oh let them come. Let them all come, I am your servant.'; (p. 45) He begins to weep not for their sins, but in pity for himself. He does not perform his tasks graciously but feels that they are a chore imposed on him. A priest's duties are not to himself but to God and his neighbours. When the whisky priest prays, it is only for his daughter and no one else.

Sadada

Heineken Netherlands B. V. : Reengineering IS/IT To Enable Customer – Oriented Supply Chain Management In June 1993, Jan Janssen, financial manager of Heineken Nether lands B. V. and the person responsible for Information Systems (IS) and Information Technology (IT), and his IS manager, Rob Pietersen, faced the challenge of developing an IS/IT configuration that would add value to the business and support the ongoing transformation of Heineken's supply chain management system.This system was extensive, not only supplying the Dutch home market, but also providing a significant part of the supply to more than 100 export countries served by the Heineken Group. Supply chain management central to enterprise-wide transformation. Management was committed to a process-driven organization, customer service partnerships, 24-hour delivery lead time, major innovations in the transport system, and resulting changes in the way people worked. And Janssen knew that all of these-and more-requi red fundamental changes in the way this new work was to be supported by information systems and technology.Janssen was convinced that the effective management of information as well as a more appropriate IT infrastructure were critical to achieving Heineken's goals of increased flexibility, greater coordination, and a sharper focus on customer needs. In his mind, the change program initiated in 1990 in the IS/IT area had just been the beginning. Now, he and Pietersen needed to design an information systems and technology backbone that would be flexible enough to evolve with the changing business needs and adapt to continuous changes in technology.HEINEKEN NETHERLANDS B. V. Heineken Netherlands B. V. was the principal operating company responsible for operations in Heineken's home market. It also accounted for a significant part of Heineken N. V. ‘s worldwide exports. Of the 60. 4 million hectoliters' of beer produced worldwide under the supervision of the Heineken Group in 199 4, a significant portion was produced in the company's two Dutch breweries- Zoeterwoude and `s-Hertogenbosch (Den Bosch).Likewise, 11 percent of the Heineken Group's sales took place in the domestic market, and more than 5400 employees worked for Heineken Netherlands. Supply Chain Management The supply chain at Heineken Netherlands began with the receipt of the raw materials that went into the brewing process, and continued through packaging, distribution, and delivery. Brewing took six weeks; it began with the malt mixture of barley and ended with the filtering of the beer after fermentation.Depending on the distribution channel, the beer was then packaged in â€Å"one-way† or returnable bottles or cans of different sizes and labels, put in kegs, or delivered in bulk. The variety of outlets meant that the company had to manage differences in response time (beer for the domestic market was produced to stock, while exported beer was produced to order) and three distinct distri bution channels. While each channel consisted mainly of the same steps from the receipt of raw materials through brewing, they differed greatly in packaging and distribution.Beer could be distributed to either on-premise outlets (hotels, restaurants, and cafes, where it was delivered in kegs or poured directly into cellar beer tanks), off-premise outlets (supermarkets, grocery and liquor stores, where it was sold in a variety of bottle and package sizes for home consumption), or to export markets (export deliveries were made to order). Ongoing Transformation With key customers requesting faster response times, the development of a process-driven view of Heineken's supply chain activities became critical.The company started the transformation of its supply chain management system by creating customer-service partnerships with its largest domestic customers. The overall objective was to improve the logistics chain dramatically for these customers. In response, delivery lead times were reduced and the transport system was changed. However, the supply chain transformation was seen as a never-ending process. New Customer-Service Partnerships In these new service partnerships, Heineken was requested to reduce the time from the placement of the product order to the actual delivery.Before, this delivery lead time had been three days, but the supermarket chains wanted Heineken to supply their warehouses in the Netherlands in 24 hours. Each of the warehouses carried only 8 hours of stock at any time, so the supermarket chains depended on quick and flexible delivery to maintain low inventories and fast response times. To further enhance its close cooperation with customers, Heineken had embarked on a pilot test of a new logistics improvement called â€Å"Comakership† with Albert Heijn, the largest supermarket chain in the Netherlands.Comakership was part of Albert Heijn's Efficient Customer Response project, â€Å"Today for Tomorrow. † The Albert Heijn reta il stores sent their sales information as scanning data to the computer in their central head office. There, the data for Heineken products were scanned out and separated. The beer sales information was then relayed via a standard EDI system (provided by a value-added network operator) from the central office of Albert Heijn directly to Heineken's Zoeterwoude brewery. Heineken was usually able to deliver within 18 hours.Although the pilot had been initiated in only one of Albert Heijn's distribution centers (and the set of stores it served), it had already resulted in lower lead times, decreased costs, and less complexity in the distribution system. Moving to a 24-Hour Delivery Lead Tinge As a result of these successes, top management concluded that delivery lead time could be cut to 24 hours for most domestic customers. However, it would require major shifts in the company's stock levels, distribution centers, work organization, transport system, organizational structure, and infor mation systems.The 24-hour lead time allowed for greater stock turnover and for lower stock levels in the customer distribution centers. There was, however, more interdepot traffic and higher stocks of packaging material (â€Å"returnables†) on the brewery premises (which had been located elsewhere along the supply chain). But management believed that as less total inventory was held in the system, these packaging material stocks might be reduced over time. New Transport System Until 1991, Heineken Netherlands had contracted out the transportation of its products from the two breweries to about 50 transporters.All of them used a lorry-trailer system with â€Å"dedicated† drivers-a driver and his â€Å"truck† could make an average of 2. 1 deliveries per day. To meet the 24-hour lead time, Heineken had to completely change the fleet used for transport and reduce the number of transporters from 50 to 10. Heineken then contracted 4 cabin trucks from each transporter (40 cabin trucks in total) and paid them for the use of the trailers. The ability of the driver to move from one trailer to another without waiting for unloading meant that he could make an average of 2. deliveries per day (a cost reduction of approximately G1. 5 million ). New Information Management (IM) Needs Heineken's customer-service partnership with Albert Heijn and the other changes Heineken had implemented in its supply chain activities brought new information requirements to support the more stringent delivery dictates. With the pilot testing of the Comakership logistics improvement, Heineken needed to implement systems which could manage this new transfer of information, and make appropriate modifications in work activities and organizational structure.Furthermore, the new IS/IT infrastructure needed to be flexible enough to handle and reflect individual retailer and customer beer purchasing patterns. In the context of these changes in supply chain activities, Janssen ref lected on the beginnings of the transformation of IS/IT: The transformation of IS/IT and the shifts occurring in our supply chain activities were concurrent without causality. That is very strange, but it just happened that way. I can't say to you that it is a â€Å"chicken and egg† kind of story. Of course, there was a link but not an explicit one. Somewhere in our minds, when you do one you do the other, too.Jansen knew that the relationship between information management, information systems, and information technology had to be clearly defined to have optimum support for the new approaches to value creation. Information management focused on supporting customers and creating new â€Å"bundles of goods and services. † Information systems focused on developing applications software, managing data, and supporting the new business processes. Finally, information technology related primarily to data and text services, and the underlying operating systems, interfaces, ha rdware, and networks.PHASE l: RECOGNIZING THE NEED FOR CHANGE In July 1989, at the beginning of all the changes at Heineken, Janssen (then at headquarters and responsible for IS/IT worldwide) received a request for a second mainframe at Heineken Netherlands, costing G6 million (with another G6 million required in three to four years); Janssen brought in the consulting firm Nolan, Norton, Inc. to evaluate the IS/IT infrastructure, first at the corporate level and then at the operating company level for Heineken Netherlands: A proposal to purchase a second mainframe focused everybody on our IS/IT infrastructure.You have to have some kind of crisis to get people thinking. IS/IT Benchmarking Nolan, Norton, Inc. benchmarked Heineken's IS/IT cost structure against the beverage industry IS/IT average and it was clear that Heineken was indeed not competitive-the company was spending twice the money for half the functionality. â€Å"The Nolan, Norton report confirmed what a very wide group of the users thought,† Janssen commented. In response, management recommended decentralizing the data center and having each business area manage its own computing resources.At the same time, Janssen asked Heineken Netherlands, the largest operating company, to develop a new IS/IT plan based on new computer technology, â€Å"which meant looking for mid-range platforms, decentralized computing, and standard software packages, rather than developing customized programs for every new application-previously the standard practice. † Before determining an appropriate IS/IT plan, Janssen made sure that information management scans were conducted in every functional area. Managers were asked, â€Å"What do you need and how can that used to create information plans.Working with KPMG Management Consultants and Nolan, Norton, Inc. , Janssen developed a list of priorities for IS/IT and selected a new IT platform (IBM AS/400)-both were accepted in July 1990: The AS/400 became the c ore of our new IT platform for two reasons: first, we had been a client with IBM for roughly 40 years, and it was not their fault that we used their mainframes in the wrong way; second, we already knew that huge masses of application software were being written for the AS/400, as a quick scan easily confirmed.Furthermore, we were starting to think about an appropriate IT architecture and we were considering the possibility of using personal computers as peripherals linked together through local area and wide area networks. Implementation of the New IS/IT Plan Before the end of 1990, Janssen was appointed financial manager. He became the person responsible for IS/IT at Heineken Netherlands and was to oversee the implementation of the new IS/IT plan. Janssen concluded that outsourcing would play a critical role in this process: The decision to outsource was part of the plan.When we came to the conclusion that a major change was necessary, that we should look for midrange computers, th at we should go for standard software, that we should not go for dumb terminals but for personal computers as peripherals, it became clear to us that this was a big operation and we could not evolve to it. We could not manage just to keep the old systems in the air with all the problems and have enough management attention for building up the new systems. So we told the organization, â€Å"Gentlemen, we are going to outsourcers, and we are going to freeze the applications to free up management time. PHASE 3: OUTSOURCING TO DEVELOP THE NEW IS/IT INFRASTRUCTURE Outsourcing enabled the IS group to keep the â€Å"old† mainframe applications running while it developed a new IT approach-focusing on the development of its client/server distributed processing infrastructure, the appropriate new IT architecture, and the IS people and skills to achieve these new objectives. Outsourcing In 1991, after scanning the outsourcers' market, Janssen chose Electronic Data Systems (EDS), the la rgest provider of computer services in the United States.EDS provided the expertise and infrastructure required to meet Heineken's information systems and technology needs, and career possibilities for Heineken's mainframe personnel, both vital to the successful transformation of its IS/IT infrastructure. Finally, the five-year contract (with declining involvement each year) provided â€Å"guaranteed continuity† while Heineken maintained control. The plan indicated that the last mainframe program would be replaced in 1996 and the contract with EDS would end. Development of the New IT Architecture The development of the new IT architecture took place almost concurrently:We moved in two directions-one, to outsource our operational concerns, and two, to focus on our new architecture development, eventually replacing everything which was on the mainframe with standard packages on AS/400s. With the decision to downsize-to move off the mainframe platform-and to decentralize the inf ormation management and systems, Janssen chose a comprehensive client/server strategy using a combination of workstations, local and wide area networks, mid-range systems such as AS/400s, and local area servers to complete the technology architecture. (Refer to Figure 1 for Heineken’s IT architecture. â€Å"Personal computers† became â€Å"Heineken workstations† to eliminate the confusion and â€Å"mess† of having 2000 â€Å"personal† workstations-in this way, every workstation had the same setup. Furthermore, the sales force began using â€Å"Notebooks† for customer sensing and information sharing. Changing Over to Standard Packages and Developing Greater Flexibility to Serve the Business In 1993, Rob Pietersen became IS manager at Heineken Netherlands. He believed that the decentralized IS/IT operations gave more â€Å"computer power to the people,† and enabled the â€Å"user† to become the process owner.Old mainframe program s were replaced with new standard application packages that covered all the functions in the supply chain. Heineken started this â€Å"changeover† by focusing on the software applications dealing with clients: order entry, delivery, transport, invoicing, and accounts receivable. Selecting Standard Software Packages To increase flexibility and customer responsiveness, Pietersen knew that Heineken had to shift from the â€Å"waterfall approach† to the development of standard software packages: At that time in the mainframe orld, we were developing software applications using a methodology often referred to as the â€Å"waterfall. † You started with a requirements definition from the users, developed a design and the code to implement that design (getting signoffs at each point along the way). You put the code in production, tested the code, released the code into operation and then you maintained it. When you adopted the code, you went back to the users and asked them if this was what they wanted, and often they said â€Å"What? This waterfall process took 18 to 36 months or more, and by the time it was completed, the users' requirements often had changed. Pietersen began using the PILS (Project Integral Logistics) – named after the successful approach developed to select appropriate logistics software – to test and select standard software packages (refer to Figure 2). The PILS approach involved: Oidentifying appropriate software packages; Osetting the top two package vendors against one another in a â€Å"shoot-out† as in the American â€Å"Wild West†-where the specific elements of each software package were compared and contrasted;O implementing it; O evaluating its performance. For IS people, this meant moving from COBOL programming to developing a thorough knowledge of the business. Pietersen chose PRISM for the logistics area and J D Edwards for the financial area. Pietersen found that the new systems and p olicies better fit the information needs of the company: We needed more flexibility, more power, and less cost. Our current systems have scored high in each of those areas. Computer power is now where it belongs: not with the IT people, but in the hands of the people who need it. IS Group ReconfigurationOutsourcing the mainframe and mainframe applications to EDS led to a change in the configuration of the IS group as well. Contracts with employees from software houses were stopped, and many of the individuals working on the mainframe went with the mainframe systems to EDS while other staff shifted to other areas of the IS group, such as systems management. Pietersen was convinced that the competencies and capabilities of the IS group had to be expanded to align the use of IT with the evolving supply chain, rather than simply promoting IT solutions as â€Å"answers† to the company's information management â€Å"problems. Pietersen understood that this change in approach for t he IS group required not only a deeper knowledge of business processes and strategy, but also an understanding of how people used the information. Pietersen therefore transformed the IS department from units for application development, customer support, and operations (a functional structure) to teams solution, and customer-service areas-the â€Å"process owners† (a team-oriented business approach). (Refer to Figures 3 and 4 for the IS organization before and after 1993. The information management needs of the business areas were thus defined by people from both the business areas and IS. These account teams helped select standard application packages and, afterwards, adapt the business process to the software package or adapt the software package to the business process. These teams thus developed and implemented systems that gave the required support for the respective business processes and delivered information to enable a better control of the supply chain. Shrinking fr om 130 to 40 people, the IS group was now â€Å"doing what they had been doing differently. Pietersen and Janssen believed that increasing overall access to information would support management's efforts to enhance the employees' empowerment. Client/server systems also fostered teamwork and horizontal decision making. They were fast, flexible, and permitted greater communication with customers and suppliers, which resulted in improved customer service. And they promoted the development of a â€Å"process view† (focusing on total processes rather than on discrete tasks). Furthermore, the new configuration of the IS group, with its more team-oriented business approach, also promoted a spirit of greater cooperation and communication.Pietersen commented, â€Å"If we still had the mainframe, all this would not be possible. † Evaluating IS Performance In 1995, Pietersen and Janssen were still trying to determine how to measure the performance of the IS/IT department. They a greed that IS/IT needed to serve the business, and different service level Agreements were to be negotiated with the different functional areas (as shown in Figure 5): What is our business? Is it information technology? No, our business is brewing and selling premium beer of high quality.We changed our IT policy to make it clear that IT supports the business, but doesn't drive the business. We started to focus on having a beautiful bottom line rather than beautiful IT applications. IS performance then became based on the timely and successful completion of projects. The most important measure was the improvement of the business process for which a system or service was meant. In the future, Pietersen and Janssen would be trying to develop criteria to measure the impact of an IS project on improving overall business performance.INFORMATION ASSETS IN THE BUSINESS Executive Information Systems (EIS) By 1995, Heineken's operational supply chain system-from supplier to end customer-was i n its final phase, and the company had begun to add the decision support element. Decision-support or executive information systems would make it possible for managers to express their information requirements directly. Pietersen hoped that their ease of use would encourage managers to analyze past performance in greater depth and enable them to simulate the possible consequences of proposed actions more accurately.When it came to selecting the appropriate software, Pietersen had chosen EIS Express: I call it the technical infrastructure; the basic logical infrastructure of all these systems is in place, and now we come to enabling real improvement, not just the EDI links we have with our retailers, but also such things as installing executive information systems (EIS) to give our management team the control instruments they need to navigate us through the more turbulent business environments we will face in the coming years.The executive information systems gather their data from t he data warehouses of the different business systems in all areas and can show this easily through different (graphical) viewpoints. One of Janssen and Pietersen's goals for the use of executive information systems was to have unity in the data. Janssen explained: Having unity in our data is crucial. Only a few years ago we discovered some departments were using different unit volumes than we were. And that just should not happen in any organization. Better Planning ToolsA key part of the IS/IT strategy was to develop an integrated set of systems to plan and control the overall supply chain, both in the short run (bottle-line scheduling and daily operations) and over a longer horizon (sales forecasts and long-term operations research). The aim was faster and more flexible control of supply chain activities. Jan Janssen elaborated: What we are working toward is a coherent and consistent set of planning and scheduling tools which are more or less compatible and interconnectible so tha t you can build up or build down the basic data.Our goal is to be able to model business processes and to have the data, like sales forecasts, to support our decisions about capacity, bottling lines, and stocks. We want to be in a position where, if you have to make a decision, you can run simulations based on actual data. The concept of supply chain management ultimately served as the driver for to optimize the supply chain activities as well as to ensure better information management. (Refer to Figure 6 for Heineken's information systems. )Janssen and Pietersen had put in place information systems to collect and integrate information on Heineken's â€Å"on-premise† customer activity. Information on each hotel, restaurant, and cafe/pub that Heineken Netherlands had contact with (as owner, financing agent, or product supplier) was included in these systems. In this way, Heineken Netherlands was able to provide the relevant sales force with an integrated view of their customer s (large or small) as well as with information on competitors catering to the same establishments, beer sold, and contract terms. Janssen elaborated:We are thinking about what the â€Å"next stage of the rocket† will be. We have defined the baseline and are looking at workflow, EDI and planning information systems-how should these planning systems interrelate? We are in the process of defining the next phase of the vision for Heineken as a business in the Netherlands and for the IS/IT fit to that. The current debate is just how far to go. This case is a condensed version of Heineken Netherlands B. V. A&B. It was prepared by Research Associate Kimberly A. Bechler under the supervision of Professors Donald A. Marchand and Thomas E.Vollmann, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. The names of the Heineken managers involved have been disguised. It was developed within the research scope of Manufa cturing 2000, a research and development project conducted with global manufacturing enterprises. The authors wish to acknowledge the generous assistance of Heineken management, especially IS manager Gert Bolderman. Copyright @ 1996 by IMD- Institute for Management Development, Lausanne, Switzerland. Not to be used or reproduced without written permission directly from IMD.CASE STUDY QUESTIONS 1. Analyze Heineken Netherlands using the value chain and competitive forces models. Why did the company feel it needed to transform its supply chain? 2. Analyze all the elements of the new IT infrastructure that Heineken selected for its new business processes. Were Heineken's technology choices appropriate? Why or why not? 3. What management, organization, and technology issues had to be addressed when Heineken Netherlands reengineering its supply chain? ‘Hectolitre = 22 Imperial gallons = 26. 418 U. S. gallons; Heineken 1994 Annual Report. 21000 Guilders (G) = approximately ? 368 = U. S. $575 (at December 31,

Cultural Competency of Nursing Essay

As nurses, we not only need to understand cultural competence, but we also have to be sure not to generalize groups of people. Each client is an individual, and it is important to form a therapeutic relationship so we can care for each specific client. Each client has his/her own needs; just because two people are of the same culture, it doesn’t mean that he/she believes in the same thing. In turn, nurses need to understand their own culture and beliefs before caring for a person of a different culture or beliefs. In our research, we chose four peer-reviewed, scholarly journal articles found though the Lambton College data base (CINAHL). We began with a search of cultural competency and then narrowed the search down through specific cultures which are within the Sarnia Lambton area. Understanding Cultures There are many different cultures throughout Canada; nurses need to be aware of the different practices and beliefs of various cultures. The dominant cultures we find in Sarnia-Lambton are Native American, East Indian and Chinese. Native American Traditional Native Americans place great value on family and spiritual beliefs. They believe that a state of health is an existence, and it is in existence when they are in complete balance with nature. They view illness as a disparity between the ill person and nature or the unearthly. â€Å"Death is a journey to another world, and the spirit never dies† (Plain, 2014). When mourning the dead it is the custom not to speak about them. â€Å"Communication is seen as stopping the dead from travelling to the next world† (Groot – Alberts, 2012, p. 160). East Indian The Muslim culture has a strong spiritual belief: Both life and death are under the control of God. When an ill Muslim patient sees a physician, he/she only want to know the diagnosis; he/she does not want to know any time frames, since life is an act of. In death, Muslim culture is based on reducing the patient’s pain and suffering. Nurses need to allow time for families to pray when working with Muslim patients as they have strong beliefs in religion and a nurse must never try to push their own beliefs on a patient (Saccomano & Abbatiello, 2014, p. 31). Chinese Traditional Chinese culture is unlike Canadian culture: Talking about death or illness is considered a taboo. They do not talk to their healthcare provider about death, because talking about death or illness insinuates that it is going to happen. Instead, they keep silent about it to relieve stress and give hope to the person. Generally, it is the male family member that makes decisions on behalf of the person (Saccomano & Abbatiello, 2014, p.31). Understanding the Client Nurses cannot generalize groups of people; every client is an individual and has the right to be treated as one. It is important to form a good communication to build a relationship between the patient and the nurse. This enables the patient to contribute to their care and the allows the nurse to provide the best care possible. â€Å"It is extremely important to educate, involve the patient, incorporate the family and utilize traditions and beliefs, using effective communication and culture safety mechanisms† (McCracken, 2014, p. 28). â€Å"A nurse must communicate with patients about how he/she would like care performed on him/her and the nurse’s goal is to ensure the patient feels empowered and unique† (McCracken, 2014, p. 28). The patient indicates what is suitable and important for them. At times print materials or non-verbal communication may be more constructive. Conclusion Canada is a diverse, multi-cultural country and the provision of culturally competent care by nurses is important aspect of their practice. Every culture regards health differently depending on their practices and beliefs.  Nurses must examine their own beliefs and prejudices as well as respect and have an awareness of other cultures. â€Å"In delivering nursing care we must allow effective interactions and the development of appropriate responses to persons from diverse cultures, races, and ethnic backgrounds† (Masteral, 2014). Today’s nurses must have cultural awareness in themselves and cultural knowledge of others. References Groot-Alberts, L. (2012). The lament of a broken heart: mourning and grieving in different cultures. Progress in Palliative Care, 20(3), 158-162. Retrieved from www.ebscohost.com McCracken, D. (2014). Nursing in a bicultural society. Kai Tiaki Nursing New Zealand, 20(1), 28-29. Retrieved from www.ebscohost.com Mcgee, P., & Johnson, M. (2014). Developing cultural competence in palliative care. British Journal of Community Nursing, 19(2), 91-93. Retrieved from www.ebscohost.com Saccomano, S., & Abbatiello, G. (2014). Cultural considerations at the end of life. The Nurse Practitioner. 39(2), 24-31. doi: 10.1097/01.NPR.0000441908.16901.2e Zager, S., & Yancy, M. (2011). A call to improve practice concerning cultural sensitivity in advance directives: A review of the literature. Worldviews on Evidence-Based Nursing. doi: 10.111/j.1741-6787.2011.00222.x Masteral, L., (2013) Multicultural Health Care Setting. Retrieved from http://www.studymode.com.html

SAT Literature Subject Test Information

SAT Literature Subject Test Information    When some people hear the word, Literature, they cringe out of habit. Literature makes things like movies, magazines, books and plays – stuff you actually want to enjoy – seem stuffy or out of date. But, if youll remember that the term is just a fancy way of saying, entertainment it wont be so daunting when its time to be tested on something like the SAT Literature Subject Test. Note: The SAT Literature Subject Test is not part of the SAT Reasoning Test, the popular college admissions exam. Its one of the many SAT Subject Tests, which are also offered by the College Board. SAT Literature Subject Test Basics So, what should you expect when you register for this SAT Subject Test? Here are the basics: 60 minutes60 multiple-choice questions based on 6 to 8 different literary passages200-800 points possible SAT Literature Subject Test Passages The SAT Literature Subject Test is very narrow in its scope. Remember, this is a Literature test, not a reading test, which is quite different. You will not be reading nonfiction like excerpts from memoirs, passages from biographies or samples from textbook. Nope! These six to eight passages of literature excerpts will look like this: The Genres: Approximately 3-4 of the passages will be prose (excerpts from novels, short stories, and essays).Approximately 3-4 of the passages will be poetry (either complete or shortened if the poem is long).Approximately 0-1 of the passages could be drama or other forms of literature (legends, fables, myths, etc.). The Sources: Approximately 3-4 of the passages will come from American Literature.Approximately 3-4 of the passages will come from British Literature.Approximately 0-1 of the passages could come from literature from other countries. (Indian, Caribbean, and Canadian excerpts have been used in the past.) The Age of the Passages: 30% of the passages will come from the Renaissance or 17th century.30% of the passages will come from the 18th or 19th century.40% of the passages will come from the 20th century. SAT Literature Subject Test Skills Since this is a Literature test, and not merely your average reading exam, youll be required to do a lot of analytical thinking about the passages youre reading. Youll also be expected to understand the basics about literature, itself. Heres what you should brush up on: Common Literary and Poetic TermsNarrators and Authors ToneMeaning and Vocabulary in Context Word Choice, Imagery, MetaphorThemeCharacterizationBasic Plot Structures Why Take the SAT Literature Subject Test? In some cases, it wont be a matter of choice; youll have to take the SAT Literature Subject Test based on the requirements of the program in which youre choosing to apply. You must check with your programs requirements to see if youre one of the lucky applicants that must sit for the test. If a particular program doesnt require the test, then some people choose to take the exam to show off their skills if theyre masters in Literature. It can really give your application score a boost if your SAT Lit score is through the roof. How to Prepare for the SAT Literature Subject Test Mostly, if youve done really well in your 3-4 years of Literature-based classes in high school, love to read outside of class, and can usually understand and analyze whats going on in various literary passages, you should do just fine on this exam. For those of you who have to take the test and Literature isnt your strongest suit, then Id definitely recommend hitting up your English teacher for some extra assignments to help you get better at analyzing the material. Good Luck!

Learn the French Conjugations for Présenter (to Present)

Learn the French Conjugations for Prà ©senter (to Present) The French verb  prà ©senter  means to introduce or to present. While its easy enough to remember because its similar to the English, you will still need to conjugate it to say presented or introducing. The good news is that this is a regular verb and a brief lesson will introduce you to its most important conjugations.   The Basic Conjugations of  Prà ©senter French verb conjugations tend to worry French students because you have so many words to memorize. Where English gives us only a few verb forms for the present, future, and past tenses, French gives us a new word for each subject pronoun within each tense. However, with a word like  prà ©senter, which  is a  regular -er verb, the conjugations are just a little easier. Thats because it follows the most common conjugation pattern found in the French language. If youve studied a few verbs already, the endings you see here should look familiar. The indicative verb mood is the most common and it includes the basic tenses youll need for most conversations. Using the chart, you can find the appropriate conjugation that corresponds to the subject and the tense of your sentence. As an example,  je prà ©sente  means I am presenting while  nous prà ©sentions  means we introduced. Present Future Imperfect je prsente prsenterai prsentais tu prsentes prsenteras prsentais il prsente prsentera prsentait nous prsentons prsenterons prsentions vous prsentez prsenterez prsentiez ils prsentent prsenteront prsentaient The Present Participle of  Prà ©senter For regular verbs, forming the  present participle  is simple. Just add  -ant  to the verb stem and you have the word  prà ©sentant. Prà ©senter  in the Compound Past Tense While you can use the imperfect for the past tense, you may find the  passà © composà ©Ã‚  easier to remember. This is a compound that requires the  past participle  prà ©sentà ©, which tells us that the act of introducing has already happened. The only conjugation you need to worry about here is transforming  the auxiliary verb  avoir  into the present tense. Youll then follow that with  prà ©sentà ©. For example, I introduced is  jai prà ©sentà ©Ã‚  and we introduced is  nous avons prà ©sentà ©. More Simple Conjugations of  Prà ©senter While the forms of  prà ©senter  above should be your focus at first, there are a few more simple conjugations you may need at times. For example,  the subjunctive  is helpful when you need to question the act of introducing and  the conditional  is used when its dependent on something else. Both  the passà © simple  and  the imperfect subjunctive  are literary forms and typically only found in written French. Subjunctive Conditional Pass Simple Imperfect Subjunctive je prsente prsenterais prsentai prsentasse tu prsentes prsenterais prsentas prsentasses il prsente prsenterait prsenta prsentt nous prsentions prsenterions prsentmes prsentassions vous prsentiez prsenteriez prsenttes prsentassiez ils prsentent prsenteraient prsentrent prsentassent You may not need  the imperative  for a verb like  prà ©senter  often, but its good to know that when you do use it the subject pronoun is not required. Imperative (tu) prsente (nous) prsentons (vous) prsentez

The purpose of the Reflective Paper is for you to culminate the Essay

The purpose of the Reflective Paper is for you to culminate the learning achieved in the course by describing your understanding and application of knowledge in the field of human resource management - Essay Example Additionally, it is the duty of the human resource management to promote employee satisfaction, personal development, as well as complying with laws that are related to employment. The following are the tasks that the human resource management team should indulge themselves in. One of the main tasks that the human resource manager is given is hiring. Finding a suitable person to take up the position that a human resource manager intents to be filled is a very hard task to do. If the human resource management intends to hire the most suitable candidate for the job, the first step to take is to analyze the terms of the job. Analyzing the terms of the jobs include understanding the skills and knowledge acquired for the job, understanding how the job works and the typical settings of the work (Walker,1998). After the human resource management has analyzed what the job entails, the next step that is required is writing down the job descriptions. Writing the job descriptions entails writing the minimum requirements of the job. The first step to do is to provide a simple and short synopsis of what the job entails. The next step is to write down the duties. In writing down the duties, the human resource management should divide the tasks into minor sub duties of the job requirement. The final thing to do is to write the degree of supervision entailed. This includes whether supervision is given or received. The technique used in recruiting should be able to attract a large pool of people. This will enable the human resource management to find the perfect candidate for the job. The current employees provide a suitable candidate for the job since they know the rules and the regulations of the job. This should be done through internal posting of the job perhaps through the notice job. The next step is usually to screen the right candidate through their application and resumes.