Alshareef_ENVM510_M4GradedAssign Assignment Example | Topics and Well Written Essays - 1250 words

Alshareef_ENVM510_M4GradedAssign - Assignment Example Different types of bias that exist result in mistaken estimates of the exposures’ effects on the risk of the disease. In epidemiological studies, researchers encounter two types of primary bias: the selection bias and the recall bias. The selection bias arises where the relationship between the exposure and the disease is very different for those who participate in the study than for those who would be theoretical eligible for the study but do not participate. The common consequences for the bias in selection are the difference between exposures and outcomes for those who are eligible and for those selected for the study (Yarbro, Wujcik & Gobel, 2011). For instance, in the study, the difference in the number of people available for study and those targeted is quite significant. The estimated population exposed to benzene was 9,024 but only 3,249 participants were located. According to Friis & Sellers (2009), illnesses and death are possible reasons for this. This is most likely to result in inaccuracy. Recall bias results when the participants recall past exposures inaccurately. If the participants were not able to recall benzene exposures clearly, the results would be invalid. Some participants may also lie or choose to exaggerate the exposure levels for financial gain. Moreover, the methods used in collecting data may lead to inaccurate results if they had some errors. In the study, a misdiagnosis of people with leukemia or those exposed with benzene would occur. When the method of estimating the associations between leukemia and the exposure is inaccurate, the result would be either an under-estimation or over-estimation of the actual association (Yarbro, Wujcik & Gobel, 2011). According to â€Å"Threats to Validity† artcile (2013), â€Å"The prediction of the potential sources leading to selection bias is one way of reducing the

News brief Essay Example | Topics and Well Written Essays - 500 words - 1

News brief - Essay Example In the past two years, the small businesses have increased steadily by 16%. This is attributable to the laws and regulations in the economic sectors. The government is awarding loans at exceptionally low interest rates to encourage investment in the small and medium enterprises. In the state of the nation address by the president, there were assurances to reduce the cost of doing business so that more individuals can venture into small businesses. The performance of small businesses in America is incredibly excellent. This is because of the affordability and availability of goods and services by the entrepreneurs. The impact of these businesses is exceedingly significantly on the entire Americas economy. Along with the above point, the small businesses are doing exceedingly well because of their capacity to acclimatize to the varying trends in the market. In America, most of the exporters are the small and medium businesses. The businesses provide massive employment opportunities and offer affordable goods and services to the customers. The quality of goods and services produced by the small businesses is high vis a vee those produced by the large firms. This explains why the products are doing excellent in the market. The government has reduced the cost of licensing the small businesses so that they can motivate people and make it an alternative means of employment and investment. Small and medium enterprises in America accounts for 52% of the work force in the country. The small businesses are increasing by 2%, and the employment rate is increasing by 6%. In 2012, 56% of the net export in America was accounted for by the small and medium enterprises. This is because they produce goods that are affordable by most people outside America. 38% of America’s gross domestic product is contributed by small businesses. According to small business administration, it

Expatriate Management in MNCs as Knowledge Management

Expatriate Management in MNCs as Knowledge Management Expatriate Management in MNCs as a Form of Knowledge Management and its Applicability in Reduction of Soaring Turnover Rates: a Case Study Approach Abstract This dissertation in International Human Relations addresses the potential of expatriate management as a tool of knowledge management and its applicability to the reduction of turnover rates in a global economy. Companies today cannot survive and prosper without some form of globalisation. When an appropriately planned expatriate program is utilised, the flow of information supports knowledge transfer, which can enhance the entire functionality of the company. The specific vehicle for knowledge transfer will be cross-cultural training, with its generalisable lessons for the global corporations. In this research, the case study approach is utilised along with the study of archival materials. After extensive research into the United States Peace Corp and its handling of expatriates, Tyco Flow Control/KTM Company of Japan and Electrolux of Sweden, supported by an extensive review of current literature, this dissertation reaches the conclusion that the decision on whether or not to use expatriates and in what fashion they should be used must be based on a combination of the needs of the company and the companys organisational structure. Expatriation is expensive and companies should plan for success if they intend to utilise an expatriate program. However, the knowledge gained from the study of expatriate programs can be successfully utilised to mange the spread of knowledge throughout the organisation and to develop interventions, which will lower the overall rate of turnover within an organisation. Certainly, we cannot afford to ignore these lessons. Chapter One Introduction 1.1 Chapter Introduction There are a number of challenges involved in the development of multi-national corporations (MNCs) in todays era of globalisation. Increasingly the trend has been for companies to utilise expatriates on tasks that are critical to the companys operation or continued success. MNCs use expatriates for a number of reasons. In general, the perception exists that it is easier to control an employee from the home office, carefully chosen and indoctrinated in the companys culture. Thus, the concept of corporate control plays a large role in the selection and the use of expatriates, but it is certainly not the only reason. Many times, expatriates have specialties that the company believes it can export when developing the global market. In addition, expatriates who have been thoroughly trained in the companys procedures can be very valuable during the process of entering new markets and setting up the office and administrative under structure that inevitably follows such expansion. Human resources management inevitably becomes more complex in an international venue. Companies must consider not only the corporate culture and the national culture of their home country, but also the national culture of the country or countries which they are expanding into. Expansion into other nations also brings with it a myriad of laws and regulations that may well conflict with the home countrys laws or rules. The situation becomes more complex with each additional field office or subsidiary that the company acquires or develops. 1.2 Context There is a great deal of research that suggests that the way companies manage their human resources contributes to whether or not the company will succeed or fail (Tung, 1984). International human resources management can make or break a new expansion, and poor management of expatriates within established MNCs can send the company into a crisis. Companies must be able to communicate with their employees and to coordinate actions, activities, and regulatory compliance between a number of corporate and governmental entities. Failure to do so successfully can affect the bottom line of any multi-national corporation or company, and can destabilise a company that is not experienced in dealing with international human resources. Financially, there is a great deal at stake for the MNC which utilises expatriates. The obvious cost, of course, occurs if the project that the expatriate is assigned to fails. Such a significant financial blow can, as pointed out, destabilise a company. There are many other costs associated with expatriate management, however, that may not be obvious on the surface. Employees must be recruited into the programme and trained. Their families should receive training regarding the area of assignment. Moving or relocation costs are significant even if the family travels light. Many companies provide housing assistance in the country of assignment, and trips back to the home country on a scheduled basis. All of these expenses add up. One additional expense that must be considered is the replacement of the employee who enters the expatriate programme. If the employee is already a member of the organisation, his or her transfer to a foreign office will leave an internal position that must be filled. MNCs must also consider the ramifications to the company if their expatriate behaves in a fashion that the host country members consider improper. The amount of ill will that can be generated throughout the host community can be nearly incalculable. Even though it is an indirect cost, it can be as devastating as a more direct financial loss. Even in the best of cases, when the expatriation fails without loss of business and the expatriate returns quietly to the home base, the expatriate may leave the company. When this happens, the company loses a valuable employee and the investment that went along with that employees training. When the problem of failed expatriation is looked at from these perspectives, it becomes clear that the financial repercussions may be greater than they appear at first glance, but the loss of money is only a small part of the overall problem of expatriate loss. Indeed, the operation of the entire organisation can be threatened, along with the investments from the companys stakeholders and employees. This provides a great deal of impetus for investigation of the issues related to expatriate management and reduction of turnover both nationally and internationally. In the past, one might make the argument that expatriates and local employees are not in the same category. After all, expatriates face other cultures on a routine, day to day basis. As a matter of fact, they are immersed in their home culture. As Hofstede (2003) points out, every culture defines its own version of being socially correct. These constraints govern how cultures do business. It has become big business to help companies and individuals understand the different ways that host companies interpret what we may consider average, day to day gestures. The various governments recognised this concept long ago. Virtually every country provides some form of training in culture applications for ambassadors and members of the state and foreign service divisions. Nevertheless, business has been slow to adopt that concept. Even when MNCs recognise the need to provide this training, they may not fully understand the impact that the difference in culture has on the employee. The employee generally travels with family, and it is as important to acknowledge that family members and their success at adaptation have a large input into whether or not the employee adapts successfully. Thus, MNCs that fail to include all the family members in a culture immersion programme fail in their handling of expatriates. Today, all companies operate in a multi-cultural environment. Even small mom and pop operations are exposed to customers, suppliers, or regulators who are from other cultures. Nearly every country is now a cultural melting pot of residents, and those that are relatively homogenous still have influx from visitors and tourists. While it is easy to downplay the importance of a single tourist who has wandered off the beaten path, it is impossible in this day and age of modern technology to estimate the importance of that single customer. Placed in context, an unfortunate interchange with an individual who turns out to an important stakeholder in his or her professional community can be devastating. Attitudes of employees to customers or suppliers can cause supply chains to dissolve, large numbers of customers to disappear, or contracts to be cancelled. In a sense globalisation has caused a return to small town front porch mentality where everyone either knows everyone or knows his or her cousin. The Internet and global communications offers such anonymity that it is now possible for a companys largest customer to conduct a surprise visit and not be recognised. Given the right – or wrong – circumstances, the impact on business can be devastating. It is this concern, the concern for the international aspect of all business today, that ties together large MNCs and small, at-home operations and cautions us to develop a greater understanding of other cultures, whether we manage expatriates, or merely serve customers in our tiny walk-in. How a company treats its customers and stakeholders affects the survivability of the business, and retention of well-qualified and well-trained employees is part of that survivability, especially when it relates to cultural aspects of functionality. This paper, then, addresses the system of business that relates to intercultural communication and impacts management of expatriates as well as the home office. At the present time, there is a great deal of research that shows the difficulty that expatriates face on assignment and on repatriation, and there is significant research that indicates that cross-cultural training offers possibilities for helping these employees adapt. There is a gap in the research between these issues and the types of cross-cultural training that may lead to a decreased turnover rate. Additional research may be most helpful. When we review what types of cross-cultural training may be most useful, there is also indication that successful expatriates who return from assignment and remain with their companies may be able to add to the knowledge base of successful adaptation. It is this concept that successful expatriates contribute to knowledge management that I address in this research. Successful management of this knowledge may contribute not only to a lowered turnover rate among expatriates, but may offer suggestions to how business can lower the turnover rate overall. I suggest the concept that expatriate management tends to overlook one extremely important concept: that turnover EVERYWHERE is extremely high, and it will be no different in the expatriate population if we treat regular employees in the same manner that we treat expatriates, assuming the expatriate programme is successful. Thus, development of a plan to manage and retain expatriates has great generalisability for the companys population as a whole with regard to retention. This concept has been touched on in the available research but is not fully developed. A work developing this concept can truly add to the field. 1.3 Aims and Objectives The aims and objectives of the research will be to explore why some MNCs are successful at increasing retention of expatriates and what role cross-cultural training plays in that success; to explain the steps that successful MNCs take in utilising the knowledge they gain in working with expatriates as a form of knowledge management, and to describe how this information can be utilised by other companies to lower the overall general turnover rate. A number of research questions evolved that will be useful in determining why some companies are so successful with expatriates while others are not. The questions will guide the research: How do some MNCs lower the rate of turnover of expatriates? How do companies that lower the rate of turnover of expatriates utilise what they have learned as a form of knowledge management? What role does cross-cultural training play in successful retention of expatriates? What is the generalisability of the success of expatriate management in the MNC as a form of knowledge management and its application to the reduction of soaring general turnover rates? 1.4 Rationale The overall turnover rate of employees throughout the world is soaring. The problem is particularly high in America. The cost to companies of employee turnover is so high that one sometimes wonders how the companies stay afloat. At the same time, there are a number of difficulties with expatriate management. As the rate of expatriate attrition increases, so does the cost to the multi-national company in both financial terms and in terms of morale. In researching problems with international human resources management, particularly problems associated with the management of expatriates, a link between increasing rates of general expatriate turnover and generally high rates of employee turnover seemed to present. Gaps in the research indicate there must be more research into the process of repatriation and knowledge management, for this is the point at which the greatest knowledge exchange back to the company in terms of cultural knowledge should occur. Research must determine what contributes to success repatriation and why some expatriates choose to terminate contracts early. All of these areas will be investigated. The next step, then, is to investigate why some companies seem to manage expatriate programmes successfully, and why some programmes fail. By reviewing successful expatriate management, we may learn general lessons of human resources management that may well contribute to the base of knowledge for the reduction of overall turnover rates throughout the working world. 1.5 Methodology Qualitative research seeks to address the why and how of occurrences, making it ideally suited for a project of this nature. Though there are many forms of qualitative research, two forms seem particularly applicable to the nature of this investigation. A literature review will be conducted, of course, to place the state of the knowledge of expatriate management in the context of general management of human resources. An archival investigation, however, will take and utilise the literature review as a starting point. Through a thorough investigation of archival materials available, additional research information will be gleaned. The case study method will also be utilised to investigate three specific multinational companies or organisations that have had a great deal of success with the expatriates that they managed. Case study approach allows me as the researcher to concentrate on details that might otherwise be overlooked in a traditional literature review. Archival review materials will also contribute to details of the case studies. 1.6 Chapter Outline Chapter One of the dissertation consists of an introduction to the study and places the study in context, the aims and objectives, rationale, and methodology of the paper are reviewed. Chapter Two reviews literature related to the topics of international human resources, expatriate management, turnover, and knowledge management. The literature review presents various perspectives of the research topic and reveals how previous researchers have investigated the topics. The literature review is expected to reveal gaps in the research and suggests areas that this research will explore. It is guided by the aims, objectives, and research questions, but can also provide an indication for modification of those aims, objectives, and questions if changes are needed. Finally, the chapter provides a framework for the overall research. Chapter Three discusses methodology of the research and details the strategies that were undertaken during the research, including data collection methods and methods of analysis. Methodology describes methods that were utilised to conduct the research and defines the reasons they were selected. Chapter Four provides the analysis or the synthesis of the research. It ties together the research questions, the theories behind the research, and the methods of doing the research. Finally, in a good research project, the analysis will actually raise questions that will be guidelines to future research in the field. Chapter Five details the main findings of the paper, gleaned from the analysis, and describes how the results are similar to prior research, but also how they differ. The contribution of the research to the knowledge base of expatriate management and reduction of general turnover rates will be provided, and the limitations of the research will be defined. Suggestions for future research will be provided and ways to reduce limitations of future research will be discussed in the context of the experience of myself as the researcher for this project. The paper will be concluded with a bibliography of works utilised in the preparation of the paper, and if necessary, supporting materials will be provided in appendices. 1.7 Chapter Summary This chapter has set the stage for the research project and dissertation. The subject matter was introduced, and the study was placed in context of international business and human resources. The aims and objectives of the research were described and the rationale for the dissertation was produced. A summary of the methodology of the paper was provided, and a chapter outline of the work was also presented. In summary, Chapter One set the stage for the research and provided an overview of the project. Chapter Two Literature Review 2.1 Chapter Introduction Today, all companies have retention problems (Ramiall, 2004). In 2005, the United States had an overall turnover rate of employment of 23%. Companies face fierce competition in the quest to retain employees (Mitchell, Holtom, and Lee, 2001). Hay (2002) reports that in the past 10 years, employee turnover increased by 25%, making the problem of retaining employees the number one employment problem in the United States (Kaye Jordan-Evans, 2000). With a shortage of potential labour until approximately 2012, the pool of qualified and available labour is small, making the problem of retention much more intense. Clearly a need exists to lower the rate of turnover in companies. While the presented references above are in evidence of a turnover rate in American companies, the issue is global, especially in this day of large multi-national companies. The problem is, perhaps, even more pronounced with expatriates due to the large amount of money it takes each MNC to recruit, train, and support expatriates and their families. A retained expatriate can be an asset to the company; a lost expatriate represents a significant financial drain. It makes sense, then, to explore how expatriates can be retained, and to utilise the knowledge gained to lower the overall turnover rate of the company, thereby increasing retention and decreasing costs. Retention of expatriates contributes to the companys knowledge management capacities and to retention of trained employees in the MNCs, and cross-cultural training seems to offer one of the most promising avenues to encourage retention of qualified employees. The literature review served as a basis of study during the preliminary phases of the project and was supplemented a great deal in the final paper. As the research developed, it was clear that there were many avenues that needed to be explored to gain a holistic understanding of the issues relating to international human resources management and successful administration of expatriation programmes. Through the course of the initial review of the literature, a link became clear between lessons learned by companies that have successful expatriation programmes and companies that could utilise this knowledge in lowering their turnover rates. All businesses today, it is clear, have a multi-cultural aspect that must be addressed. The issue then becomes how multi-culturalism will be addressed and how knowledge gained from successful expatriation can contribute to the overall knowledge of successful MNCs (Sizoo, Plank, Iskat, and Sernie, 2005). This project will help bridge the gap between l arge MNCs with offices in other nations, and smaller companies that may benefit from their knowlege. 2.2 Importance of International Human Resources Management Tye and Chen (2005) state that capturing and maintaining a competitive advantage is not the most important issue for many organisations. At its lowest common denominator, the purpose of business is to make a profit. Friedman (1970) even argued that business has a social responsibility to make a profit for its investors. Friedman argued that business leaders needed to do whatever it takes to acquire and maintain that profit. Tye and Chen (2005) point out that there is now a general consensus that larger companies must operate successfully on a global level in order to capture and maintain the competitive advantage which leads to profit. As businesses have an increasingly international role, how to manage the people in the business on a global scale becomes a huge challenge (Lee and Liu, 2006). Businesses cannot operate without people, despite an increasing dependence upon technology. In order to retain people, there must be adequate human resources management systems. For large international companies, then, the human resources managers and their systems must aim towards acquiring and maintaining people who are competent not only in business, but in functioning in the international environment (Liu and Lee, 2006). For many years, the tendency was to believe that management was the same whether the company being managed was in the managers home country or a foreign land. This universal approach to management is considered an ethnocentric approach (Dowling and Welch, 2004), in which the values established in a corporations home country are the values that predominate through every field office. In this form of management, all of the practices of the business stem from practices and values of the home office, and all of the employees that become managers in field offices are hired and trained at the home office. While this approach offers certain advantages (for instance, the level of corporate control), it is not the most beneficial model of operation if one hopes to expand the business significantly in the targeted areas of other nations (Kuhn, 2000). Indeed, as Kuhn points out, ethnocentric organisations have essentially no advantage in local market areas. What difference is there between a human resources manager that deals with employees within the bounds of one nation, and one that deals with international situations? The basic difference is that when dealing with international human resources issues, the level of complexity between the rules, regulations, and operating mechanisms between different countries can be overwhelming, especially when more than one group of national workers is involved (Dowling and Welch, 2004). The difference may well be less pronounced in the nations of the European Union, where laws and operating regulations have been standardised to a degree, but national identities of workers complicate the issues. Indeed, even strong cultural identification roles can impact the path that international human resources managers must take. In addition, employees who will be fulfilling an expatriate role must be carefully matched to the job. In 1998, Stone suggested that the selection of expatriate employees is much more difficult than selecting personnel who will remain in the home office. This contention, however, is one of the concepts that will be investigated in the research. While Dowling and Welch argue that the selection of expatriates with personal issues such as low capacity to adapt, poor emotional stability, or bad attitude leads towards failure of the match to the expatriates job, one might argue just as easily that a bad attitude, immaturity, and refusal to adapt are indicative of poor selection of any employee, not just an employee who will be expatriated. It may seem simplistic, but a good, stable expatriate employee will make a good employee. On the other hand, a good employee will not necessarily make an adequate expatriate. It is this rule that led to my decision to explore a potential link between expatriate retention and retention of the average employee. Sizoo et al. (2005) concluded that adequate c ross-cultural training of any employee in a MNC greatly increases employee effectiveness and can lead to increased promotions and pay raises, which cut turnover rates. The argument could also be made that the same would apply in smaller companies, especially those in areas with a high cross-cultural population component. An expatriate who has negative attitude, poor emotional stability and maturity, lack of language ability, and a low level of adaptability also is a poor choice in host nations, where the chance of culture shock already exists (Dowling Welch, 2004). 2.3 Turnover Todays companies are faced with the prospect of continually replacing employees who have left the company. The cost of turnover is high both in direct turnover rates related to the physical process of hiring and firing and in the indirect rates of education, checking of the references, and so on. The costs are even higher if the member that leaves is a member of the expatriates, or if the member has recently repatriated at cost to the company. Thus the company cannot afford to keep replacing employees from a financial cost and a morale cost. Some turnover is caused by tension with management while other turnover is caused by having unclear job expectations. Increasingly in the international arena employees leave because they do not understand what they have to do to get ahead, or they feel they followed the companys directions and are still not appreciated for the service they have rendered. Peter Senge has identified three types of leaders: the peer leader, the line manager and the executive. Each one works to help build collaboration, to educate staff, and to strengthen the company culture. Teamwork and teaching should be utilised as a method of advancement (Senge 1990, 1996) and it is in this way that the expatriate can be particularly utilised. These employees can become leaders, and be promoted to management in the future. 2.4 Four Approaches to Management Orientation What exactly constitutes a multi-national company? Loosely defined, it is a corporation or large company that provides goods and/or services in more than one country. The MNC may have operations in a fair number of other countries. To be able to supply goods or services across national lines, the company must have significant resources. Thus, MNCs by their definition have access to a great deal of money or financial backing. The company is financially able to acquire the goods, services, and personnel acquired to function at a high level. To put it bluntly, companies with large budgets can purchase the best; few people would argue that a multi-national company as large, for example, as Wal-Mart, will have an operating budget larger than some small companies. Given that many companies have budgets that can buy the best, why is the expatriate failure rate so high? Black and Mendenhall (1990) pointed out that over 40% of all assigned expatriates return home early, and the expatriates that remain in the host nation, only 50% function effectively. Does the failure of the expatriate lie solely in the personality and training of the individual expatriate? Some evidence suggests that failure may be associated with the approach to management that the multi-national organisation chooses. Management approaches in multi-national companies can be polycentric, ethnocentric, geocentric, or electocentric. Each of the four models is discussed briefly below. Polycentric The polycentric approach to management utilises the belief that managers in host countries know the best way to approach work within their country and are the most familiar with effective ways to manage businesses within their country (Banai and Sama, 2000). Companies that adopt this attitude have generally concluded that all countries are different and that local subsidiaries should adopt policies and practices that are appropriate locally and are under the direct supervision of local managers from the local area (Banfield, 1998). Kuhn (2000) states that polycentric organisations offer the greatest local control to subsidiaries, which can be a tremendous advantage when the local manager is effective and savvy to local culture, customs, and business operations. Polycentric models are sometimes referred to as multilocal models, or even a multidomestic organisation. Ethnocentric As pointed out earlier, ethnocentric management embodies the concept that the home office manager knows best, regardless of the circumstances or culture of the host office. Dowling and Welch (2004) characterise this as a universal approach to management and believe that the main advantage of this form of management is the level of control it offers the MNC. Another advantage of this mode of operation, however, is that it presents the company with a more homogenous approach to business: no matter which office one is in, things are done the same way; managers are selected for the same reasons regardless of the location, and promotional paths remain the same regardless of where one transfers. Kuhn (2000) states, however, that this mode of operation is a distinct disadvantage if one a company wishes to expand operations in the host company. It offers no benefits when dealing with the local population, and may well be a disadvantage in terms of understanding local procedures and cultural impacts to business. Geocentric In the geocentric mode of operation, the company makes the decision that no one culture or organisation is better than another. Instead, the company concentrates on operating in as culture-free a manner as possible. Every effort is made to have a central control system, combined with a high level of standardisation. The organisation itself encourages all office to participate in decision-making based on a global rather than local context (Myloni, Harzing, and Mirza, 2004). Geocentric organisations offer one huge advantage: they are able to hire the best person for the job, without regard to nationality or national location. According to Kuhn (2000), the geocentric mode of organisation offers the best local advantage, along with the polycentric mode. Companies that embrace the geocentric view are sometimes referred to as borderless, or transnational. Electocentric / Regiocentric This model, also known as transregional model, is a model of globalisation that combines the geocentric model with the polycentric model. Companies that adopt this model of operation will frequently develop into a global or geocentric model of operation. In this mode, managers are hired locally and may be transferred within a general geographic region. The region tends to be fairly independent of the home company and does enjoy a certain amount of autonomy. This mode offers most of the benefits of the geocentric model. 2.5 Other Views of Management Approach Goshal and Bartlett (1998) present a different few of management approaches of multinational companies. They define the approaches as multinational, global, international, and transnational. In their definition, multinational companies decentralise and tend to regard their overseas offshoots as separate business acquisitions with their own autonomy

Essay --

Kevin Cherry Animal Welfare and Rights There has recently been a lot of dispute between those who believe in animal welfare and those who believe in animal rights. Most farm animals today are raised in confinement on huge manufacturing systems that are more like factories than farms. Animal welfare is based on the belief that animals can contribute to humans by providing us with food, work, and entertainment. It also ensures that humans who work with animals follow those moral obligations to provide the animal well-being. Animal rights on the other hand is based on the belief that animals should have the same or similar rights to humans. Animal rights activists believe that humans have no right to use animals at all, no matter how humane their operations are. Animals have always played an important role in agriculture. Much concern for animal welfare is based on the belief that animals have the ability to feel and perceive what is happening to them. This is why it is considered that attention should be paid to their well-being. While the killing of animals for food does not n...

Cybercrime in Indonesia Essay

Even if Indonesia has not ratified or signed the Convention on Cybercrime yet, officially Indonesia has implemented almost all cyber crime provisions set forth in the Convention. These provisions are set out in several articles in Law No. 11 Year 2008 on Information and Electronic Transaction. The seven provisions, among others; offense related to child pornography, illegal access, illegal interception, data interference, system interference, misuse of devices, and computer related forgery. The provisions of computer-related fraud and attempt and aiding or abetting are no longer regulated under this Act due consideration has been accommodated by the existing provisions in the Penal Code. Likewise, some offenses related to infringements of copyright and related rights are deemed to have been sufficiently set forth in the Law on Intellectual Property Rights. In addition to the above provisions, the Law No.11/2008 is the merely cybercrime statute in Indonesia, which also includes provisions on e-commerce and e-signature referring to the UNCITRAL Model Law and the EU Directives on such subjects. This is by virtue of the awareness of regulator about inevitable legal convergence of telecommunications, media, and informatics. By means of the principle of neutrality and efficiency, this product of law will be able to encompass the three specialties. Moreover, hacking, according to BATAN is defined as ‘infiltrating or breaching activities into an electronic system without rights, which usually aim to misuse or damage the system.’ Identical definition of hacking is also proposed by David S. Wall which is ‘deliberate unauthorized access to spaces over which rights of ownership or access have already been established.’ Therefore, hacking can be incorporated into illegal access provisions. In the Article 30, there are three paragraphs that organize illegal access, inter alia; 1. ‘Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum mengakses Komputer dan/atau Sistem Elektronik milik Orang lain dengan cara apa pun.’ It means ‘any person intentionally and without right or unlawful access to computers and/or electronic system belongs to any other person in any way.’ 2. Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum mengakses Komputer dan/atau Sistem Elektronik dengan cara apa pun dengan tujuan untuk memperoleh Informasi Elektronik dan/atau Dokumen Elektronik. It means ‘any person intentionally and without right or unlawful access to computers and/or electronic system in any way aim at obtaining electronic information and/or document.’ 3. Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum mengakses Komputer dan/atau Sistem Elektronik dengan cara apa pun dengan melanggar, menerobos, melampaui, atau menjebol sistem pengamanan.’ It means ‘any person intentionally and without right or unlawful access to computers and/or electronic system in any way by infiltrating, trespassing, surpassing, and breaking through a security system.’ The first offenses are to be punished with imprisonment up to 6 years either with or without an administrative fine of up to IDR 600 million. Meanwhile the second offenses are to be sentenced by imprisonment up to 7 years either with or without an administrative fine of utmost IDR 700 million. The latter is to be sanctioned by imprisonment up to 8 years either with or without an administrative fine of up to IDR 800 million. During the past four years since enactment, a myriad of hacking incidents have taken place in Indonesia . However, only two cases were successfully expressed and processed in court. The first case is a case of hacking (defacing) the Election Committee website in 2004 by Dani Firman. While the second case is a similar case against the website of one Indonesia’s largest party, Golkar, by Iqra Syafaat. In fact, according to data from the Association of Indonesian Internet Service Provider (APJII), in 2003, it has recorded 2267 cases of network incidents and in 2004 there were 1103 such cases. It can be concluded that the cases which fails to trial far less. Furthermore, another concern is phishing, defined as ‘the pursuit of personal financial information that is subsequently used to defraud the victim and relies upon the recipient’s inability to distinguish a bogus email from a real one.’ Hence, it should be categorized into ‘computer related forgery’ provision. Article 35 states ‘Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum melakukan manipulasi, penciptaan, perubahan, penghilangan, pengrusakan Informasi Elektronik dan/atau Dokumen Elektronik dengan tujuan agar Informasi Elektronik dan/atau Dokumen Elektronik tersebut dianggap seolah-olah data yang otentik.’ It implies ‘any person intentionally and without right or unlawful manipulate, create, delete, alter, or suppress any electronic document and/or information with the intent that it be considered as if it were authentic.’ Accordingly, this breach is to be sentenced up to 12 years in prison and a maximum fine of IDR twelve million. Unfortunately, there is no case hitherto which is brought to court proceeding. Finally, rare incidents of cybercrime exposed and processed in court trial as the aforementioned are caused by several factors, inter-alia; the lack of awareness among users, the absence of single identity number, the reluctance of victims to report, the limitedness of infrastructure or equipment and devices in the field of IT, and also the lack of law enforcement officers who have expertise in the field of IT. ——————————————– [ 1 ]. Indonesia Law Number 11/2008 about Information and Electronic Transaction, entry into force on April 21,2008 [ 2 ]. See (n 1) art 27 and art 9 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 3 ]. See (n 1) art 30 and art 2 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 4 ]. See (n 1) art 31 and art 3 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 5 ]. See (n 1) art 32 and art 4 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 6 ]. See (n 1) art 33 and art 5 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 7 ]. See (n 1) art 34 and art 6 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 8 ]. See (n 1) art 35 and art 7 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 9 ]. art 8 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 10 ]. (n 9) art 11 [ 11 ]. (n 9) art 10 [ 12 ]. Indonesia has several Laws on IPR such as Law No.12/1997 about Copyright, Law No.29/2000 about Vegetal Variety Protection, Law No.30/2000 about Trade Secrecy, Law No.31/2000 about Industrial Design, Law No.32/2000 about Layout Designs of Integrated Circuits, Law No.14/2001 about Patent, and Law No.15/2001 about Trademark [ 13 ]. See UNCITRAL Mode Law on E-commerce on http://www.uncitral.org/pdf/english/texts/electcom/05-89450_Ebook.pdf and UNCITRAL Mode Law on E-signature http://www.uncitral.org/uncitral/uncitral_texts/electronic_commerce/2001Model_signatures.html accessed September 28, 2012 [ 14 ]. (n 1) Explanation [ 15 ]. BATAN is an Indonesian government institution which constitutes one of consulting agents of ICT, http://www.batan.go.id/sjk/uuite.html accessed September 29, 2012 [ 16 ]. Wall, David S, ‘Cybercrime: The Transformation of Crime in the Information Age’, (Polity Press 2008) 53 [ 17 ]. (n 1)

Following a Journalist

Robert J. Samuel persuasive style emphasizes his view on the economy and how it has its ups and downs. He uses literary devices such as rhetorical questions and diction to achieve effectiveness with his persuasive style of writing and to show his purpose of his articles, his purposes are to make the readers reading his article start to see how the current economic states of some nation are. Samuel has a persuasive style of writing; to show that he has persuasive style of writing he uses rhetorical questions. For instance, Samuel asks a question that already has the answer to it, â€Å"Can anyone doubt that the euro’s creation in 1999 was a huge blunder? † This question shows how Samuel style of writing persuades the reader to understand his point of view by presenting them with a question that has only one answer. This question is worded in a way where the only logical answer is that it is a â€Å"huge blunder†. Furthermore, Samuel asks another question that has the answer to it, â€Å"Wonder why government can’t restart the sluggish economy? The obvious answer is that the government can’t restart the sluggish economy because the economy is in such a bad spot the only thing to do is fix it. This shows the persuasive style of writing that Samuel is expressing because he’s trying to persuade his readers that the government is doing nothing to help the economy. Samuel also uses diction to express his persuasive style of writing. For example, Samuel uses the world â€Å"dreadful† to express his claim on how bad the Obamacare policy is. The word dreadful means great suffering or extremely bad, when using that word he sends his reader the message that contributing to the Obamacare policy will bring great suffering to many people. When using the word â€Å"dreadful† it persuades the readers who read Samuels articles to be against the Obamacare. In addition to how diction is used in Samuels’s persuasive style of writing, Samuel uses the word â€Å"poisoned† to show how corrupted the political climate is. The word poison means toxic substance or negative influence, using that word sends the readers a message that the political climate can poison their minds with negative influences and that it could harm them not physical but mentally. When using the word â€Å"poisoned† it persuades the readers who read Samuels’s articles to resent the political climate because it is â€Å"poisoned† and it will poison them if not avoided. Samuel emphasized his point of view and clearly defined it for the reader in a way that convinces them to believe it with his persuasive style of writing. His purpose to most of his articles is to make the readers start to see how the current economic states of some nation are and how some nations economy have their ups and downs. To show his purposes he uses literary devices such as rhetorical questions and diction to achieve effectiveness with his persuasive style of writing.

How did Hitler come into Power essays

How did Hitler come into Power essays A dichotomy is a division of two entities into mutually exclusive or contradictory groups. In Viva Zapata, it was mentioned that its not the laws that govern men, but men that govern men. There is no dichotomy present here because the two arent mutually exclusive at all. A country is only as strong as those who lead it, and the laws that govern it. Without strong and enforced laws, man wouldnt have power. And without man, the laws wouldnt have power. But, the people govern the land, and they are by far more powerful than the laws. They can create and destroy laws. They are the ones who enforce the laws. People dont live their lives by the word of the law, but by the will of the people who make and enforce it. When the Weimar constitution was enacted, there were several flaws. These flaws eventually led to the rise of Hitler, and the downfall of Germany. After World War II, the constitutions of West Germany, and France were more successful. They had very strong points and allowed for stable governments The Weimar constitution was written under the guidance of Max Weber. He was a socialist, and tried to give the constitution all of the best aspects of the American constitution(*1). In the Weimar constitution, the president wasnt named as the head of the government(*2). This task was given to the chancellor, who was a party member. Because the German government was in its infancy, and often deadlocked, parliament didnt meet that often (*3). Weber had planned for this, and under Article 48, the president had emergency powers when parliament was not in session. These powers also wound up coming into effect whenever parliament was deadlocked. Some of these powers included in Article 48 were temporary dictatorial powers, defense minister or the chief of the army. The president had the right to interfere with the legislation of parliament, and dismiss the chancellor (*4). There were a fe...

Weapons of Rome

Weapons of Rome Ancient Weapons of RomeThere are many different types of weapons in the ancient Roman arsenal. The weapons vary from close range swords to 300-pound rock hurlers! The Romans were a great nation because they adapted other countries weapons into their culture. They also utilized various weapons for different situations. The weapons included daggers, bows, javelins, crossbows, and catapults.The Gladius Hispaniensis was a Spanish dagger. It was meant for close range attacks. It was used from the 1st century of A.D. to the 3rd century of A.D. The blades were very thick and made of iron and the handles were also made of metal. Some handles were made of wood.The bow and arrow was one of the first mediums to long distance weapons. There were two different types of bows, the longbow and the short bow. The longbow was meant for longer distances. It was harder to pull back and much larger than the short bow.Re-enactor with Pompeii type gladius.The short bow was a short to medium range bow. It w as small and easily concealed. There were many different arrowheads for the arrows. Some were pointy and others acted as a fishhook. The fishhook arrows were very hard to remove from the body. There were also poison and fire arrows. The poison was created by mixing roots from poisonous plants with honey. The arrowhead was then dipped into the honey. The poison arrows were very effective because they would kill even if it only nicked the enemy. Fire arrows were used for burning down wooden structures.The Pilum or Javelin was sometimes considered the Roman's secret weapon. It was a throwing weapon that could go great distances. The weapon could pierce through enemy's shields and armor. It was a long wooden pole that had a long metal point at the top. Behind...

Best Case Questions

It can point out significant matters of the financial statements but does not provide assurance of their accuracy. Because reviews are generally not as rigorous as audits, considerably less evidence is typically collected in a review than in a comparable audit engagement. The issue with ZZZZ Best case is that the auditors review was not sufficient enough to review any material misstatements on the financial statements. 3. SAS 106 (AU 326), Audit Evidence, specifically identifies the principal management assertions that underlie financial statements.The existence/occurrence assertion was particularly critical for ZZZZ Best’s insurance restoration contracts. ZZZZ Best’s auditors obtained third-party confirmations to support the contracts, reviewed available documentation, performed analytical procedures to evaluate the reasonableness of the revenues recorded on the contracts, and visited selected restoration sites. * What were the limitations of the evidence that these procedures provided with regard to the management assertion of existence/occurrence? 8 points) The limitations of the evidence that these procedures provided with regard to the management assertion of existence/occurrence was that Minkow insisted on Ernst Whinney to sign a standard confidentiality agreement where it stated that Ernst Whinney will not be able to make any follow-up telephone calls to any contractors, insurance companies, the building owner, or other individuals involved in the restoration contract. This restriction effectively prohibited the auditors from corroborating the insurance restoration contracts with independent third parties. 4. George Greenspan testified before Congress that one method he used to audit the insurance restoration contracts was to verify that his client actually received payment on those jobs. * How can such apparently reliable evidence lead an auditor to an improper conclusion? (6 points) In Greenspan’s situation, his apparently reliable evidence was not from independent third party.When Greenspan confirmed the existence of ZZZZ’s insurance restoration contracts, he contacted Tom Padgett who at the time was an active and willing participant in Minkow’s fraudulent schemes. 5. Re: Predecessor-successor auditors: * What is the purpose of predecessor-successor auditor communications? * Which party, the predecessor or successor auditor, has the responsibility for initiating these communications?The successor auditor should obtain information from the predecessor auditor that will assist the successor auditor in determining whether to accept the engagement. Matters subject to the inquiry should include information that might bear on the integrity of management, disagreements with management as to accounting principles, auditing procedures, or similarly significant manners, communications to those charged with governance regarding fraud and illegal acts by clients, communications to management and those charged with governance regarding signi?

Lit 11 Essay Example | Topics and Well Written Essays - 500 words

Lit 11 - Essay Example It gives numerous descriptions about significant personalities. Each piece of biography leads to a world of new information and helps the reader to understand the vital aspects, events in social and political life and the major contribution of a famous person. Supplementary notes and video clips helps the reader to arrive at a more reliable and specific conclusion about the person. Biography.com includes the biographies of great people in different areas such as art, literature, sports, film, music, politics, science and other branches of knowledge. Today’s top searches, video clippings etc are increasing the accuracy and the relevance of information. Christopher Columbus has caught the attention of the historians as a man who introduced America to the world. He was an Italian Spanish navigator born on 1451 (Christopher Columbus Biography, (Christopher Columbus Bibliography). On searching of a rout to Asia, Columbus reached America and it paved the way for great geographical explorations and inventions. The online article titled Christopher Columbus Biography, gives valuable an reliable e information about the relevance of his invention and its social, political and geographical impacts on the world. The article says; â€Å"They led directly to the opening of the western hemisphere to European colonization; to large-scale exchanges of plants, animals, cultures, and ideas between the two worlds; and, on a darker note, to the deaths of millions of indigenous American peoples from war, forced labor, and disease.† Christopher Columbus Biography, (Christopher Columbus Bibliography). Columbus and his invention have caused both negative and positive consequences to the world. The discovery led the formation of European colonies and other social evils such as racial discrimination, slavery and the resultant independence struggles which all led to death and destruction on a mass scale. As a small boy Columbus helped his father in wool processing and selling.

Disability and Its Everyday Use Dissertation Example | Topics and Well Written Essays - 3000 words

Disability and Its Everyday Use - Dissertation Example Disability is considered as a curse or a characteristic of poverty in some third world countries, but it is treated as a normal medical condition in some First the World countries. Bangladesh is also another developing country with serious cases of disability and poverty. The country records one of the highest levels of disability rates in the world. 16% of the country’s population has disabilities (Mitra et al, 2011). The highest percentage of people with disabilities in Bangladesh is made up of women (23% compared to 10% for men). Disability prevalence is higher in poor countries than in rich countries. People with disabilities in Zimbabwe, Bangladesh and Burkina Faso also have a lower level of educational attainment and low employment rates (Eide & Ingstad, 2011). Disability is considered a curse or a characteristic of poverty in some third world countries, but it is treated as a normal medical condition in some First World countries. Bangladesh is also another developing c ountry with serious cases of disability and poverty. The country records one of the highest levels of disability rates in the world. 16% of the country’s population has disabilities (Mitra et al, 2011). The highest percentage of people with disabilities in Bangladesh is made up of women (23% compared to 10% for men). Disability prevalence is higher in poor countries than in rich countries. People with disabilities in Zimbabwe, Bangladesh and Burkina Faso also have a lower level of educational attainment and low employment rates (Eide & Ingstad, 2011). Disability affects millions of families in third world countries. About 650 million people around the world currently live with the disability, amounting to around 10% of the world’s total population (Mitra et al, 2011). Around 80 percent of the total number of people with a disability lives in third world countries. Disability is more common in poor communities than rich communities (Eide & Ingstad, 2011). While the tota l population of people with disability is only 10 percent of the world’s total population, the percentage is 20 percent among the world’s poorest communities. Developed or industrialized countries have adopted laws and practices to protect the rights of people with disability. For example, U.S.A. has anti-discrimination laws which allow people with disabilities to have access to work. The U.S.A. also has a large number of people with disabilities who own small businesses. Some companies in the United States and other developed countries also have disability management programs in the workplace. Furthermore, disability benefits and insurance programs are provided by employers in U.S.A as required by the law. However, U.S.A. still records a large number of people with disabilities without work. Employers argue that people with disabilities are not able to perform the required tasks effectively.

Leadership in corporate strategy Essay Example | Topics and Well Written Essays - 500 words

Leadership in corporate strategy - Essay Example But the modern concept of leadership has experienced sea change. The present standards of the industry focus on the fact that the strategy should come from within the organisation. There are certain limitations of the strategies getting out - sourced. Firstly, it limits the issues upon which such strategies are based and secondly, the out - sourced strategies are also limited by timeframe. Most importantly, the management of the organisation might not have any clue upon which the external consultants would have prepared the strategy. The companies of the present day are growing organically and so it is more than a requirement that the organisations have both the internal and the external factors analysed in the strategy. It is the own management and the leadership of any company that has the best idea about the vision and mission of the organisation. The other important factor is that the strategies and the leadership should be dynamic as the environments are changing every now and then. The leadership of the organisations should aptly understand the scope and the future trends. And for the purpose, the process of strategy formulation should be a continuous and never ending for the organisations. It is the Chief Executive Officer who is the head of the strategy formulation of any organisation assisted by other key members and the job should not ideally be outsourced as it is only the management of the organisation that can have the right knowledge about the vision, mission and the objectives of the company. Also , the internal rank holders have fair idea about the organisational politics and abilities which often becomes important differentiators. It can be well analysed from the case study that increasing emphasis are laid upon the real objectives of the businesses as the author puts stress upon the fact of identification of vision of the organisation. The strategy formulation and implementation is a thorough and continuous process and should

The Change of Female's Role in the Society Essay

The Change of Female's Role in the Society - Essay Example Whatever the exact cause, women are assuming more roles in society. The traditional woman limited herself to household chores and nurturing children. The other role involved supporting her husband emotionally to ensure he succeeded in his projects. The males took care of more tasking responsibilities. Men provided families with basic needs and ensured security to their families. Boys learnt the responsibilities expected of them at a tender age. Society also instilled girls with values that made them better nurturers. According to Makow, the traditional woman assumed the passive role in a family. However, times have changed and the female role in the family, workplace, and society has changed. The modern female does not rely completely on the man for provision of basic needs and security, while she submits passively. Contrary to the traditional females, the modern woman seeks to have a voice in making family decisions. Although still a nurturer, she takes other responsibilities and de mands equal treatment from her husband. Women realize the need for shared responsibilities in times when most economies of the world are declining. In many societies, there is rising pressure to live comfortable lives and give children quality upbringing. In such societies, a man cannot fulfill such responsibilities singlehandedly. In a society that promotes equal education opportunities for all children regardless of being male or female, women cannot sit idle with their skills. Therefore, they seek job opportunities as their male counterparts. Therefore, women contribute to family progress financially. However, critics argue that this contribution comes at the price of neglecting their responsibility as nurturers. According to Walravens, the modern woman tries to strike a healthy balance between motherhood and career (2011:2). Some societies do not believe that a woman can run both, effectively. However, the era for working women is here and society should appreciate their contrib ution. The modern female competes for senior positions in the workplace. She is more confident and is ready to take up the challenging responsibility, traditionally reserved for men. The modern female has to rise over any inferiority and vie for leadership positions. According to a study in the United Kingdom, women have better qualities that would transform the leadership systems today (Hudson R&D, 2008:3). Women of the c-level proved to be better leaders; they displayed competitive decision-making, strategic planning and critical thinking and were result-oriented, just like men. Due to their ability to consider more typically female characteristics involving altruism and openness, they scored higher in leadership. Data like this should help society realize that women maybe the transformational leaders, society urgently needs. Women pursue any career of their interest and are proving efficient in their jobs. The female is more assertive in the society today. Women are more vocal in demanding equal treatment in society. The modern woman wants society to realize that time has proved tradition wrong and that she is not inferior to man. Society should accord females more respect and appreciation for the sacrifices they make to make families a success while they are pursuing demanding careers. More women engage in politics and demand equal representation in governments. The law provides for equal representation for women in parliaments. A good number of women today hold

A COMPARATIVE ANALYSIS OF PORE PRESSURE PREDICTION USING PORE PRESSURE Thesis

A COMPARATIVE ANALYSIS OF PORE PRESSURE PREDICTION USING PORE PRESSURE DATA FROM OFFSET WELLS FOR FUTURE WELL PLANNING - Thesis Example 2013; Francis 2013). The latest technologies will be applied in regards to methods and paradigms of the forecasting of the fracture gradient and the forecasting of the pore pressure. The most effective practices in the estimation of pore pressures from the seismic velocity information will be applied. The most effective methods which are used in the industry with regards to the approximation of the formation pressure will be explored. A great deal of the information which is collected in the discipline of well planning is derived from the well production crews. This thesis will incorporate a data base of information in addition to the information which is derived from a survey of the well production crews in order to validate the hypothesis. The well production crews are the initial source of information from which the conditions of the wells are derived. This thesis will also incorporate a database of information which is pressure directed from a diverse number of wells with different characteristics. These wells are found in deep water, offshore, swamp land and the Niger Delta environment. The data which is collected from the oil well production crews will be applied in order to ascertain the best practices for effective well drilling and maintenance. Well planning is the most substantial stage of the drilling engineering process. Well planning has the requisite of the application of engineering theories, the personal and organizational perspectives and the factors of experiential knowledge. Notwithstanding that well planning procedures may be different for different implementations within the petroleum exploration and extraction industry, the final outcome must be a cost avoidant hole, which satisfies industry and government safety requirements for the petroleum extraction engineer’s requisites for oil and gas extraction processes (Eren 2010). 2.

Leadership in corporate strategy Essay Example | Topics and Well Written Essays - 500 words

Leadership in corporate strategy - Essay Example But the modern concept of leadership has experienced sea change. The present standards of the industry focus on the fact that the strategy should come from within the organisation. There are certain limitations of the strategies getting out - sourced. Firstly, it limits the issues upon which such strategies are based and secondly, the out - sourced strategies are also limited by timeframe. Most importantly, the management of the organisation might not have any clue upon which the external consultants would have prepared the strategy. The companies of the present day are growing organically and so it is more than a requirement that the organisations have both the internal and the external factors analysed in the strategy. It is the own management and the leadership of any company that has the best idea about the vision and mission of the organisation. The other important factor is that the strategies and the leadership should be dynamic as the environments are changing every now and then. The leadership of the organisations should aptly understand the scope and the future trends. And for the purpose, the process of strategy formulation should be a continuous and never ending for the organisations. It is the Chief Executive Officer who is the head of the strategy formulation of any organisation assisted by other key members and the job should not ideally be outsourced as it is only the management of the organisation that can have the right knowledge about the vision, mission and the objectives of the company. Also , the internal rank holders have fair idea about the organisational politics and abilities which often becomes important differentiators. It can be well analysed from the case study that increasing emphasis are laid upon the real objectives of the businesses as the author puts stress upon the fact of identification of vision of the organisation. The strategy formulation and implementation is a thorough and continuous process and should

A COMPARATIVE ANALYSIS OF PORE PRESSURE PREDICTION USING PORE PRESSURE Thesis

A COMPARATIVE ANALYSIS OF PORE PRESSURE PREDICTION USING PORE PRESSURE DATA FROM OFFSET WELLS FOR FUTURE WELL PLANNING - Thesis Example 2013; Francis 2013). The latest technologies will be applied in regards to methods and paradigms of the forecasting of the fracture gradient and the forecasting of the pore pressure. The most effective practices in the estimation of pore pressures from the seismic velocity information will be applied. The most effective methods which are used in the industry with regards to the approximation of the formation pressure will be explored. A great deal of the information which is collected in the discipline of well planning is derived from the well production crews. This thesis will incorporate a data base of information in addition to the information which is derived from a survey of the well production crews in order to validate the hypothesis. The well production crews are the initial source of information from which the conditions of the wells are derived. This thesis will also incorporate a database of information which is pressure directed from a diverse number of wells with different characteristics. These wells are found in deep water, offshore, swamp land and the Niger Delta environment. The data which is collected from the oil well production crews will be applied in order to ascertain the best practices for effective well drilling and maintenance. Well planning is the most substantial stage of the drilling engineering process. Well planning has the requisite of the application of engineering theories, the personal and organizational perspectives and the factors of experiential knowledge. Notwithstanding that well planning procedures may be different for different implementations within the petroleum exploration and extraction industry, the final outcome must be a cost avoidant hole, which satisfies industry and government safety requirements for the petroleum extraction engineer’s requisites for oil and gas extraction processes (Eren 2010). 2.

Sympathy for the Devil Essay Example for Free

Sympathy for the Devil Essay The first thing that I noticed when I heard this song is how different it is from almost every other song that I have heard. The instruments used seem odd for The Rolling Stones, and rock songs in general. It starts off with a combination of drums and maracas, sounding like Brazilian samba music. Usually rock music has a 4/4 backbeat with a bass drum, but this song does not contain that attribute. There is no rhythm guitar but instead an electric bass and piano is used. The bass guitar is used to replace the rhythm guitar, lead guitarist Keith Richards also plays it, and so this may explain this. I’m going to start off by discussing the lyrics of the song and what they are about. I noticed that one of the lines â€Å"every cop is a criminal, and all the sinners saints† seems to suggest that the devil isn’t that bad, and that all people have some devil in them. There seems to be confusion of good and evil. The devil is portrayed as â€Å"a man of wealth and taste† and polite as well by greeting using â€Å"let me please introduce myself.† Another line, â€Å"hope you guess my name, but what’s puzzling is the nature of my game† intrigued me. This line is not the songwriter saying that I hope you guess that its me playing the devil, it means that the devil is saying I hope you can recognize me because I may be in disguise and I don’t do evil myself, I trick people into doing it for me. The difference between good and evil is a continuing theme throughout the song. Jesus Christ in mentioned and the devil says that he â€Å"stolen many a mans soul and faith.† The songwriter is not arguing Christian doctrine, he is using the devil as a symbol of how it works in the world and that we need to have our guards up because evil will be disguised and may not appear as obvious to us. This was analyzed from the lines â€Å"I watched with glee, while your kings and queens fought for ten decades for the gods they made.† Now I will discuss the music, the different sections, and how they evolve throughout the song. The track begins with a beat on one drum, and then congas are added as accents to the last beats of the line. Other instruments join in and it sounds like a jungle beat with Jagger howling in the background like a wolf, giving the impression of being in a dark jungle. As the beat continues, piano is introduced with a slow series of chords. This is when Jagger beings by singing: â€Å"please allow me to introduce myself, I’m a man of wealth and taste.† After the first four lines bass starts and it builds on the drum mix still going on in the background. The bass makes the song sound angry, and the bass doesn’t play a repetitive riff it seems to be improvised or played randomly. The first verse and chorus end with the pianist playing at an even pace, but when the second verse begins he starts playing faster and more frantic. The sound of the instruments matches the lyrics of the song, singing about overthrowing government and the blitzkrieg. At the third verse we can hear background vocals singing at the end of each line. These vocals add an eerie sound to the rhythmic instruments, and Jagger’s voice begins to crack on every word. The fourth verse is a guitar solo by Keith Richards and is not really following the beat. He goes from note to note, sliding his fingers across the strings, producing a noticeable sound and then a note is held for several beats. The guitar represents the character that is portrayed in the lyrics, unpredictable. After the guitar solo we hear the chorus, followed by another verse and the chorus again. All of the instruments are played together now and it all seems to be improvised, with no recognizable rhythm. The guitar and vocals play off each other nicely and then Jagger says: â€Å"can you guess my name?† referring to the devil. Finally the song fades away to an end. When I watched a live video of The Rolling Stones performing this song I noticed how into it the whole crowd was. â€Å"Sympathy For The Devil† is sort of like an anti-war anthem for people. The whole stage was lit up in red with lights and there was fog on the stage as well to add more emotion to the song. In 2003, The Stones released this as a maxi-single, with 4 versions of the song. The original was there, as well as remixes by The Neptunes, Fatboy Slim, and Full Phatt. The industrial band Laibach released an entire album containing different covers of this song. The character and tone of the covers are largely very different from the Stones’ version. In the opening track the lead singer sings/shouts in a very deep bass voice with a thick Slavic accent. One of their covers contains references to the violence at the Altamont raceway. In 1969 a fan was fatally stabbed during a performance of this song and they didn’t play it live for 7 years because of this.

Proton Was Incorporated In May Marketing Essay

Proton Was Incorporated In May Marketing Essay Introduction Proton was incorporated in May 7, 1983. Proton is Malaysias first national car maker company. Proton is a Malaysian automobile manufacturer headquartered in Subang Jaya and Shah Alam, Selangor, Malaysia, with a manufacturing plant in Tanjung Malim, Perak. It all began in 1979, Malaysias Father of Modernization, Tun Mahathir Mohamad, (the Deputy Prime Minister of Malaysia), mooted the idea of establishing an automotive assembling and manufacturing industry in our country. Proton successfully produced its Malaysias first car, the Proton Saga, which is commercially launched on July 9, 1985 by our prime minister who had originally conceived the idea of a Malaysian car (History of Proton Malaysia, 2010). Protons objectives include the development of indigenous research and development capabilities, world class manufacturing and production standards, design capabilities as well as a presence in the global market. To further cement their successes, they come out with the new model such as Persona, Exora, New Saga and Preve. According to Prime Minister Datuk Seri Najib Tun Razak, Proton Preve has been developed accordance with global standards of quality and safety (Proton unveils latest car model the Preve, 2012). Today, they are constantly seeking progress that drives PROTON as a brand that encompasses not only making the best cars, but embracing the values that comes with it. Currently, export is one of the mode entries that Proton is using to expand its market. For instance, Proton cars are making their mark internationally as competitive and innovative automobiles. They are now being exported to 50 countries including the highly competitive United Kingdom and continental European markets. In order to reach the commitment from customers, business associates, shareholders, government agencies, and employees, Proton is realizing its goal of being an internationally successful Malaysian automotive manufacturer. It is achieving this by being customer oriented and by producing competitively priced and innovative products. Besides that, Proton has agreed with Chinas carmaker company, Hawtai Motor Group Ltd on Memorandum of Understanding (MoU to gain collaboration in product development and give licensing on its current models to Hawtai Motor Group to be manufactured by Hawtai in China (Proton signs MoU with Chinas Hawtai Motor, 2011). Main purpose for this collaboration is to develop the new models by sharing the cost and joint design. This enables Proton to lower down their cost and discover the potential cross-supplying of components from local Malaysian vendors to China. Proton also has relationship with the Youngman Automobile Group located in China. Youngman Automobile Group has been buying the Gen2 model from Proton since 2007 and selling the model under its own brand name. Proton is an automobile technology that is the pride and symbol of Malaysian innovation and dedication. Proton is preparing ahead now, with a view to globalize throughout the world. They will be breaking new grounds, opening n ew markets, and delighting new customers. Current Expansions Joint Venture Proton Holdings Berhad has a joint venture with Chinas Hawtai Motor Group Ltd to extend their expansion to China. They had come out with an agreement of Memorandum of Understanding (MoU) with Chinas Hawtai Motor Group Ltd to explore collaboration in their product development that allow Malaysian car manufacturer to expand their business to China (Zaharin, 2011). Besides, Proton will also license its current models which are Proton Exora and the upcoming model presently coded P3-21A to Hawtai Motor Group. These two models will only sell in Chinese domestic market and there are under Hawtai brand and maybe with co-naming with Proton because they had joint venture to extend their brand to worldwide so that everyone in different country will know their brand (Zaharin, 2011). According to Proton Group Managing Director, Dato Sri Haji Syed Zainal Abidin, Proton are now concerning into new models that manufactured by Hawtai Motor Group and it is suitable to redevelop to act as the substitut e for existing Proton models so that the development and tooling costs will be shared by both companies (Proton signs MoU with Chinas Hawtai Motor, 2011). Partnership Proton-Lotus engineering is also having partnership with Youngman. Youngman is a family-owned company which is located in Jinhua, Zhejiang and now it has renamed itself as Engineered by Lotus. The car with the brand name of T5 SUV is the production of car upon the partnership between them. T5 SUV is the extended form of Gen-2 platform and it will use engines from Protons CPS upwards and will be priced in the range of RM 50,000 to RM 75,000. In order to going global, they also designed right-hand drive version and also left-hand version so that the model can be acceptable by all the nations and sold worldwide (Vong, 2012). Proton Holding Berhad is also carry out partnership with Mitsubishi Motors Corporation which is located in Japan. This partnership was found to be failing due to the lack of technology transfer in year 2005. Proton has established a 20 years old relationship with Mitsubishi, but in the end it still broke down (Tan, 2005). However, Proton and Mitsubishi still wish to extend their partnership option in year 2008. Upon the partnership, Mitsubishi will be able to deal with the development and production of all vehicles which is under Proton brand and Proton also allows building new Mitsubishi-based vehicles (Klose, 2008). Export    Since 1983, Proton has established its automotive position consistently in producing and exporting cars. Currently, Proton has risen to a level where it has exported to more than fifty countries which include traditional export markets such as United Kingdom, Asia and South America including Australia, Turkey, Russia, India, Laos, Egypt and Argentina. Other than that, Proton is also aggressively expanding their business in other countries including Middle East and South Africa (Gabilaia, 2001).  However, Proton  does not export cars in the United States because of strict American regulations (Aero, 2012  ). Proton started its international exporting in the late 1980 which exports from Malaysia to other right hand drive markets like New Zealand. However, it was not as success as compared to the United Kingdom so Proton had withdrawn from the New Zealand market in 1990 (Mandalina landy, 2009). When Proton first export of cars in Europe was started in 1988 where it exported to Republic of Ireland and a year later, they expand their export market to United Kingdom. There was a large unit of cars being exported to United Kingdom and Ireland in 1989 since the United Kingdom is the largest export market of Proton. They export the cars through its distributor in UK which is its subsidiary, Proton Cars (UK) Ltd. When Proton decided to export their car in UK, it shows a significantly improvement on the overall sales performance and increase in production units. According to Mandalina landy, Proton somewhat suffered poor quality product has made Protons image in UK being affected included the sale s of the car dropped 14 900 units in  1993  to 4 600 in  1998. In addition, Proton also has suffered for intensive competition from other countries in automotive industry such as Japanese and South Korean carmakers. Therefore, Proton is too rely on its major export market in United Kingdom, Proton can export to other European countries since the company has not much expansion towards European countries. Even though ASEAN Free Trade Area (AFTA) agreements has been reduced the trade of entry to ASEAN country makes Proton decided to make further expansion to ASEAN country (Mandalina landy, 2009) but it just with a small units of car exports to Singapore, Indonesia, Thailand, Brunei, Nepal, Pakistan, Philippines, Bangladesh, and Sri Lanka. Thus, it contributed to lower in term of Protons production and profitability. There are six original members of AFTA: Brunei Darussalam, Indonesia, Malaysia,  Philippines, Singapore and Thailand. Now AFTA has included 4 members which are Vietnam, Laos, Myammar and Cambodia (Gabilaia, 2001). According to Aero, Proton does not officially exported their car to Vietnam. Besides, South Africa is the second country after Singapore where Proton has exported Satria Neo (Thestar, 2006). Proton would still retain its status as a national carmaker, but they will be focusing on its export markets (Choong, 2012). This can help Proton to offset the poor sales pe rformance on other export markets such as european market. Generally, Proton enters into some other countrys market via signing a distributor agreement with local based distributor such as Indonesia, Thailand and Australia. Forward  integration  is one of the strategies in order for Proton to gain the ownership control of its distributor. Thus, through signing distributor agreement that Proton as owner and controller of the distributorship of Proton cars can increases its control over its distributor. Besides, countries with left hand driving culture such as Singapore and Australia, Proton are producing and exporting left-hand car models to enter the market whereas neighboring market such as Thailand and Indonesia, Proton are serving them with right hand drive model of cars. Since car exports  are contributing substantial revenues for Proton. Therefore,  from 2008 onwards, Proton plans to push for annual car exports to 100,000 within the next few years (Neil McDonald, 2006). Acquisition Due to a lack of technology transfer, Proton has ended partnership with its major supplier Mitsubishi Motor in 2004 (Alborz Fallah, 2007). However, it does not affect Proton much regarding the supply of component part since they had been acquired Lotus Cars Company in 1996. Through acquisition, Proton able to obtain an additional source of engineering and automotive expertise since Lotus is well known with its engineering design and technology knowhow. According to Gabilaia, Proton is doing research and development with Lotus engineering and Petronas Formula1 team in order to build their own national car with their own engine without relies on the some component part supplied by Mitsubishi. As Proton was lacking of competitiveness in domestic and international markets, several measures were taken to upgrade the company over the years. The turnaround point was through acquisition of Lotus by Proton, Proton  is gaining the advantages from lotus in term of a major RD house through the well regarded  Lotus  Engineering as well as enter into European market which have been traditionally less responsive to Proton. Since Proton did the usual mistake among late coming automakers exporting from the very start to expand to the most competitive markets in the global North, it had made Proton suffered poor image quality. Thus, Proton regain the opportunity to go after a completely different customer segment without eroding the Proton brand in European market through acquired Lotus (Abdur-Rahman Syed, 2011). Future Expansions Partnership Proton has expanded over 50 countries in the world but they have yet to capture a big presence in Asia nations. As we know, India has the worlds second largest population in nations after China. Proton should target India to expand their operations since Indias market is not as compact as China yet which is still very prospective. As the failure of developing a concrete partnership agreement between German automaker Volkswagen and Proton (Paul Tan, 2006), Proton should gain another partner to broaden their market. Thus, we suggest Proton to pursue a partnership with the Japanese car-maker, Maruti Suzuki, a subsidiary company of Suzuki Motor Corporations which is a carmaker leader in India. Maruti Suzuki is a leading automobile manufacturer and the market leader in India car segment. By having a partnership relationship with Maruti Suzuki, Proton can easily capture the Indian market by the existence of well brand reputation of Maruti Suzuki in India. Maruti Suzuki has established a highly profitable joint venture with the India government that creates nearly monopolistic trade in the Indian automobile market. This is also one of the reason why Maruti Suzuki able to become Indias largest passenger car company. Through this joint venture, Proton can avoid many complex regulatory procedures from government department while entering India market. On the other hand, in order to continually dominate India domestic car market opportunities, Proton can propose to Maruti Suzuki with its multi-purpose vehicle (MPV), Proton Exora to be launched to the India domestic market. Although Maruti Suzuki has its own MPV in India but the price is much higher than Proton Exora. Indias car market does not have much (MPV) with a lower price. Proton Exora can offer a lower price than other MPV cars currently existing in the market. The proposal is likely to be successful because the MPV cars price is much higher than Proton Exora. Besides, Proton can collaborate with Maruti Suzuki in making diesel-powered car. The demand for diesel-powered vehicles has surged in the country following the widening gap between prices of petrol and diesel. (Maruti Suzuki may not meet 10% sales growth target in FY13, 2012) The gap between prices of petrol and diesel widening from Rs9.83 to Rs25 now, obviously there has been a shift in demand towards diesel. Proton can support the manufacturing process of diesel car by exporting their technology from Malaysia to India. For example, Lotus Omnivore engine which offers a 10% increase in fuel efficiency compared to stratified direct injection engines. Based on Protons current practices, we know that Proton is exporting their cars to its major countries like United Kingdom. This practice indicates that their exporting strategy is too narrow because they just focus on exporting large units in one country. Proton should focus more in exporting large units of cars to ASEAN country like Indonesia, Thailand, Vietnam, Pakistan and so on. It is because these countries have the lower-cost based locations where it can provide low-rate of warehouse to put their cars (Hills, 2011). Moreover, it can also lower the paid for substantial costs of establishing manufacturing operation compared to United Kingdom (Hills, 2011). Another issue of exporting cars is the transportation costs; in which it requires high exporting cost to export car units to other countries (Hills, 2011). This will lead to low profitability and high expenses. Proton should try another mode entry instead of exporting, they can choose manufacture their car units regionally like wholly owned subsidiaries (Hills, 2011). Recently, Proton has selected a new entry mode like joint ventures with Chinas Hawtai Motor Group Ltd in China (Zaharin, 2011). The disadvantage of this practice is risky because it will reduce Protons controlling power to its partner (Hills, 2011). For example, Proton Exora and P3-21A only can sell in China and it is under Hawtai brand. It shows that Proton has no power to make any decision in China market. In addition, Proton would not have the full control over their partners. A good example, all models will be manufactured by Hawtai Motor Group for redeveloping to substitute Proton models in China (Zaharin, 2011). Furthermore, this practice would lead to battles and conflicts for control between the firms if their main objectives and goals are different and it may arise different point of views. For example, Proton Holding Berhad and Mitsubishi Motors Corporation where the partner give a slow pace of technology transfer and lead to end up their partnership in 2005 (Tan, 2005). This kind of problems would be serious if both of the firms are from different country due to the different views and perceptions. In order to prevent this problem arise, one of their partner must have a full controlling interest (Hills, 2011). Acquisition Acquisition is a good expansion strategy to be implemented but a suitable acquisition is vital in order to make profit. Acoording to Proton Cars Berhad managing director, Dato Syed Zainel, Proton is looking forward to be more export oriented in the future. Protons strategies dovetail particularly in the areas of quality enhancement and improvement, cost improvement and enhancement of production efficiency (Future plan- Proton, 2008). In my opinion, Proton should acquire carmaker which has more similarity of car category as Proton such as Mitsubishi. Instead of partnering with Mitsubishi, Proton should acquire their company since Proton is funded by government and has higher capital compared to Mitsubishi, a fully private owned company. Mitsubishi is also a well recognized carmaker company globally which can help Proton to boost up its brand name. Currently, Proton is already the partner of Mitsubishi Corporation under the partnership with EON Berhad since 2005 (Mitsubishi Motors, 2012). Mitsubishi is making losses in the European countries due to difficult operating environment and in debt-hit continent and is expecting to end manufacturing automobiles in Europe by end of 2012 (Loss-making Mitsubishi, 2012). This condition would be a favorable opportunity for Proton to acquire Mitsubishi. By acquiring Mitsubishi, Proton can gain benefit by sharing Mitsubishis global network to make exportation to uncovered regions such as North and South America, Africa and Oceania which are already the global network of Mitsubishi (Global Network Mitsubishi, 2012). In North America, Proton can export its car to countries like United States, Canada and Mexico which made up of high income (U.S.A), middle income (Canada) and lower income (Mexico) customers. With these varieties of income level, Proton should export cars of different price ranges to fulfill the American requirements. Currently, Proton does not export their cars to United States of America due to strict regulation of their government. By acquiring Mitsubishi, Proton can gain benefit by indirectly scheming into the American market. In Africa, Proton can export its car to countries like Zimbabwe, Nigeria and Kenya which mostly are made up of low income citizens which cannot afford expensive cars. Proton can produce cars which are of lower prices compared to prices of other carmaker companies offering them in the market to capture the African market. Meanwhile, Proton can scheme into customers that are not so fussy in countries like New Zealand and Palau in Oceania. Oceania societies are not very fussy in picking up car brand like Proton may be new to them but able to prosper at the same time. Other than using Mitsubishis global network to do exportation, Proton can get benefit by adopting Mitsubishis Japanese technology which is very innovative, effective and efficient. As we know, Proton often criticized for not being innovative enough in designing their car models. By acquiring Mitsubishi, Proton can gain full ownership of Mitsubishis Research and Development centre. Thus, Proton can send its local engineer to learn the Japanese innovation and technology. Mitsubishis technology also can benefits Proton by enhancing the quality and production efficiency of Protons car and making cost improvement As mentioned in the current expansion, Proton had acquired Lotus which has a strong market branding in the European continent (Lotus Purchased by Proton, 1996). Proton can use Mitsubishi technology to manufacture their cars and at the same time uses the Lotus branding to market their cars to the European continent to reposition both Mitsubishi and Proton among the European countries. By acquiring Mitsubishi in the future not only Proton can improve the production of their car in terms of quality but can also globalize our local brand across all continents. Conclusion In conclusion, Proton is an example of successful national car maker. Due to strong government support, Proton car became an icon of both personal and national success in Malaysia. Proton provides good quality and affordable car in order to encourage local residents to purchase and promote patriotism. There are plenty of ways of expanding a business. Proton has been expanding their business in other countries to fit the customers changing needs and also competing in this highly competitive market. The first current expansion strategy used by Proton is by exporting their product to other countries. Proton had successfully penetrated into United Kingdom, South America as well as Asian countries after meeting a number of challenges in terms of quality problems and regulations of other countries. Subsequently, acquisition is also one of the expansion strategies. Proton had acquired Lotus after ended its partnership with Mitsubishi. Proton is gaining the advantages from Lotus in term of a major RD and expertise to develop its own engine without relies on Mitsubishi. In 2011, proton has joint venture with Chinas Hawtai Motor Group Ltd to extend their expansion to China. Proton will license its current models which are Proton Exora and the upcoming model presently coded P3-21A to Hawtai Motor Group to extend their brand to worldwide so that everyone in different country can recognize their brand. Proton Holding Berhad was carrying out partnership with Mitsubishi Motors Corporation which is located in Japan. This partnership was a failure due to the lack of technology transfer in year 2005. On the other hand, we recommend Proton to pursue a potential collaboration with the Japanese car maker which is also the car maker leader in India, Maruti Suzuki. Maruti Suzuki is a leading automobile manufacturer, therefore it can easily capture the Indian market by the existence of well brand reputation in India. We also recommend Proton to collaborate with Maruti Suzuki in making diesel-powered car due to the reason of demand for diesel-powered vehicles has surged in the country following the widening gap between prices of petrol and diesel. Proton can also use acquisition for their future expansion. We recommend Proton to acquire Mitsubishi and use the Mitsubishi technology which can help in enhancing quality and productivity as well as cost improvement of Protons cars and at the same time uses the Lotus branding to market their cars to around the world. Mitsubishi also has a wide global network which they had already expended to all regions in the world. By acquiring Mitsubishi, Proton can benefit from using their global network to do exportation. To achieve an excellent result, Proton will have to constantly strive to be at the forefront of the industry. Proton also has to persistently improve its products and services in the wake of increasing competition in this market. Their mission is to dominate the pursuit of being the first choice of car making company for Automotive Products Services.

A Feminist Perspective of John Updikes A&P :: A&P Essays

A Feminist Perspective of Updike’s A&P Two Works Cited John Updike’s story, "A&P," starts off: "In walks three girls in nothing but bathing suits," and that pretty much sums it all up (Updike 1026). In the story, not only are the girls in bathing suits looked upon as sex objects, but other women are negatively viewed as witches, farm animals, or slaves. This story is about how a young man in the early 1960’s viewed women as a whole, including his own mother. At the beginning of the story Sammy complains about an older woman, a fifty-year-old "witch" with rouge on her cheekbones and no eyebrows, who is waiting to check out her groceries. She gets annoyed with Sammy because he is too busy drooling over the young flesh which has just walked in the door (Updike 1026). The first half-naked girl who walks into the A&P and catches Sammy’s eye is a chunky girl with a two-piece plaid bathing suit on that showed off her "sweet broad soft-looking can" (Updike l026). As if staring at this girl’s backside wasn’t enough, Sammy also noticed "those two crescents of white just under it, where the sun never seems to hit" (Updike 1026). How would this girl feel if she knew just how intensely this guy was scoping her out? Or better yet, how would you feel if someone’s eyes were glued to your backside when you were grocery shopping? That behavior, no matter what she was wearing, is totally unacceptable especially in a grocery store. Is Sammy at fault for not having any self control? It might be acceptable for this nineteen-year-old guy to check out a girl in her bathing suit; however, that would not have excused old McMahon, the deli guy, who patted his mouth and "sized up their joints" as the girls walked away from the counter (Updike 1027). "Goony-Goony," the next victim of Sammy’s intentional harassment, was presented in the story as a rather tall girl with "black hair that hadn’t quite frizzed right" for Sammy’s taste (Updike 1026). He found some reason not to be interested in this girl, probably because he was intimidated by her height. Obviously, perfection was not something he saw in anyone, except maybe the girl he referred to as "Queenie," who Sammy says, "has the nicest two scoops of vanilla breasts" he has ever seen (Updike 1028).