Process Analysis Essay on Coming into Language Example | Topics and Well Written Essays - 750 words - 6

Process Analysis on Coming into Language - Essay Example Supporting arguments and claims in a text using evidence from a book is important whenever an author presents a text. However, in the essay, the author does not provide any evidence from the original text. Although there are assertions and claims made concerning events that happened in the life of Baca, there is no evidence in dictating that the author drew reference from the actual text read. In most cases, a book could have a number of prints, or different editions; others could have different versions. This necessitates reference to the book used while drawing the conclusions of the essay. However, this aspect does not appear in this essay. Although the audience can identify with the text, while others could have read the book, directing them to the actual cited pages is important in order to make clear of their ideas. Quoting an actual text not only gives evidence of the author’s text but also makes their arguments stronger. Although the essay uses quotes from the actual t ext as evidence of the arguments raised, the lack of pagination of these quotes makes them irrelevant. By using direct quotes from the actual text, it makes it possible for the audience to make a quick reference of that text to the actual text. Anybody reading a text and wants to draw reference to the actual text used, the direct quotes give them guidance to the actual page numbers used in the text. However, the failure of the author in this essay to include page numbers of the quoted texts makes the quotes invalid. For instance, a reader who would wish to draw reference to â€Å"their language was the magic that could liberate me from myself, transform me into another person† and â€Å"reading was a waste of time, and nothing could be gained by it† as quoted in para (2) would hardly find them due to the missing page numbers. Further, â€Å"island rising beneath† and â€Å"like the back of a whale† in para (3) have no pagination as well. Subsequently, the audience would have to read the entire book in order to find these particular quotes. The flow of ideas in a text in most cases determines the perception of the audience about the particular text. Ideas that flow in a logical and sequential manner makes it interesting for the audience to read. By chronologically presenting arguments, an author shows the conception of the idea, its maturity and later the conclusion. Additionally, an author could draw recommendations from the text (Tanselle 20). However, a text organized in a haphazard manner lacks a captivating aspect, making them hard to read. The essay does not have a proper flow of ideas and chronology of events, something that makes it difficult for the audience to follow. While the author narrates about the events that happened to Baca after his release from prisomn in para (3), he later goes back to the time of his prison the fourth paragraph. Such a presentation could confuse the audience, thus making them hate the actual tex t. The essay, though shallow in the analysis, reveals the book to be an inspiring piece (para 1). Further, it hints that the story is about a character and the actual author who learnt to read and write while in jail (para 1).  

Ma in Management †Strategic Analysis Module Essay Example for Free

Ma in Management – Strategic Analysis Module Essay SAA 1 – Evaluating the Suitability of EasyJet’s strategy EasyJet’s existing strategy can be characterised as low price/low value added (route 1 on the strategy clock) concentrating on Luton and Liverpool hubs (not the main UK airports) and targeting routes with little direct competition from other airlines (which builds up elements of access and variety based positioning). EasyJet exploited the major environmental change that resulted from the initial liberalisation of the EU airline market. The attractiveness of this â€Å"low cost† strategic group within the market has brought in new competitors (like BA’s GO) so the industry structure is changing. EasyJet’s decision to buy new aircraft and open new routes can be seen as an attempt to pre-emptively protect and build on their current position. The deals with Geneva airport and TEA also allow them to exploit an EU â€Å"open skies† agreement with Switzerland if finalised using the same strategic approach. The strategy is largely expanding upon existing capabilities in operating a low cost airline. Expanding the fleet of aircraft potentially offers cost efficiency advantages in terms of economies of scale and scope across a bigger number of routes. Standardising on new Boeing 737-300s and 737-700s should also help minimise operational costs as well as the purchase economies from the deal (discounts). Other parts of the value chain are also consistent with this low cost approach – headquarters at Luton rather than a more expensive location (although not mentioned in the illustration the HQ is pared down to a minimum to reduce overheads. Aircraft maintenance is also contracted out). As EasyJet is privately owned then the massive increase in gearing implied by the financing of new aircraft is perhaps less unattractive to investors than would be the case if the company was public. Ideally, it would be helpful to have more information on EasyJet’s current value chain and its capabilities to deliver the â€Å"low cost† approach. The big strategic issue to be resolved is the extent to which their current positioning is defensible if they start to expand – with risks from competitor reaction, perhaps from airlines previously unaffected by their strategy and the capabilities of EasyJet to deliver the same strategic approach on five-times the scale. SAA 2 – Evaluating the Acceptability of Easyjet’s strategy The risks of the new strategy are related to the extent of expansion – both strategically in terms of their ability to deliver on a bigger scale (a five-fold expansion of operations) and financially in terms of the impact of long-term gearing (loans from the banks). Their existing capabilities in this type of business (they were one of the first in Europe) and the potential use of equipment trust certificates to re-finance the purchase at a later date might help. There are few details about the potential returns in the illustration, but this seems to be an expanding sector in which EasyJet already has an established position. It seems to make strategic sense in terms of both protecting their existing position and creating the potential to exploit new opportunities (Switzerland) but more information on projected passenger volumes and revenues would help in assessing both returns and risks (e.g. ROCE, NPV, payback and break-even). As a privately owned airline then the number of key stakeholders is at least reduced by not having shareholders, Stelios Haji-Ioannou is the owner and chief executive. However, the banks are going to be particularly interested in the company given their exposure in terms of gearing – though they should be supportive providing the revenue flows increase as planned! Given the leanness of the organisation then the employees are likely to have a strong input. Governments are likely to be supportive of EasyJet’s approach as it encourages competition – though some may have closer ties to â€Å"national flag carriers† who are potential competitors. SAA 3 – Evaluating the Feasibility of EasyJet’s strategy EasyJet has built up experience as a successful â€Å"low cost† airline and the proposed strategy is an extension of existing capabilities. The cultural web of the organisation is also not likely to see major changes and create problems of managing implementation. The question is whether the system can be stretched into a five-fold expansion. The expansion into Switzerland, with the deals with Geneva airport and TEA, including the switch to Boeing 737s, would seem to be strategically sensible given the potential â€Å"open skies† agreement. The alliance, with an option to acquire TEA, should also offer synergies whilst reducing the risks of further stretching the existing EasyJet system. Financing is a major issue for this strategy – the cash flow for the aircraft deposit and long-term bank loans may indicate adequate financial resources, but conclusions depend upon an examination of this part of the deal in terms of impact on the company’s capital structure (gearing) and cash flow projections. Given the banks have leant the money then some judgements can be implied but, in practice, this would be a critical part of the overall strategy evaluation.

Causes Of The Punic Wars History Essay

Causes Of The Punic Wars History Essay The Punic Wars were a sequence of three battles that were fought in the period 264 to 146 BC between Rome and Carthage. They were the largest battles of the time. The main reason for the occurrence of the battles was the conflict in the vested interests of the Carthagian Empire and the rapidly expanding Roman Empire. The Romans saw the need to expand their vast empire through Sicily, which was then an important hub, and was partly under Carthagian control. Carthage, being the dominant power in the West of the Mediterranean and strong in its naval power, resisted all advances by the Roman Empire, which was an extensive maritime empire. This resulted in the first of three major wars that were characterized by a number of battles. At the end of wars fought for over a century, Rome emerged victorious in the Roman-Syrian War with the defeat of Seleucid King Antiochus III the Great and went on to be one of the most powerful empires of the time till the fifth century A.D Carthage was a powerful thalassocratic city in modern day Tunisia. It had the largest navy and fought its wars through mercenaries, especially Numidian, rather than a permanent, standing army as was the case with the Roman Empire. In 264 BC, the Roman Empire conquered the Italian peninsula to the south of River Po bringing the conflict between the two rivals to a boiling point. This triggered the First Punic War that lasted between 264-241 BC. The First Punic War was mainly a naval war which was also partly fought on land in Sicily between Hiero II of Syracuse and Mamertines of Messina. The Mamertines first enlisted the help of the Carthagians but went on to betray them and sign a treaty with the Roman Senate. This led to the Carthagians to directly support Hiero bringing them at loggerheads with the Roman Empire for the control of Sicily. In 261 BC, after a defeat at the Battle of Agrigentum, the Carthagians resolved to fight their battles at sea rather than on land. They consequently successfully fought the Romans at the Battle of the Lipari Islands in 260 BC. Rome decided to expand its existing fleets to over 100 warships in two months so as to counter the all-powerful Carthagians in the sea. They were specifically designed to incorporate a Corvus so as to facilitate sinking and ramming of Carthagian ships. This guaranteed a stream of successes for the Roman infantries except for the Battle of Tunis. In 241 BC, the Cart hagians signed a peace treaty with the Romans in which they were forced to evacuate Sicily In addition to paying an enormous war indemnity. Further, in 238 BC, the Carthagians lost the islands of Sardinia and Corsica to Rome during the Mercenary War. This ensured that Rome was the superpower and could comfortably control any sea-borne or land invasion of Italy, all sea trade routes in the Mediterranean and further invade foreign shores so as to expand the Empire. Rome further fought and conquered colonies through the Illyrian Wars. Carthage was however forced to retreat and build its finances and expand its empire in Hispania. In the ensuing period between 238 BC and 219 BC, several trade agreements and mutual alliances between Carthage and Rome took place. These treaties were mainly about the release of all 8,000 Roman prisoners without ransom and the handing over of all deserters serving in the Carthage army. This latter section of the agreement was not adhered to leading to a reject of the treaty by the Roman senate and an increase in the indemnity fines. This therefore resulted in a liquidity problem in Carthage leading to the Mercenary war in which the mercenaries that had previously fought for Carthage to revolt due to loss of power over the sea-ways. With a comfortable win, Carthage and Rome enjoyed relative peace till 219 BC when Hannibal, having silver riches conquered by his predecessor Hamilcar Barca and a large native army from the subdued native tribes such as the Celts of the Po River, attacked Saguntum which was by then under special protection by Rome under conquest termed as the Iberian Co nquest. The Second Punic War occurred between 218-201 BC. Hannibal, leading the Barcid Empire, and allied to the Carthagians, crossed the Alps and invaded Italy in a series of highly successful battles. Hannibal, however, never attained the goal of creating a major division between Rome and its allies. These wars were fought on three frontiers. First, in Italy, Hannibal fought the Romans; secondly, in Hispania, Hasdrubal, a brother to Hannibal, constantly defended the colonies conquered and finally in Sicily, Rome fought for control which was further troubled by the continuing First Macedonian War. After a successful attack on Saguntum, Hannibal went further on to surprise the Romans by attacking Italy. Although he managed to win that particular battle, and also the Battle of Trebia, The Battle of Trasimene and the Battle of Cannae; he lost his only siege engines and most of the elephants and men to the icy mountains thereby strategically losing the battle in Rome which would have ensured a win of the entire war. His war strategy, which was to turn the allies of Rome against it since he could not take Rome on due to insufficient men, failed. Except for a few southern states, the rest remained loyal. Rome further drafted army after army after the defeats which ensured Hannibal was cut off from aid. Hannibal also never received any substantial reinforcements from Carthage which prevented him from decisively conquering Rome and ending the war at a win. The war raged for fifteen years during which the Roman Empire was unable to conclusively end the battle since Hannibal was a master general coupled with the fact that they were already engaged in the Macedonian Wars. Hannibal, realizing he was eventually running out of supplies, decided to retreat to his home base in Africa in aid to an attack waged by Rome but was thoroughly defeated in The Battle of Zama. In Hispania, Hasdrubal was soundly defeated by a young Roman commander, Publius Cornelius Scorpio. He therefore decide d to abandon Hispania so as to reinforce his brother Hannibal. This alliance was later trampled upon ending the Second Punic War in 201 BC. The Third Punic War, which lasted between 149-146 BC, was invoked by the extended Siege by Rome on Carthage and its consequent complete destruction. There was growing resurgence by Hispania and Greece against Rome coupled with the tangible increase in Carthagian wealth and martial power. The Roman Treaty incorporated a clause in which Carthage was to have no military thereby suffering attacks from the neighboring Numidia, a favorite of the Roman Empire. All arbitrations were done by the Roman Senate which was heavily in favor of Numidia. After 50 years since the end of the Second Punic War, The Carthagians decided they were no longer bound by the treaty and mustered an army to combat the Numidian attacks. This Punic Militarism was heavily objected to by Rome especially by Cato the Elder who declared that Carthage must be destroyed. In 149 BC, Rome issued demands that could not be met such as the proposal to demolish Carthage and build it further from the coast into the interiors of A frica. This drew Carthage into an open fight with the Romans. Over a short period, Carthagians innovatively made a myriad of weapons and were able to resist initial Roman attacks on their city. However, a three year siege on the city ended the war in which the walls of the city were breached by the Romans under the command of Scipio Aemilianus, who burnt the city to the ground and aggrandized other Carthagian settlements. The Carthagians who were not killed were sold into slavery. This brought the Carthagian Empire to an end.

The True Love Between Viola and Orsino, as Compared to Other Relationships in Shakespeares Twelfth Night :: Literary Analysis, Analytical Essay

In Twelfth Night the relationships are anything but romantic. Shakespeare writes from the male point of view which implies an un-easy split between love and physical charm. In Twelfth night the romance is falsely produced by selfish desire. Duke Orsino and Viola stand out from the other relationships. By questioning the relationships between the other couples, Shakespeare highlights the true love between Viola and Orsino and the fake relationship of Malvolio and Olivia which is truly based on Malvolio’s desire of a higher status , despite his status and his personality , Malvolio tries to impress Olivia by dressing up in ridiculous clothes , which does far from his aim , and repulses Olivia. Twelfth Night consists of a large number of love triangles, however many characters are too indulged in love that they are blind to the untrue, and the weakness of their relationship, they are deceived by themselves and many people around them ( ex. Malvolio is tricked by Sir Andrew, Feste ,Sir Toby and Maria),but there are certain incidents where the love is true and two characters feel very strongly about one another. In the play, Viola and Orsino have the most significant relationship. The way they interact with each other causes the complexity on which the play is all about, their relationship turns from strangers to friends then lovers .In the First Act Viola is not honest with Orsino because she disguises herself as a male servant named Cesario in order to get closer to the duke. Orsino. Orsino quickly trusts Cesario and sends him to Olivia to declare Orsinos Love for her, the girl he most dearly loves. This quick bond is the fast example of their relationship. At the beginning of the play, Viola thinks her brother (Sebastian) is dead (after they’re deadly boat crash, where they get separated) when actually he is alive and thinks she is dead, Viola always seems to have a part missing from her which shows her bond with Sebastian is strong, and a part of her but in a brotherly/sisterly way rather than a proper relationship like viola and orsino, At the end of the play they meet and both fall in love , Viola with Orsino and Sebastian with Olivia. The True Love Between Viola and Orsino, as Compared to Other Relationships in Shakespeare's Twelfth Night :: Literary Analysis, Analytical Essay In Twelfth Night the relationships are anything but romantic. Shakespeare writes from the male point of view which implies an un-easy split between love and physical charm. In Twelfth night the romance is falsely produced by selfish desire. Duke Orsino and Viola stand out from the other relationships. By questioning the relationships between the other couples, Shakespeare highlights the true love between Viola and Orsino and the fake relationship of Malvolio and Olivia which is truly based on Malvolio’s desire of a higher status , despite his status and his personality , Malvolio tries to impress Olivia by dressing up in ridiculous clothes , which does far from his aim , and repulses Olivia. Twelfth Night consists of a large number of love triangles, however many characters are too indulged in love that they are blind to the untrue, and the weakness of their relationship, they are deceived by themselves and many people around them ( ex. Malvolio is tricked by Sir Andrew, Feste ,Sir Toby and Maria),but there are certain incidents where the love is true and two characters feel very strongly about one another. In the play, Viola and Orsino have the most significant relationship. The way they interact with each other causes the complexity on which the play is all about, their relationship turns from strangers to friends then lovers .In the First Act Viola is not honest with Orsino because she disguises herself as a male servant named Cesario in order to get closer to the duke. Orsino. Orsino quickly trusts Cesario and sends him to Olivia to declare Orsinos Love for her, the girl he most dearly loves. This quick bond is the fast example of their relationship. At the beginning of the play, Viola thinks her brother (Sebastian) is dead (after they’re deadly boat crash, where they get separated) when actually he is alive and thinks she is dead, Viola always seems to have a part missing from her which shows her bond with Sebastian is strong, and a part of her but in a brotherly/sisterly way rather than a proper relationship like viola and orsino, At the end of the play they meet and both fall in love , Viola with Orsino and Sebastian with Olivia.

Customer Eccentricity

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems.Companies are able to respond to changing cus tomer desires with high variety, high quality, low cost, and with very fast throughput times. Also, information management becomes much simpler and more accurate. A BRIEF HISTORY OF LEAN Although there are instances of rigorous process thinking in manufacturing all the way back to the Arsenal in Venice in the 1450s, the first person to truly integrate an entire production process was Henry Ford.At Highland Park, MI, in 1913 he married consistently interchangeable parts with standard work and moving conveyance to create what he called flow production. The public grasped this in the dramatic form of the moving assembly line, but from the standpoint of the manufacturing engineer the breakthroughs actually went much further. Ford lined up fabrication steps in process sequence wherever possible using special-purpose machines and go/no-go gauges to fabricate and assemble the components going into the vehicle within a few minutes, and deliver erfectly fitting components directly to line-si de. This was a truly revolutionary break from the shop practices of the American System that consisted of general-purpose machines grouped by process, which made parts that eventually found their way into finished products after a good bit of tinkering (fitting) in subassembly and final assembly. †¦ The problem with Ford’s system was not the flow: He was able to turn the inventories of the entire company every few days.Rather it was his inability to provide variety. The Model T was not just limited to one color. It was also limited to one specification so that all Model T chassis were essentially identical up through the end of production in 1926. (The customer did have a choice of four or five body styles, a drop-on feature from outside suppliers added at the very end of the production line. Indeed, it appears that practically every machine in the Ford Motor Company worked on a single part number, and there were essentially no changeovers. When the world wanted variety, including model cycles shorter than the 19 years for the Model T, Ford seemed to lose his way. Other automakers responded to the need for many models, each with many options, but with production systems whose design and fabrication steps regressed toward process areas with much longer throughput times.Over time they populated their fabrication shops with larger and larger machines that ran faster and faster, apparently lowering costs per process step, but continually increasing throughput times and inventories except in the rare case—like engine machining lines—where all of the process steps could be linked and automated. Even worse, the time lags between process steps and the complex part routings required ever more sophisticated information management systems culminating in computerized Materials Requirements Planning(MRP) systems .As Kiichiro Toyoda, Taiichi Ohno, and others at Toyota looked at this situation in the 1930s, and more intensely just after World War II , it occurred to them that a series of simple innovations might make it more possible to provide both continuity in process flow and a wide variety in product offerings. They therefore revisited Ford’s original thinking, and invented the Toyota Production System. This system in essence shifted the focus of the manufacturing engineer from individual machines and their utilization, to the flow of the product through the total process.Toyota concluded that by right-sizing machines for the actual volume needed, introducing self-monitoring machines to ensure quality, lining the machines up in process sequence, pioneering quick setups so each machine could make small volumes of many part numbers, and having each process step notify the previous step of its current needs for materials, it would be possible to obtain low cost, high variety, high quality, and very rapid throughput times to respond to changing customer desires. Also, information management could be made much simpler an d more accurate.PRINCIPLES OF LEAN The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve: 1. Specify value from the standpoint of the end customer by product family. 2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value. 3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer. 4. As flow is introduced, let customers pull value from the next upstream activity. . As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste. LEAN ACTION PLAN While every individual or company embarking on a lean journey will have different challenges based on their particular set of circumstances, there are several crucial steps that can help reduce resistance, spread the right learning, and engender the type of commitment necessary for lean enterprise.Getting Started †¢Find a change agent, a leader who will take personal responsibility for the lean transformation. †¢Get the lean knowledge, via a sensei or consultant, who can teach lean techniques and how to implement them as part of a system, not as isolated programs. †¢Find a lever by seizing a crisis or by creating one to begin the transformation. If your company currently isn’t in crisis, focus attention on a lean competitor or find a lean customer or supplier who will make demands for dramatically better performance. Forget grand strategy for the moment. †¢Map the value streams, beginning with the current state of how material and information flow now, then drawing a leaner future state of how they should flow and creating an implementation plan with timetable. †¢Begin as soon as possible with an important and visible activity. †¢Demand immediate results. †¢As soon as you’ve got momentum, expand your scope to link improvements in the value streams and move beyond the shop floor to office processes.Creating an Organization to Channel Your Value Streams †¢Reorganize your firm by product family and value stream. †¢Create a lean promotion function. †¢Deal with excess people at the outset, and then promise that no one will lose their job in the future due to the introduction of lean techniques. †¢Devise a growth strategy. †¢Remove the anchor-draggers. †¢Once you’ve fixed something, fix it again. †¢Ã¢â‚¬Å"Two steps forward and one step backward is O. K. ; no steps forward is not O. K. Install Business Systems to Encourage Lean Thinking †¢Utilize policy deployment. †¢Create a lean accounting system. †¢Pay your people in relation to the performance of your firm. †¢Make performance measures transparent. †¢Teac h lean thinking and skills to everyone. †¢Right-size your tools, such as production equipment and information systems. Completing the Transformation †¢Convince your suppliers and customers to take the steps just described. †¢Develop a lean global strategy. Convert from top-down leadership to leadership based on questioning, coaching, and teaching and rooted in the scientific method of plan-do-check-act . Integrate Six Sigma, Lean and Kaizen People spend months drilling the Six Sigma process and statistical tools 1-Sample Sign Test This is used to test the probability of a sample median being equal to hypothesized value. H0: m1=m2=m3=m4 (null hypothesis) Ha: At least one is different (alternate hypothesis)

Psychosocial Assessment Essays

Psychosocial Assessment Essays Psychosocial Assessment Paper Psychosocial Assessment Paper (2010). Direct Social Work Practice. Theory and Skills (8th ed. ) United States. Brooks/Cole Cengage Learning.