Working Girl Essay Example

Working Girl Essay Name: Course: Instructor: Date: We will write a custom essay sample on Working Girl specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Working Girl specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Working Girl specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Working Girl The motion picture, Working Girl, is a romantic comedy movie produced in 1988. The picture, whose director was the talented Mike Nichols, recounts the stirring account of a stockbroker’s secretary with big dreams and aspirations. The secretary works in the Mergers and Acquisition subdivision in an investment bank. She is called upon to fill the shoes of her immediate boss, who injures her leg during skiing, and begins developing and creating novel business opportunities. The movie was nominated for the role of Best Picture during the 61st session of the Academy Awards that took place in March 29, 1989. Tess McGill is an astute, formally employed individual having just graduated from university with a Business Degree. From Staten Island, Tess dreams of becoming an executive in a company. However, she finds herself in trouble when she insults her colleague and finds that she is given a different assignment. She thereby becomes the assistant to a different financial executive who is known as Katherine Parker. Coming off as a supportive person, Parker persuades Tess to contribute her ideas actively. However, Katherine Parker fractures her leg while on a skiing trip in Europe and requests Tess to fill in for her while she is recuperating. Later, she accidentally finds out that Katherine plans to steal one of her ideas. Consequently, she finds her boyfriend sleeping with another woman. Afterwards, she decides to organize a conference with another executive, Jack Trainer, whom she unknowingly sleeps with after taking alcohol and valium while suffering a panic attack. To her advantage, Tra iner is positive with her idea and helps Tess have a meeting with another executive, Trask. Additionally, she discovers that Trainer was in a relationship with Katherine. A scuffle erupts between Katherine and Tess after arriving on the day of meeting. She lays the blame on Tess, arguing that Tess has stolen her idea. However, Trask confronts Katherine after being convinced by Jack and Tess that it was Tess’ idea. Katherine stumbles and is fired by Trask who offers Tess an executive job in the company. There are various themes that the movie exalts especially pertaining to issues affecting women. In the past, women never had any right to work; instead, they were discarded as homemakers and mothers without any involvement in financial matters and decision making in the family. Consequently, men were the ones responsible for discriminating women. According to John Stuart Mill, men hindered women from taking part in jobs believing that they were protecting them from hurting themselves. He further asserted that, in real sense, men were afraid of what women could accomplish if allowed to pursue other opportunities (Mill, 54). The discrimination of women further accentuated the rise of women civil rights movement. The movements characterized feminism, which championed the rights of women. Despite the movements taking place in different time eras, they similarly advocated for economic equity, equal political power, sexuality freedoms, reproductive privileges, family issues, equity in educ ations and employment equality as brought out in the film (Flexner and Fitzpatrick, 201). The film is an interesting piece to watch especially the calculative and manipulative nature of Katherine Parker and the resilience. However, it should be noted that the movie does not only connect with women’s intricacies in the job sector, but also on upward mobility. This is indicated by the appraisal of Tess McGill’s status from an ordinary secretary to a corporate executive. Furthermore, the movie portrays the competitive nature in companies and businesses in order to move up the social ladder. This is indicated by the manipulation of Tess McGill by her former figurehead, Katherine Parker, by stealing her ideas and causing her failure, which will eventually lead to a disastrous outcome. There have also been instances of sexual connotations, which have mostly ensued between McGill and another figurehead, Jack Trainer that still portrayed the use of manipulative techniques to ensure upward mobility. Works Cited Flexner, Eleanor, and Ellen F. Fitzpatrick. Century of Struggle: The Woman’s Rights Movement in the United States. Cambridge, Massachusetts: Belknap Press of Harvard Univ. Press, 2000. Print. Mill, John S. The Subjection of Women. Lexinton, Kentucky: CreateSpace, 2012. Print.

Class Lecture essays

Class Lecture essays What were the differences between the environments faced by the Romans when the characteristics social and political institutions of their state were forming and those of the Greek world when the polis was taking form? How did the Romans react differently to the conditions they faced? What social institutions formed in Rome as a result, and how did these help Rome to create a large and stable empire? Romans created a civilization that has shaped subsequent world history for 2,000 years. The remains of vast building projects, including roads and bridges, enormous baths and aqueducts, temples and theaters, as well as entire towns in the North African desert, still mark Rome's former dominion. Cities throughout Western Europe stand on Roman foundations. Rome grew from a tiny settlement to an emerging empire while developing from monarchy to a republican form of government. The land and environment of Italy provided the Romans with a secure home from which to expand. Roman republic started with their conflict against the Latins, who tried to break away from Rome and fought a war. At that time Romans feared the Samnites, another group of people and they stopped fighting with the Latins and offered them to join in. In doing so Romans came up with the idea of latin citizenship, and then gradually as the Romans expanded their territory to the whole of Italy after some internal conflicts everyone in Italy was granted Roman citizenship, slowly as the Romans defeated other lands in the Mediterranean basin, they never tried to impose their rule on captured lands but made them states, which were allowed to rule under the Roman umbrella by paying taxes and provide services to the Roman Army accepting the Roman superiority. And as time passed by at one point in history everyone under the Roman Empire got Roman citizenship. The Roman aristocrats provided the leadership for the establishment of the Roman Republic, and they continued to dominate ...

The Controversial Role of Lobbyists

The Controversial Role of Lobbyists The role of lobbyists is controversial in American politics. Lobbyists are hired and paid by special-interest groups, companies, nonprofits, groups of citizens, and even school districts to exert influence over elected officials at all levels of government. They work at the federal level by meeting with members of Congress to introduce legislation and encourage them to vote in ways that benefit their clients. Lobbyists work at the local and state levels as well. Debate Over Their Influence What makes lobbyists so unpopular with the public? Their work comes down to money. Most Americans dont have the funds to spend on trying to influence their members of Congress, so they view special interests and their lobbyists as having an unfair advantage in creating policy that benefits them rather than the common good.   Lobbyists, however, say they simply want to make sure your elected officials hear and understand both sides of an issue before making a decision, as one lobbying firm puts it. There are about 9,500 lobbyists registered at the federal level, which means about 18 lobbyists for  every member of the House of Representatives  and  U.S. Senate.  Together they spend more than $3 billion trying to influence members of Congress every year, according to the Center for Responsive Politics in Washington, D.C. Who Can Be a Lobbyist? At the federal level, the Lobbying Disclosure Act of 1995 defines who is and who isn’t a lobbyist. States have their own regulations on lobbyists regarding who is allowed to seek to influence the legislative process in their legislatures. At the federal level, a lobbyist is defined by the law as someone who earns at least $3,000 over three months from lobbying activities, has more than one contact they are seeking to influence, and spends more than 20 percent of their time lobbying for a single client over a three-month period. A lobbyist meets all three of those criteria. Critics say the federal regulations arent strict enough and point out that many well-known former lawmakers perform the functions of lobbyists but dont actually follow the regulations. How Can You Spot a Lobbyist? At the federal level, lobbyists and lobbying firms are required to register with the Secretary of the U.S. Senate and the Clerk of the U.S. House of Representatives within 45 days of making official contact with the president of the United States, vice president, a member of Congress, or certain federal officials. The list of registered lobbyists is a matter of public record. Lobbyists are required to disclose their activities of trying to persuade officials or influence policy decisions at the federal level. They are required to disclose the issues and legislation they attempted to influence, among other details of their activities. Biggest Lobbying Groups Trade associations and special interests often hire their own lobbyists. Some of the most influential lobbying groups in American politics are those that represent the U.S. Chamber of Commerce, the National Association of Realtors, the AARP, and the National Rifle Association. Loopholes in Lobbying Law The Lobbying Disclosure Act has been criticized for containing what some feel is a loophole that allows some lobbyists to avoid having to register with the federal government. For example, a lobbyist who does not work on behalf of a single client for more than 20 percent of their time does not need to register or file disclosures. They would not be considered a lobbyist under the law. The American Bar Association has proposed eliminating the so-called 20 percent rule. Portrayal in the Media Lobbyists have long been painted in a negative light because of their influence over policymakers. In 1869, a newspaper described a Capitol lobbyist this way: â€Å"Winding in and out through the long, devious basement passage, crawling through the corridors, trailing its slimy length from gallery to committee room, at last it lies stretched at full length on the floor of Congress- this dazzling reptile, this huge, scaly serpent of the lobby. The late U.S. Sen. Robert C. Byrd of West Virginia described what he saw as the problem with lobbyists and the practice itself: Special interest groups often wield an influence that is greatly out of proportion to their representation in the general population. This type of lobbying, in other words, is not exactly an equal opportunity activity. One-person, one-vote does not apply when the great body of citizens is under-represented in the halls of Congress compared to the well-financed, highly organized special interest groups, notwithstanding the often plausible objectives of such groups. Lobbying Controversies During the 2012 presidential race, Republican hopeful and former House Speaker Newt Gingrich was accused of lobbying but not registering his activities with the government. Gingrich said he did not fall under the legal definition of a lobbyist, even though he did seek to use his considerable influence to sway policymakers.Former lobbyist Jack Abramoff pleaded guilty in 2006 to charges of mail fraud, tax evasion, and conspiracy in a broad scandal that implicated nearly two dozen people, including former House Majority Leader Tom DeLay. President Barack Obama came under fire for taking what appeared to be contradictory approaches to lobbyists. When Obama took office after winning the 2008 election, he imposed an informal ban on hiring recent lobbyists in his administration. Obama said later: A lot of folks see the amounts of money that are being spent and the special interests that dominate and the lobbyists that always have access, and they say to themselves, maybe I don’t count. Still, lobbyists were frequent visitors to the Obama White House. And many former lobbyists were given jobs in the Obama administration, including Attorney General Eric Holder and Agriculture Secretary Tom Vilsack. Do Lobbyists Do Any Good? Former President John F. Kennedy described the work of lobbyists in a positive light, saying they are expert technicians capable of examining complex and difficult subjects in clear, understandable fashion. Added Kennedy: â€Å"Because our congressional representation is based upon geographical boundaries, the lobbyists who speak for the various economic, commercial and other functional interests of the country serve a useful purpose and have assumed an important role in the legislative process. Kennedys ringing endorsement is just one voice in the ongoing debate about the perhaps undue influence wrought by monied interests. Its a contentious debate, contentious as democracy itself, since lobbyists play such a central role in the forging of policy and expression of varied groups interests.

See word Essay Example | Topics and Well Written Essays - 500 words

See word - Essay Example Because Oprah attached her name to that project and was a highly visible face for it, some people may link the abuse to Oprah and subsequently to Harpo as a company. While the scandal passed without much damage to Oprah and her brand, it shows what could happen if a company is more famous for its powerful leader than its brand image. 2. How might Winfrey go about ensuring that Harpo survives after her departure or in the event of a loss of faith on the part of the public? Is it possible to have a true leadership succession plan in these circumstances? Winfrey can help to ensure the future success of Harpo by making both short-term and long-term plans as to the future direction of the company. This can include the issue of leadership. Potential leaders should be identified and receive training to be able to enhance their skills. Ideally, these future leaders can receive some smaller tasks to get used to how the organization functions, and over time they can be given more responsibility. At the same time, Winfrey should be decreasing her role in the organization slowly so that she can guide the future leaders before she leaves the company. If Winfrey leaves the succession plan too long, then she may be forced to leave suddenly, which would require someone else to step up to the plate. That person would likely be overwhelmed at first and the company would suffer as a result. It is possible to have a true leadership succession plan, and it is wise for powerful leaders to create one. Harpo needs to include Winfrey in this process so t hat she can impart her wisdom and knowledge to the next leader, whoever that may be. In terms of influencing the employees around her, Oprah needs to be careful not to dismiss the concerns of others. Just because she holds most of the power within the company, it does not mean that she should not be receptive to new ideas. Employees may be in awe of Oprah due to her accomplishments and

Inequality undermines democracy Assignment Example | Topics and Well Written Essays - 250 words

Inequality undermines democracy - Assignment Example ality provokes a generalized anger that finds target where it can-immigrants, foreign countries, American elites, government in all forms-and it rewards demagogues while discrediting reformers†. I find this to be the key sentence because it encapsulated the ultimate danger that inequality can bring which is anger that begets hatred. The anger that begets hatred wrought by inequality as enunciated in those sentences to target where it can is not only in peculiar in the US but also in other countries and culture. In fact, these effects of anger wrought inequality are universal. What will change is the target but it will always find a target to vent that anger and hatred. Notice in countries, societies and cultures where there is so much anger, hatred, animosity, murder and other forms of onslaught – they have one common denominator which is inequality. Inequality which breeds poverty as Parker explained in his other sentence â€Å"creates a lopsided economy†. This inequality that breeds anger and hatred undermines democracy which explains why Parker ended his article with the sentence â€Å"Inequality undermines democracy†. He used the operating word â€Å"undermining† to illustrate that inequality is incompatible with democracy. Democracy, which provides an equal opportunity for all cannot thrive in an environment where equal opportunity cannot be had due to inequality. It cannot also thrive in any country or society where there is so much anger due to inequality because such anger would also target democracy

The effect of location decision on a business success

The effect of location decision on a business success 2.1 Introduction Todays competitive market demands companies to deliver their products and services as effectively and efficiently as possible. The distribution strategy is the key to the success. One of the key components of a distribution network is warehouse location. Location decision is considered as a long-term business strategic decision. The correct location decision can resulted in significant improvement in business processes and performance, and bring competitive advantages (i.e. cost saving, service quality, etc.) over its competitors. On the other hand, if a poor location decision was made, it could equally cost the company time, money and opportunity. The location decisions environment is dynamic and normally described as a multi-criteria decision. Furthermore, the globalisation and the rapid evolution of information technology have changed the characteristics of location problems. There are two major trends in facility location selection accordingly to Yang and Lee (1997). First, there has been an increased interest to gain potential competitive edge in the global marketplace. Second, small to medium-sizes communities has become more attractive to many businesses as new facility location. These two trends are influenced by the more advanced communication technology, better transportation infrastructure system, liberalised trade between countries, and so on. This allows company to select their facilities where they think has the most advantages (i.e. in land cost, labour cost, skilled labour availability, etc.). This chapter will start by identifying why a company needs to improve its logistics system, then defining the linkage between the organisations strategy and the logistics strategy, followed by the general roles of warehouse in distribution strategy. Then it will present the influencing location factors companies normally consider when they make location decisions. And finally in the latter section of this chapter, it will present literature reviews of decision aid techniques and model used in location decisions. 2.2 Logistics system and the changing business environment Why do we need to change our logistics operations and strategy? The main reason why we need to change is because the environment we live in is constantly and rapidly changing. In order to survive in this unforgiving environment businesses are forced need to change. There are many factors given by Rushton, et al. (2006) including increasing customer demand, reducing product life cycle, changing technologies, increasing pressures from competitors, and so on. The pressures for change given by Rushton, et al. (2006) are illustrated by the figure 1. Figure 1 Pressure influencing logistics systems 2.3 Logistics strategy Logistics strategy should aim to establish the most appropriate blend of storage and transport at a given customer service level. Efficient logistics and distribution strategies should reduce the total logistics costs and must take into account the interactions of various the various replenishment activities in the distribution chain (Rushton, et al., 2006; Teo Shu, 2004). Chopra and Meindl (2004) suggest there are four drivers to a successful distribution system: (1) Facilities location, capacity, operations methodology, and warehousing methodology; (2) Inventory cycle inventory, safety inventory, seasonal inventory, and sourcing; (3) Transportation mode of transportation, route and network design, and in-house or outsource decision; and (4) Information push or pull, coordination and information sharing, forecasting and aggregate planning, and enabling technologies. Bowersox and Closs (1996) suggest similar points but they also add another driver which is network design. They also claim that classical economics often neglected the importance of facility location and overall network design. Similarly but in more details, Alling and Tyndall (1994) identify ten principles that make logistics operations successful. They are: (1) to link logistics to corporate strategy; (2) to organise logistics comprehensively; (3) to use the power of information tech nology; (4) to emphasize human resources recognising the importance of quality human resources; (5) to form strategic alliances; (6) to focus on financial performance; (7) to target optimum service levels; (8) to manage the details pay attention to details as it can be significant savings; (9) to leveraging logistics volume through consolidating shipment volumes, inventories and the like; and (10) to measure and react to performance. Furthermore, when considering a distribution strategy, warehousing strategy is an important part and typically the decision makers or logistics planners has to answer these questions (1) should warehousing facilities be owned, leased or rented, (2) what is the optimal size and number of warehouses, (3) what are the optimal locations for warehouses, (4) what product line should be stocked at each warehouse location, and what market areas should be serviced from each warehouse location. (Stock Lambert, 2001; Bowersox Closs, 1996; Simchi-Levi, et al., 2003; Bowersox Closs, 1996; Geoffrion Powers, 1995; Bender, 1994; Stock Lambert, 2001; Greasley, 2009) Matching logistics strategy to business strategy The important key to achieving the strategic fit is the ability of the company to find a balance between responsiveness and efficiency that best matches the business strategy. Whatever strategies chose to implement by the company, there will be impacts. And the impact of the selected logistics and distribution strategy has to be assessed against the business strategy. Often these may involve undertaking some qualitative analysis where it is impossible to derive good quantitative measures. The main areas of where this will impact, they are (Rushton, et al., 2006): a) Capital costs this is the costs of new facilities, new equipments, and so on. In certain situations capital constraints can exclude otherwise attractive options; b) Operating costs the minimum operating cost is often the main criterion for selection between options. In some cases increased operating costs can be accepted in the light of future flexibility; c) Customer service Although options should have been developed against customer service targets, the selected short list must be examined for the customer service level achieved. The balance of the mix might have changed in an effort to reduce costs. Stock held close to the customer might need to be increased to improve service reliability. 2.5 Obstacles to achieving strategic Fit As many as there are many factors and influences to achieving the strategic fit in the supply chain, there are also many obstacles to achieving the same goal as Chopra and Meindl (2004) and few other writers mention. Few examples of the obstacles to strategic fit are: a) the variety of products the increasing variety of products tends to raise uncertainty and uncertainty tends to raise costs and reduce responsiveness within the system; b) the product lifecycles the decreasing product lifecycles also tends to raise uncertainty and reduce the window of opportunity to achieving strategic fit; c) the increasingly demanding customer customers demand for faster fulfilment, better quality, and better value for money for the product they buy, companies must be able to provide these just to maintain their businesses; d) the fragmentation of supply chain ownership less vertically integrated structure can result in difficult coordination to achieving strategic fit; e) the effect of globaliz ation difficulties raised by the invasion of foreign players. It is noticed that these factors are the same factors which drives the need to improve logistics system as determined in section 2.2. 2.6 The logistics and distribution planning framework Many authors agree on the first and the most important step, when planning the logistics and distribution, which is to identify the objective and strategies of the organization. Then it follows by the second step which is to gain a detailed understanding of the present position of the system. The rests of the procedures are identifying the options, analysing the options, comparing and evaluating the results, and developing a planning and implementation. A diagram illustrating the approach to distribution planning by Rushton, et al. (2006) is shown in the figure 3 below. Figure 2: An approach to logistics and distribution planning (Rushton, et al., 2006) 2.7 Optimal number of warehouses The optimal number of warehouses can be found by using a costing model, a model which takes into account of variable costs, particularly the transport and operating costs. Few facilities give low cost for inward transport, but high cost for outward transport, as they are, on average, further away from customers. On the other hand, more number of facilities can give higher cost for inward transport, but the cost for outward transport is lower, as they are, on average, closer to customers. Another cost that varies with the number of facility is the operating costs. Higher number of facilities means the company has to bear more expensive cost to operating these facilities. Operating costs also vary with facility size. Generally, larger facilities give the economies of scale; however, this is not always the case. Higher cost from operating larger facilities may come from the cost of supervision, communication, inefficiency and so on (Attwood Attwood, 1992; Bowersox Closs, 1996; Waters, 2003; Chopra Meindl, 2004; Rushton, et al., 2006). Figure 4 graphically illustrates the relationships between number of facilities and costs incurred. Figure 3 Relationship between costs and numbers of facilities. The need to hold inventories Prior to planning and designing logistics and distribution system, it is very important to be aware of the reason why a company need to hold stock. The most common objective of a supply chain is to efficiently balancing demand and supply. As most people understand that it is impossible to precisely synchronise or balance the requirements of demand with the fluctuations of supply. Therefore stocks are there to provide buffer between supply and demand. Rushton, et al. (2006) reviews the important reasons to stock, as follows: a) to keep down production costs keeping production to run as long as possible, as the costs of setting up machine is often expensive; b) to accommodate variation in demand to avoid stock-outs by holding some level of safety stock; c) to take account of variable supply (lead) times to cover any delays of supplies from producers and suppliers; d) to reduce buying costs often there are administrative cost of placing an order, holding additional inventory can red uce these costs; e) to take advantage of quantity discounts often goods are offered at a cheaper cost per unit if they are ordered in large quantity; f) to account for seasonal fluctuations certain products are popular in a certain time of the year, retailer normally pile-up inventory during low demand season to cater the demand in high season; g) to allow for price fluctuations/speculation the price of certain products, steel for instance, fluctuate due to variety of reasons. Some companies buy in large quantity to cater this; h) to help the production and distribution operations run more smoothly stock is held to decouple two different activities; i) to provide customers with immediate service stocks enables companies to provide goods and service as soon as they are required to maximise the sales opportunity. This is essential in highly competitive markets; j) to minimise production delays caused by lack of spare parts Breakdowns of machineries required to produce goods or s ervices can be very costly to business. Having spare parts to fix the machineries as soon as it breakdowns is an advantage; k) to facilitate the production process by providing semi-finished stocks between different processes (Work-in-Progress). 2.9 Roles of warehouse Why businesses need warehouse? There are many reasons why business needs warehouses. Warehouse has many roles apart from providing storage and supplying the materials or finished goods to producers or retailers as reviewed in the previous section. In fact warehouse has many other roles and functionalities which can be classified on the basis of economics and service accordingly to Bowersox and Closs (1996). On the basis of economics, a warehouse is economically justified when the total logistical costs are reduced by providing the facility. On the basis of service, a warehouse is justified when the overall logistical system can provide a better service, in terms of time and place capability. Here are some common roles of a warehouse (Bowersox Closs, 1996; Higginson Bookbinder, 2005; Rushton, et al., 2006): Role as a make-bulk/break-bulk consolidation centre making bulk and breaking bulk are traditional functions of a warehouse/DC. In a break-bulk facility, large incoming loads are aggregated, often for product mixing and to create consolidated out- bound shipments. A make-bulk facility, or consolidation centre, com- bines small quantities of several products in fewer, larger assortments. Role as a cross-docking station Cross-docking is a process where the product is received, occasionally combined with different products going out to the same destination, and then shipped at their earliest opportunity without being stored. Cross-docking has many benefits, including: faster product flow, no inventory pile-up, reduced product handling, and reduce cost due to elimination of those activities. Role as a transhipment facility transhipment refers to a process of taking a shipment out of one vehicle and loading it onto another. It only occurs when there is a good reason to change transportation modes or vehicle types. Role as an assembly facility Hewlett Packards distribution centre is a good example of the role as an assemble facility. It also benefits from the idea of postponement which allows product differentiation until later stages. Products are designed to use generic parts and assemble at the warehouse. Role as a product-fulfilment centre the major function is to find the products that are ordered and directly deliver them to the final customer. Amazon.com warehouse is a good example. Role as depot for returned goods the major functions are to inspect and separate the returned good into those that can be repaired, repackaged, resale, or recycled. 2.10 Transportation Accordingly to Chopra and Meindl (2004), the target level of service the company sets determines the role of transportation in a company competitive strategy. If the company is targeting customers whose main criterion is price, then the company can use transportation to lower the cost of the product at the expense of reponsiveness. But more often companies tries to achieve the right balance between efficiency and responsiveness using both inventory and transportation. Often in logistics plannings, decision to make to make any changes based on the costs of transportation. Accordingly to Rushton, et al. (2006), the transportation costs can be broken into three main types. The first one is the fixed costs these costs must be borne whether the vehicles run for 10 or 100 kilometres and might include the depreciations of the vehicles, the licence fees, the insurance, etc. And these may vary from one vehicle to another depending on various reasons. The second type is the variable costs these costs vary in relation to the activity of the vehicles, i.e. how far the vehicle travelled. The most obvious example of a variable of cost is the fuel cost. And the last type is the overhead costs these costs are indirect costs that are borne by the whole fleet of vehicles. They may be the usual business overheads that are required to run the vehicles, i.e. staff salaries, telephone, internet, and other administrative expenses. 2.11 Location decision objectives Warehouse site selection is a complex process involving multiple, both qualitative and quantitative, criteria. And often location decisions have more than one objective depending on the organisations objectives and strategies. Current, et al., (1990) classified the objectives for facility location problems into four general categories namely: (1) Cost minimisation; (2) Demand Oriented; (3) Profit maximisation; (4) Environment concern, and often these objectives are found to overlap each other. For retailing business, cost minimisation and profit maximisation are often the main objectives. 2.12 The influences of warehouse site location selection It is important to effectively identify potential locations for the new warehouses. Typically, these locations must satisfy a variety of conditions and the potential locations should meet all the requirements. The potential locations should take into account the future demand and that the decision should have an impact on the firm for at least the next three to five years (Simchi-Levi, et al., 2003). Many authors (Chase, et al., 2004; Barnes, 2008) suggested that the choice of facilities location is influenced by two principles. The first one is the need to locate close to customer due to time-based competition, trade agreement, and transportation cost. And the second one is the need to locate close to the access to resources such as labour, raw material, and specialist skills and capabilities. Often the two principles are taken into account when an organization makes a decision on the choice of location. The characteristics of operations of business (i.e. Manufacturer or service provider) will govern the weight of factors should be taken into account. Barnes (2008) looked at the location decision on the international perspective where the influential facility location factors are more in numbers and level of complexity. However, these factors can be adapted and used for domestic facility location. Here is the list of major factors which in themselves comprises of several sub-factors given by Barnes (2008): Costs; Labour characteristics; Infrastructure; Proximity to suppliers; Proximity to market/customers; Proximity to parent company facilities; Proximity to competition; Quality of life; Legal and regulatory framework; Economic factors; Government and political factors; Social and cultural factors; and Characteristic of a specific location. Bowersox and Closs (1996) concentrated on the warehouse location analysis in the context of logistical network strategy. He discusses about three warehouse location patterns namely Market-Positioned Warehouse, Manufacturing-Positional Warehouse, and Intermediately Positioned Warehouse. They imply the similar idea of the two principles suggested by Chase, et al. (2004) and Barnes (2008). They also discussed the warehouse location from the viewpoint of transportation economies and from the viewpoint of inventory economies. Furthermore they incorporate the concept of Least-Total-Cost system where the sum of total inventory cost and transportation cost is minimal to design the warehouse network. The conditions or attributes of potential warehouse locations reviewed from many literatures are summarised as follows: Site-related factors Regional factors Land cost/size/soil characteristics/ drainage Proximity to market Construction costs/leasing cost/renting costs Proximity to suppliers Transportation facilities/cost Proximity to competitors Zoning restrictions Proximity to industry Community factors Geographical characteristics Quality of life/cost of living weather characteristics Public facility accessibility Labour cost/availability/skill Taxes Energy availability/cost Environment regulation Telecommunication facility Local government support/incentives Political matters and regulation Sustainability Transportation infrastructure 2.13 Methods and techniques in facility location problems In this section, we will review the methods, techniques, and approaches found in a number of literatures. Bowersox and Closs (1996) claim that a sophisticated modelling and analysis techniques are required in location decision because the location analysis is very complex and data-intense. The complexity is created because of the number of locations multiplied by the alternative location sites multiplied by the stocking strategies for each location. Meanwhile, the data intensity is caused by the requirement of detailed demand and transportation information. Furthermore, the facility site selection process is complicated by the impact of environment legislation and related political issues (Bowersox Closs, 1996). Thai and Grewal (2005) suggest the conceptual framework of location selection for distribution centre that consists of three main stages. The first stage is a general geographical area for distribution centre is identified based on the Centre-of-Gravity principle. The second stage is the identification of location alternatives of distribution centre and associate gateway airports/seaports. At this stage a qualitative approach should be applied. The third and final stage concentrates on the specific site selection based on the quantitative approach, i.e. The distribution centre should be place where the integration of volumes transported and distance involved is minimum and also the total distribution cost is minimum. 2.13.1 Decision-aid Techniques and Models Several operations management books (Stevenson, 2007; Barnes, 2008; Greasley, 2009) have their sections on facility location selection techniques and some common influencing factors as reviewed in the previous section. Accordingly to works of Simchi-Levi, et al. (2003), Rushton, et al. (2006), and Bowersox and Closs (1996), there are three categories for tools used to support location analysis. The first type is the analytic techniques. The second type techniques are the mathematical optimisation techniques which can be subdivided into two types: the exact algorithms that find least-cost solution; and the heuristics algorithms that find good solution. And the third type of techniques is simulation models that provide a mechanism to evaluate specific design alternatives created by designer. The simulation models will not, however, be included in the discussion. Accordingly to Randhawa and West (1995), the facility location problem can be approached by considering the location search space as continuous or discrete. Continuous space allows facilities to be located anywhere in the two-dimensional space; it normally assumes that the transportation costs are proportional to some distance measure between the facilities. Though easy to solve, the continuous approach may yield impractical results. The discrete space approach limits the number of possible locations to a finite set of predetermined sites, and the transportation costs are not necessarily function of distances. Four common types of techniques found on these books namely: (1) the Centre of Gravity Method i.e. finding a location that minimises the distribution costs; (2) the Locational Cost-Volume analysis i.e. comparing the total costs between location alternatives by graph plotting; (3) the Factor Scoring i.e. finding the location alternative with highest composite score; and (4) the Transportation model i.e. a linear programming model that shows location alternative with the most optimal solution (the lowest costs). 2.13.2 The Centre of Gravity Method The Centre of Gravity Method (CoG) is a method for locating a distribution centre that minimises the distribution costs. The main assumption of this method is the distribution cost is a linear function of the distance and the quantity transported, and that the quantity transported is fixed for the duration of the journey (Stevenson, 2007 Greasley, 2009). The locations of destinations are presented on the map with coordinate X and Y in an accurate scale. The location of the distribution point should be located at the centre of gravity of the coordination calculated by these following equations: Where = Quantity to be transported to destination i = x coordination of destination i = y coordination of destination i = x coordinate of centre of gravity = y coordinate of centre of gravity This technique is commonly used to solve location problems at a macro level. The method is applied to solve location problems in many fields other than location of a distribution centre such as school, fire centres, community centres, and such, taking into consideration location of hospitals, population density, highways, airports, and businesses (Stevenson, 2007). Bender (1994) argues that the CoG approach had became obsolete because of the replacement of other computerised approach including linear programming. He also discusses the limitation of the approach which ignores all constraints, such as capacity, financial, operational, legal, and all cost other than transportation. It is also assume that all the transportation costs are directly proportional to distance, and independent of the direction of traffic. 2.13.3 Locational Cost-Volume Analysis This method is an economic comparison of location alternatives which involves determining the fixed and variable costs for each location alternative. The method indicates which location is suitable for a particular volume level by analysing the mix of fixed and variable costs. The fixed cost plus variable costs line is plotted for each location alternative on the graph and the location with the lowest total cost line at the expected volume level is chosen. A total revenue line can also be plotted on the same graph to compare which location alternative has the earliest breakeven point if the objective is to consider the quickest breakeven location (Stevenson, 2007). The equation for expressing the cost is: Where TC = Total distribution cost VC = Variable cost per unit X = Number of units produced FC = Fixed costs This type of economic analysis is very common tool to compare which options have the highest rate of return and is not only limited to location problems. However, Stevenson (2007) suggests that, in most situations, it is very important that other factors other than costs must also be considered. The Locational cost-volume analysis alone is not sufficient to make decision. 2.13.4 Factor Rating Method The Factor Scoring method is sometimes known as weighted scoring or point rating, which attempts to take a range of considerations into account when choosing a location. Then technique starts by indentifying the relevant factors, then assign a weight to each factor that indicate the importance compared with other factors, given that all the weight sum up to one. Scores then have to be given by decision makers to each factor for all location alternatives. The total weighted scores for each location alternative are then calculated by multiplying the factor weight by the score for each factor, and sum the results for each location alternative. The alternative with highest score is chosen unless it fails to meet the minimum threshold, if there is one (Stevenson, 2007). The drawback of this method is identifying and determining the appropriate factors and weighting for each factor. Factors like quality of living and labour attitude are intangible factors and hard to quantify. Greasley (2009) suggested an approach to compare the tangible and intangible factors by conducting an intangible factors only assessment by the method, and then determine if the difference between the intangible scores is worth the cost of the difference in tangible costs between the location alternatives. Data collection, statistical estimates, optimization and simulation models, and economic analysis are some of the methods used to assess quantitative attributes. Qualitative attributes represent subjective factors for which it is generally difficult to define a natural measurement scale. Descriptive classes or interval scales (for example, 0 to 10) can be established to enable a numerical value to be assigned to represent how a site scores with respect to a particular attribute (Randhawa West, 1995). Linear Programming and location problems Linear Programming is one of the most widely used strategic and tactical logistics planning tools. The transportation model helps decision maker to decide the facility location based on the transportation costs. The model is very useful as it can compare the resulting total costs for each location alternative. Other costs like production costs can also be included in the model by determining the cost on a per-unit basis for each location. There are three major pieces of information needed to use the model as following (Stevenson, 2007; Balakrishman, et al., 2007): a) list of origins and each ones supply quantity per period; b) list of the destinations and each ones demand per period; and c) the unit cost of transporting items from each origin to each destination. The method can be used to solve for optimal or near-optimal locations. Even though the optimisation models are designed to provide an optimal solution, they can be used to analyze a problem under different scenarios (differe nt combinations of constraints and cost parameters). The result would be a set of location alternatives that are the preferred choices under different operating conditions. Furthermore, examination of a solution will generally result in the identification of more than one specific site. Such sites may then be further analyzed and compared using a multi-criteria model (Randhawa West, 1995). There are many types of mathematical programming models and they can be classified accordingly a variety of conditions. Aikens (1985) classified distribution location models accordingly to: a) whether the underlying distribution network (arcs and/or modes) is capacitated or incapacitated; b) the number of warehouse echelons, or levels (zero, single, or multiple); c) the number of commodities (single or multiple); d) the underlying cost structure for arcs and/or nodes (linear or nonlinear); e) whether planning horizon is static or dynamic; f) the patterns of demand (e.g. deterministic or stochastic, influence of location, etc.); g) The ability to accommodate side constraints (e.g. single-sourcing, choice of only one from candidate subset, etc.). Aiken (1985) gives some examples of types of distribution location mathematical programming models: a) Simple incapacitated facility location model; b) Simple incapacitated multi-echelon facility location model; c) Multi-commodity incapacitated facility location model; d) Dynamic incapacitated facility location model; e) Capacitated facility location models; f) Generalised capacitated facility location model; g) Stochastic capacitated facility location model; and h) Multi-commodity capacitated single-echelon facility location model. Diabat, et al. (2009) also show that the techniques can be applied to solve location-inventory problems which finds the number of warehouses to establish , their locations, the customers that are assigned to each warehouse, and the size and time of orders for each warehouse so as to minimise the sum of inventory. Melo, et al. (2009) review many literatures related to facility location problem that show that linear prog

Communication IA Preface

The following reflective piece will take the form of a Monologue, and the purpose of this is to understand fully what goes on in the mind of a psychopath. It exhibits his thoughts, ideas, plots and emotions, so you can relate to him. This piece will demonstrate effects of psychopaths on their relatives and society. This monologue is intended for audiences above the age of thirteen. As it contains violent and abusive scenes it may not be suitable for children under the required age limit. It is targeted towards the general public to educate and warn them about the dangers and traits of psychopaths.This can be placed in local newspapers so it can be available for all citizens to view it. Social Studies SBA Method of Investigation I have decided to do a questionnaire in order to collect date for my survey. A questionnaire will help me to know whether the view I have on Juvenile Delinquency are true or not and if there are the same as the residents of my community. The results are quickl y obtained, it is easy to analyse data and it is cost effective. One of the main advantages of a questionnaire is that it guarantees of the anonymity of the personAnalysis & Interpretation The information given is based on the response received from the residents of Palmiste. Of the respondents interviewed an overwhelming majority that is 90% stated that males were the ones responsible for the juvenile delinquency in their communities, possibly because males are more likely to respond to situations with more violence and aggression than females due to certain factors related to their gender. †The greater aggressiveness of the male is one of the best established, and most pervasive, of all psychological sex differences,† wrote Dr.Eleanor E. Maccoby and Dr. Carol Nagy Jacklin, Stanford University psychologists. Women rarely display aggression therefore, aggressive behaviour was viewed as a practise that was found to be more common among males. While females tend to control their emotions, males are more easily angered. In certain families males tend to be the main abusers to their children, spouses or siblings. More than half of the respondents, that is 60% stated that these delinquents are quite often from single parent families.One can suggest that this usually causes children to â€Å"act out† as they are dealing with their parents separating or the fact that they may only have the attention of one parent. Single parenting affects children mentally, emotionally as well as psychologically. According to research done by Anika Doggett the least amount of communication and structure the family provides, the more likely the child will engage in delinquent activities. Peer pressure was stated to be the major cause of delinquency as 40% of the respondents stated as such.This is a proven fact by the residents of Palmiste, San Fernando. Friends tend to have a great degree of influence in the lives of teenagers. If a teenager has no friends they are isolated and are made fun of. There is therefore a need among teenagers to be closely linked to their peers, even though the influence may be negative and one they know to be wrong. This proves that most of these juveniles were influenced by their friends to engage in these negative activities. Delinquent friends cause law-abiding youths to get into trouble. Children who fall into a bad crowd are at risk for delinquency.Youths who maintain friendships with delinquent peers are more likely to become delinquent regardless of their own personality or the type of supervision they receive at home. Forty percent (40%) of the residents see Juvenile Delinquency as an act of engaging in criminal acts such as fighting, stealing etc. Similarly 40%of the respondents indicate that gang activities, stealing, defacing property and selling and buying drugs are all happening in their communities. They see these activities as acts of juvenile delinquency occurring in their communities and for them it is a great source of concern.Juvenile Delinquency can have a great effect on the academic performance of the youths. In fact 40% of the respondents interviewed attest to this fact. A great deal of scientific research examines the relationship between poor school performance and delinquency. The direction of the causal link between education and juvenile delinquency is fundamentally complex. Early aggressive behaviour may lead to difficulties in the classroom. Such difficulties, in turn, may result in a child’s receiving unfavourable evaluations from teachers or peers. These, in turn, might result in  delinquency.Equally, the fact that the child turned to delinquent activities could be an indication of whatever factors got the child into trouble with school authorities in the first place. The child may be reacting to whatever situations that may be disturbing them. The evidence is clear that poor school performance, truancy, leaving school at a young age and problems at hom e are connected to juvenile delinquency Thirty (30%) of the residents stated that the involvement of the school would be a great solution to help eradicate this problem of Juvenile Delinquency.