Compare various types of Realistic writing Essay

Compare various types of Realistic writing - Essay Example However, for Bret Harte, the American dream remains a remote reality, even though his writings revel in the West, especially, California. In ‘The Outcasts of Poker Flat’, the lines, ‘With him life was at best an uncertain game’ (Perkins and Perkins, 2007, p. 485) shows Harte’s belief that the American dream is unattainable.   For Red Cloud and Hopkins, the West was their home, so when the settlers began to invade, they felt that their settlement and their existence is threatened. Red Cloud’s speech to the Cooper Union in 1870 in New York shows his views: ‘All I want is right and justice’ (Perkins and Perkins, 2007, p.493). This is considered as the precursor of the demands of equality and justice for different American communities. A similar undertone is sensed in the writings of Sarah Hopkins, a prominent female Native American Activist who wrote, Life Among the Piutes: Their Wrongs and Claims’. In her narrative, the viol ent invasion by the Whites around 1840s, is vivid and emotive (Perkins and Perkins, 2007, p.495). For both Red Cloud and Hopkins, the West represents their own identity and this identify represents the American Dream. References Twain, M (1884) The Adventures of Huckleberry Finn. In Perkins, G, and Perkins, B, Eds. (2007).   The American Tradition in Literature, Volume II, 12th edition. (142-143) New York: McGraw-Hill Harte, B (1869). The Outcasts of Poker Flat.

Audience Analysis Essay Example | Topics and Well Written Essays - 250 words - 1

Audience Analysis - Essay Example This in turn puts most of them in a comparable social-economic status. Majority are students and either unemployed or doing part-time jobs. In terms of interests, there is the aspect of politics and religion. My audience is comprised of young people who have opinions on virtually everything. They do appreciate politics, maybe not in a similar way though. As for religion, it is all diverse; they belong to varied religious groups from Christians, to Muslims to atheists. I would say that personally, I am quite similar to my audience in all aspects; the ultimate reason for the connection. Altogether, I expect that my audience will be appreciative of my document and me. This is because I voice the concerns of many of them. They are merely youth who seek to be heard by the authorities. They do have needs and expectations; desire for better education, better jobs, and better lifestyles. Perhaps there is a chance that they might dispute my opinion of exercising patience with the authorities as they are all out of it. I do hope though that they will find hope and motivation in the fact that I am willing to speak for them. My readers are well aware of details concerning my topic as it affects them directly. Therefore, they won’t have a problem with comprehension. We all do speak the same language as we belong to a similar affiliation. I will try and use simple enough language for everyone’s comfort. I realize that they may have issues about how I will exercise practicality with my document. I plan to work on this before writing

Production and operations management

Production and operations management Production and Operations Management (POM) is about the transformation of production and operational inputs into outputs that, when distributed, meet the needs of customers. The process in the above diagram is often referred to as the Conversion Process. There are several different methods of handling the conversion or production process Job, Batch, Flow and Group POM incorporates many tasks that are interdependent, but which can be grouped under five main headings: PRODUCT Marketers in a business must ensure that a business sells products that meet customer needs and wants. The role of Production and Operations is to ensure that the business actually makes the required products in accordance with the plan. The role of PRODUCT in POM therefore concerns areas such as: Performance Aesthetics Quality Reliability Quantity Production costs Delivery dates PLANT To make PRODUCT, PLANT of some kind is needed. This will comprise the bulk of the fixed assets of the business. In determining which PLANT to use, management must consider areas such as: Future demand (volume, timing) Design and layout of factory, equipment, offices Productivity and reliability of equipment Need for (and costs of) maintenance Heath and safety (particularly the operation of equipment) Environmental issues (e.g. creation of waste products) PROCESSES There are many different ways of producing a product. Management must choose the best process, or series of processes. They will consider: Available capacity Available skills Type of production Layout of plant and equipment Safety Production costs Maintenance requirements PROGRAMMES The production PROGRAMME concerns the dates and times of the products that are to be produced and supplied to customers. The decisions made about programme will be influenced by factors such as: Purchasing patterns (e.g. lead time) Cash flow Need for / availability of storage Transportation PEOPLE Production depends on PEOPLE, whose skills, experience and motivation vary. Key people-related decisions will consider the following areas: Wages and salaries Safety and training Work conditions Leadership and motivation Unionisation Communication ++++++++++++++++++++++++++++++++++++++++++++++++++ production types of production method Definition In our introduction to production and operations management (POM) we suggested that there are several different methods of handling the conversion or production process Job, Batch, Flow and Group. This revision note explains these methods in more detail. Introduction The various methods of production are not associated with a particular volume of production. Similarly, several methods may be used at different stages of the overall production process. Job Method With Job production, the complete task is handled by a single worker or group of workers. Jobs can be small-scale/low technology as well as complex/high technology. Low technology jobs: here the organisation of production is extremely simply, with the required skills and equipment easily obtainable. This method enables customers specific requirements to be included, often as the job progresses. Examples include: hairdressers; tailoring High technology jobs: high technology jobs involve much greater complexity and therefore present greater management challenge. The important ingredient in high-technology job production is project management, or project control. The essential features of good project control for a job are: Clear definitions of objectives how should the job progress (milestones, dates, stages) Decision-making process how are decisions taking about the needs of each process in the job, labour and other resources Examples of high technology / complex jobs: film production; large construction projects (e.g. the Millennium Dome) Batch Method As businesses grow and production volumes increase, it is not unusual to see the production process organised so that Batch methods can be used. Batch methods require that the work for any task is divided into parts or operations. Each operation is completed through the whole batch before the next operation is performed. By using the batch method, it is possible to achieve specialisation of labour. Capital expenditure can also be kept lower although careful planning is required to ensure that production equipment is not idle. The main aims of the batch method are, therefore, to: Concentrate skills (specialisation) Achieve high equipment utilisation This technique is probably the most commonly used method for organising manufacture. A good example is the production of electronic instruments. Batch methods are not without their problems. There is a high probability of poor work flow, particularly if the batches are not of the optimal size or if there is a significant difference in productivity by each operation in the process. Batch methods often result in the build up of significant work in progress or stocks (i.e. completed batches waiting for their turn to be worked on in the next operation). Flow Methods Flow methods are similar to batch methods except that the problem of rest/idle production/batch queuing is eliminated. Flow has been defined as a method of production organisation where the task is worked on continuously or where the processing of material is continuous and progressive, The aims of flow methods are: Improved work material flow Reduced need for labour skills Added value / completed work faster Flow methods mean that as work on a task at a particular stage is complete, it must be passed directly to the next stage for processing without waiting for the remaining tasks in the batch. When it arrives at the next stage, work must start immediately on the next process. In order for the flow to be smooth, the times that each task requires on each stage must be of equal length and there should be no movement off the flow production line. In theory, therefore, any fault or error at a particular stage In order that flow methods can work well, several requirements must be met: (1) There must be substantially constant demand If demand is unpredictable or irregular, then the flow production line can lead to a substantial build up of stocks and possibility storage difficulties. Many businesses using flow methods get round this problem by building for stock i.e. keeping the flow line working during quiet periods of demand so that output can be produced efficiently. (2) The product and/or production tasks must be standardised Flow methods are inflexible they cannot deal effectively with variations in the product (although some variety can be accomplished through applying different finishes, decorations etc at the end of the production line). (3) Materials used in production must be to specification and delivered on time Since the flow production line is working continuously, it is not a good idea to use materials that vary in style, form or quality. Similarly, if the required materials are not available, then the whole production line will come to a close with potentially serious cost consequences. (4) Each operation in the production flow must be carefully defined and recorded in detail (5) The output from each stage of the flow must conform to quality standards Since the output from each stage moves forward continuously, there is no room for sub-standard output to be re-worked (compare this with job or batch production where it is possible to compensate for a lack of quality by doing some extra work on the job or the batch before it is completed). The achievement of a successful production flow line requires considerable planning, particularly in ensuring that the correct production materials are delivered on time and that operations in the flow are of equal duration. Common examples where flow methods are used are the manufacture of motor cars, chocolates and televisions. +++++++++++++++++++++++++ capacity management the meaning of capacity Introduction The capacity of a production unit (e.g. machine, factory) is its ability to produce or do that which the customer requires. In production and operations management, three types of capacity are often referred to: Potential Capacity The capacity that can be made available to influence the planning of senior management (e.g. in helping them to make decisions about overall business growth, investment etc). This is essentially a long-term decision that does not influence day-to-day production management Immediate Capacity The amount of production capacity that can be made available in the short-term. This is the maximum potential capacity assuming that it is used productively Effective Capacity An important concept. Not all productive capacity is actually used or usable. It is important for production managers to understand what capacity is actually achievable. Measuring capacity Capacity, being the ability to produce work in a given time, must be measured in the unit of work. For example, consider a factory that has a capacity of 10,000 machine hours in each 40 hour week. This factory should be capable of producing 10,000 standard hours of work during a 40-hour week. The actual volume of product that the factory can produce will depend on: the amount of work involved in production (e.g. does a product require 1, 5, 10 standard hours? any additional time required in production (e.g. machine set-up, maintenance) the productivity or effectiveness of the factory Constraints on capacity In capacity management there are usually two potential constraints TIME and CAPACITY Time may be a constraint where a customer has a particular required delivery date. In this situation, capacity managers often plan backwards. In other words, they allocate the final stage (operation) of the production tasks to the period where delivery is required; the penultimate task one period earlier and so on. This process helps identify whether there is sufficient time to meet the production demands and whether capacity needs to be increased, albeit temporarily. Production Scheduling A schedule is a representation of the time necessary to carry out a particular task. A job schedule shows the plan for the manufacture of a particular job. It is created through work / study reviews which determine the method and times required. Most businesses carry out several production tasks at one time which entails amalgamating several job schedules. This process is called scheduling. The result is known as the production schedule or factory schedule for the factory/plant as a whole. In preparing a production schedule, attention needs to be paid to: Delivery dates (when are finished products due?) Job schedules for each relevant production task Capacities of production sections or departments involved Efficiency of these production sections or departments Planned holidays Anticipated sickness / absenteeism / training Availability of raw materials, components and packaging There are two key problems with production scheduling: (1) Measurement of performance (e.g. should financial performance be most important (e.g. minimise the amount of stock), or are marketing objectives more important e.g. always produce enough to meet customer demand). (2) The large number of possible schedules often caused by too much complexity or variety in the production needs of the business. +++++++++++++++++++++++++++++++++++++++++++++++ introduction to break-even analysis Introduction Break-even analysis is a technique widely used by production management and management accountants. It is based on categorising production costs between those which are variable (costs that change when the production output changes) and those that are fixed (costs not directly related to the volume of production). Total variable and fixed costs are compared with sales revenue in order to determine the level of sales volume, sales value or production at which the business makes neither a profit nor a loss (the break-even point). The Break-Even Chart In its simplest form, the break-even chart is a graphical representation of costs at various levels of activity shown on the same chart as the variation of income (or sales, revenue) with the same variation in activity. The point at which neither profit nor loss is made is known as the break-even point and is represented on the chart below by the intersection of the two lines: In the diagram above, the line OA represents the variation of income at varying levels of production activity (output). OB represents the total fixed costs in the business. As output increases, variable costs are incurred, meaning that total costs (fixed + variable) also increase. At low levels of output, Costs are greater than Income. At the point of intersection, P, costs are exactly equal to income, and hence neither profit nor loss is made. Fixed Costs Fixed costs are those business costs that are not directly related to the level of production or output. In other words, even if the business has a zero output or high output, the level of fixed costs will remain broadly the same. In the long term fixed costs can alter perhaps as a result of investment in production capacity (e.g. adding a new factory unit) or through the growth in overheads required to support a larger, more complex business. Examples of fixed costs: Rent and rates Depreciation Research and development Marketing costs (non- revenue related) Administration costs Variable Costs Variable costs are those costs which vary directly with the level of output. They represent payment output-related inputs such as raw materials, direct labour, fuel and revenue-related costs such as commission. A distinction is often made between Direct variable costs and Indirect variable costs. Direct variable costs are those which can be directly attributable to the production of a particular product or service and allocated to a particular cost centre. Raw materials and the wages those working on the production line are good examples. Indirect variable costs cannot be directly attributable to production but they do vary with output. These include depreciation (where it is calculated related to output e.g. machine hours), maintenance and certain labour costs. Semi-Variable Costs Whilst the distinction between fixed and variable costs is a convenient way of categorising business costs, in reality there are some costs which are fixed in nature but which increase when output reaches certain levels. These are largely related to the overall scale and/or complexity of the business. For example, when a business has relatively low levels of output or sales, it may not require costs associated with functions such as human resource management or a fully-resourced finance department. However, as the scale of the business grows (e.g. output, number people employed, number and complexity of transactions) then more resources are required. If production rises suddenly then some short-term increase in warehousing and/or transport may be required. In these circumstances, we say that part of the cost is variable and part fixed. ++++++++++++++++++++++++++++++++++++++++++++++ quality management introduction One of the most important issues that businesses have focused on in the last 20-30 years has been quality. As markets have become much more competitive quality has become widely regarded as a key ingredient for success in business. In this revision note, we introduce what is meant by quality by focusing on the key terms you will come up against. What is quality? You will comes across several terms that all seem to relate to the concept of quality. It can be quite confusing working out what the difference is between them. Weve defined the key terms that you need to know below: Term Description Quality Quality is first and foremost about meeting the needs and expectations of customers. It is important to understand that quality is about more than a product simply working properly. Think about your needs and expectations as a customer when you buy a product or service. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. Think of quality as representing all the features of a product or service that affect its ability to meet customer needs. If the product or service meets all those needs then it passes the quality test. If it doesnt, then it is sub-standard. Quality management Producing products of the required quality does not happen by accident. There has to be a production process which is properly managed. Ensuring satisfactory quality is a vital part of the production process. Quality management is concerned with controlling activities with the aim of ensuring that products and services are fit for their purpose and meet the specifications. There are two main parts to quality management (1) Quality assurance (2) Quality control Quality assurance Quality assurance is about how a business can design the way a product of service is produced or delivered to minimise the chances that output will be sub-standard. The focus of quality assurance is, therefore on the product design/development stage. Why focus on these stages? The idea is that if the processes and procedures used to produce a product or service are tightly controlled then quality will be built-in. This will make the production process much more reliable, so there will be less need to inspect production output (quality control). Quality assurance involves developing close relationships with customers and suppliers. A business will want to make sure that the suppliers to its production process understand exactly what is required and deliver! Quality control Quality control is the traditional way of managing quality. A further revision note (see the list on the right) deals with this in more detail. Quality control is concerned with checking and reviewing work that has been done. For example, this would include lots of inspection, testing and sampling. Quality control is mainly about detecting defective output rather than preventing it. Quality control can also be a very expensive process. Hence, in recent years, businesses have focused on quality management and quality assurance. Total quality management Total quality management (usually shortened to TQM) is a modern form of quality management. In essence, it is about a kind of business philosophy which emphasises the need for all parts of a business to continuously look for ways to improve quality. We cover this important concept in further revision notes. ++++++++++++++++++++++++++++++++++++++++++++++++++ quality control Quality control is the more traditional way that businesses have used to manage quality. Quality control is concerned with checking and reviewing work that has been done. But is this the best way for a business to manage quality? Under traditional quality control, inspection of products and services (checking to make sure that whats being produced is meeting the required standard) takes place during and at the end of the operations process. There are three main points during the production process when inspection is performed: 1 When raw materials are received prior to entering production 2 Whilst products are going through the production process 3 When products are finished inspection or testing takes place before products are despatched to customers The problem with this sort of inspection is that it doesnt work very well! There are several problems with inspection under traditional quality control: 1 The inspection process does not add any value. If there were any guarantees that no defective output would be produced, then there would be no need for an inspection process in the first place! 2 Inspection is costly, in terms of both tangible and intangible costs. For example, materials, labour, time, employee morale, customer goodwill, lost sales 3 It is sometimes done too late in the production process. This often results in defective or non-acceptable goods actually being received by the customer 4 It is usually done by the wrong people e.g. by a separate quality control inspection team rather than by the workers themselves 5 Inspection is often not compatible with more modern production techniques (e.g. Just in Time Manufacturing) which do not allow time for much (if any) inspection. 6 Working capital is tied up in stocks which cannot be sold 7 There is often disagreement as to what constitutes a quality product. For example, to meet quotas, inspectors may approve goods that dont meet 100% conformance, giving the message to workers that it doesnt matter if their work is a bit sloppy. Or one quality control inspector may follow different procedures from another, or use different measurements. As a result of the above problems, many businesses have focused their efforts on improving quality by implementing quality management techniques which emphasise the role of quality assurance. As Deming (a quality guru) wrote: Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, costly. Quality comes not from inspection but from improvement of the process. ++++++++++++++++++++++++++++++++++++++++++++ total quality management tqm Total quality management is a popular quality management concept. However, it is about much more than just assuring product or service quality. TQM is a business philosophy a way of doing business. It describes ways to managing people and business processes to ensure complete customer satisfaction at every stage. TQM is often associated with the phrase doing the right things right, first time. This revision note summarises the main features of TQM. Like most quality management concepts, TQM views quality entirely from the point of view of the customer. All businesses have many types of customer. A customer can be someone internal to the business (e.g. a production employee working at the end of the production line is the customer of the employees involved earlier in the production process). A customer can also be external to the business. This is the kind of customer you will be familiar with. When you fly with an airline you are their customer. When Tescos buys products from food manufacturers, it is a customer. TQM recognises that all businesses require processes that enable customer requirements to be met. TQM focuses on the ways in which these processes can be managed with two key objectives: 1 100% customer satisfaction 2 Zero defects The Importance of Customer Supplier Relationships Quality Chains TQM focuses strongly on the importance of the relationship between customers (internal and external) and supplier. These are known as the quality chains and they can be broken at any point by one person or one piece of equipment not meeting the requirements of the customer. Failure to meet the requirements in any part of a quality chain has a way of multiplying, and failure in one part of the system creates problems elsewhere, leading to yet more failure and problems, and so the situation is exacerbated. The ability to meet customers (external and internal) requirements is vital. To achieve quality throughout a business, every person in the quality chain must be trained to ask the following questions about every customer-supplier chain: Customers à ¢Ã¢â€š ¬Ã‚ ¢ Who are my customers? à ¢Ã¢â€š ¬Ã‚ ¢ What are their real needs and expectations? à ¢Ã¢â€š ¬Ã‚ ¢ How can I measure my ability to meet their needs and expectations? à ¢Ã¢â€š ¬Ã‚ ¢ Do I have the capability to meet their needs and expectations? (If not, what must I do to improve this capability?) à ¢Ã¢â€š ¬Ã‚ ¢ Do I continually meet their needs and expectations? (If not, what prevents this from happening when the capability exists?) à ¢Ã¢â€š ¬Ã‚ ¢ How do I monitor changes in their needs and expectations? Suppliers: à ¢Ã¢â€š ¬Ã‚ ¢ Who are my internal suppliers? à ¢Ã¢â€š ¬Ã‚ ¢ What are my true needs and expectations? à ¢Ã¢â€š ¬Ã‚ ¢ How do I communicate my needs and expectations to my suppliers? à ¢Ã¢â€š ¬Ã‚ ¢ Do my suppliers have the capability to measure and meet these needs and expectations? à ¢Ã¢â€š ¬Ã‚ ¢ How do I inform them of changes in my needs and expectations? Main Principles of TQM The main principles that underlie TQM are summarised below: Prevention Prevention is better than cure. In the long run, it is cheaper to stop products defects than trying to find them Zero defects The ultimate aim is no (zero) defects or exceptionally low defect levels if a product or service is complicated Getting things right first time Better not to produce at all than produce something defective Quality involves everyone Quality is not just the concern of the production or operations department it involves everyone, including marketing, finance and human resources Continuous improvement Businesses should always be looking for ways to improve processes to help quality Employee involvement Those involved in production and operations have a vital role to play in spotting improvement opportunities for quality and in identifying quality problems Introducing TQM into a Business TQM is not an easy concept to introduce into businesses particularly those that have not traditionally concerned themselved too much with understanding customer needs and business processes. In fact many attempts to introduce TQM fail! One of the reasons for the challenge of introducing TQM is that it has significant implications for the whole business. For example, it requires that management give employees a say in the production processes that they are involved in. In a culture of continuous improvement, workforce views are invaluable. The problem is many businesses have barriers to involvement. For example, middle managers may feel that their authority is being challenged. So empowerment is a crucial part of TQM. The key to success is to identify the management culture before attempting to install TQM and to take steps to change towards the management style required for it. Since culture is not the first thing that managers think about, this step has often been missed or ignored with resultant failure of a TQM strategy. TQM also focuses the business on the activities of the business that are closest to the customer e.g. the production department, the employees facing the customer. This can cause resentment amongst departments that previously considered themselves above the shop floor. +++++++++++++++++++++++++++++++

henry ford :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚   Henry Ford, born July 30, 1863, was the first of William and Mary Ford's six children. He grew up on a prosperous family farm in what is today Dearborn, Michigan. (XXX) It was early on that Henry showed a strong dislike for his farm chores and interests in all types of mechanical things. (XXX) In 1879 at the very young age of only sixteen Henry left home for Detroit the present day motor city.(XXXX) In Detroit Henry worked as an apprentice to a machinist.(XXX) Returning home to help with farming from time to time he remained in his apprenticeship for 3 years.(XXXX) In the years to follow Henry more or less drifted in his work such as operating or repairing steam engines, finding occasional work in a Detroit factory, and over-hauling his father's farm implements, as well as lending a reluctant hand with other farm work.(XXX) However In 1889 with the marriage to his wife Clara Bryant he was forced to find a steady job to support them and worked by running a saw mill. (XXX)   Ã‚  Ã‚  Ã‚  Ã‚  In 1891, Ford became an engineer with the Edison Illuminating Company in Detroit. By doing making this decision it showed that Ford had decided to concentrate his job and work to industrial pursuits. His promotion to Chief Engineer in 1893 gave him enough extra time and money to devote attention to his personal experiments on internal combustion engines. (XXXX) In 1896 his experiments produced a result; he made a quadricycle that had a steering wheel and a two speed engine with no reverse. (XXX) Although this sounds like a very impressive feat Ford was not the first to build a self-propelled vehicle with a gasoline engine.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  After two unsuccessful attempts to establish a company to manufacture automobiles, the Ford Motor Company was founded in 1903 with Henry Ford as vice-president and chief engineer. (XXX) The small company produced only a few cars a day at the Ford factory on Mack Avenue in Detroit. Groups of two or three men worked on each car from components ordered in by other companies. (XXX) Henry Ford realized his dream of producing an automobile that was reasonably priced, reliable, and efficient with the introduction of the Model T in 1908. (XXXX) â€Å"This vehicle initiated a new era in personal transportation. It was easy to operate, maintain, and handle on rough roads, immediately becoming a huge success.† Says XXX in page XXX.

Enid Lee, Incorporating Antiracism Essay

In â€Å"Taking Multicultural, Antiracist Education Seriously,† Barbara Miner interviews Enid Lee, a â€Å"leader in antiracist education† as noted on her website, Enidlee. com. She pushes for the use of the term ‘antiracist’ because the tem currently in use, ‘multicultural’, is too nice, focusing more on food and fun rather than hard issues of racism. Although her interview is inspiring and very necessary, some facets of her presentation seem to swing to far to the militant side to garner widespread acceptance. First, Lee explains that in many schools, European posters, readings, games and activities dominate the landscape. While I believe this is true in some cases, I do not believe it to be true in all cases. Many, many classrooms in which I have learned, observed and taught have been filled with pictures of prominent white, black, Hispanic and Asian authors, researchers, and political leaders. Lee’s multistage approach to antiracist education is clear and organized and sequentially stepped so as not to seem overly forceful. However, her insistent on the use of ‘antiracist’ is a bit harsh in that it assumes that anything not adopted or previous to this new ideology is racist. That is a huge overgeneralization. It also separates people into groups – the antiracists and everyone else, who, by association, must be racist. I do not think that many public school systems, and certainly no private systems, will purchase curricular materials and send teachers and administrators to antiracist workshops because it implies the worst of these people and materials. Lee can simply not make that kind of generalization. She urges the changes to extend beyond the school. Racism is alive and well in the community, but her approach sends the wrong message: â€Å"We have an antiracist plan to change this racist community. That is the message that people will hear. A less forceful message is much preferable to Lee’s approach. Lee is convincing in her devotion to creating antiracist schools. She urges to push for administrative changes and curricular changes, which she admits are financially blockaded by under-funded school districts. She gives an unsubstantiated claim that multicultural, antiracist programs are the most under-funded, when the removal of arts programs in elementary schools has made the national media several times in the last few years. Finally, after admitting the sad lack of money for programs, she launches on her website, a national push for her own conference called â€Å"Putting Equity on the Table† that costs $1450 for two school officials to attend. This is a three day conference and the rate (which is the early bird rate) does not include the hotel fee at the Hampton Inn in downtown Boston. In addition, the recommended reading resource is entitled Education Children of African Ancestry in the United States of America, Canada, and the United Kingdom. If we are truly talking about an antiracist education, why does our primary conference resource only focus on one race? Nobody will fault Enid Lee and others like her for taking on the cause of equity in education. Clearly the past has shown that steps are necessary. However, Lee’s focus on only African-descended children, on an inflammatory name for her type of education (which, oddly, does not appear on her conference registration information), and on her need to charge exorbitant fees for her conference detract from her credibility and are likely to be off-putting for widespread educators.

My Skills and Talents Essay

Listening to advice from others will play an important part as it helps to get an outside point of view. It could save me from making decisions which may not be in the best interest of my business, as well as allowing me to use the advice I have been given to improve on any problems I may have or ways to bring more customers. If I were to stick to my own ideas all the time then and follow them through I could end up with a big loss if something goes wrong. Being persuasive is important in a business as it would allow me to convince people so buy/sell certain things. I may feel I am paying too much for my stock in that case I can try and convince my supplier to give me a better deal possibly allowing me to buy more. Being persuasive my also help if there is any completion and I can try and find out what their business plan is and then find a way to attract more customers then them. One way to go about this is to be friendly and to just really try and get the information you are looking for or convince people to give me what I am looking for. I need to be pretty ill before I take time off. No This can be positive or negative, if I am not feeling very well I can not work as hard as I normally would or I could cause further problems for my self if the illness does not go away. On the other hand taking time off work every time I feel a bit sick will end up causing a larger work load for my return and a loss of sales for that day. I must make sure to only take time off work when it is 100% necessary so as to avoid increasing my work load for the day in which I return back to work. I will be looking at all of my skills and talents which I could use to affect my business. This will allow me to see the problems and advantages each of them will cause to my future business, after this I will then look at situations in which they can be used to aid me with my business and for solutions for the problems that they may cause. This skill can aid me with my business as you learn to get along with others and how to work as a team, as playing doubles requires very good communication in this particular sport. This can aid me in my business as I know how to work with others and communicate with them, it will allow me to hopefully get alone with my employees and communicate with them, it also allows for a company team for example which would help build a bond between me and my employees. On the other side it could have negative affects on me and my business because I may spend too much time focused on playing or arrange to go play a game when I should be concentrating on work that I have to do, as a result it may lead to work being done late or not up to a certain standard. It may also cause me to be tired when going into work if I went to play a game late in the night so during that day I won’t be as focused as normal and it will cause my work to suffer. To avoid these problems I should always make sure that my work is done before I decide to make time recreational activates and to make sure I get to sleep at a certain time everyday so as to avoid being tired during work. Good knowledge of Microsoft Office programs. This an important skill as it is needed to run a business, knowing how to use programs such and word, excel, PowerPoint are needed to make presentations send letters and crate accounts. I can also teach my employees how to use these programs so I can delegate work onto them if I feel I have too much work to do. The negative side to this is that if I teach another of my employees these skills and them leave them with work that needs to be done they may run into difficulties thus resulting in work not being done properly or being done late, it also takes a lot of time to teach someone full use of these programs time of which I may not have enough of. To make sure I do not come across these problems I should make sure I only give my employees work which I know they can get done in time and properly, and I should also make sure I have time to teach them how to do new things with these programs as sometimes it may just be faster if I just do it myself and delegate something know they can do upon them as this will give them a sense of responsibility and possibly motivate them to learn other skills on their own. I like to keep up to date with new technology. This is an advantage as knowing the new technology out there is important for the business to survive, as most of them time it allows the business to achieve greater economies of scale and become more efficient. They also may be able to carry out certain tasks which in turn will allow me to save money by replacing employees whose jobs these new machines take over. The down side there is the risk of these now technologies do not work out as expected or there are problems with them which cannot be solved easily thus resulting in a large loss for my business. To make sure these problems occur I can look into new machinery to make sure no problems can occur that could lead to problems for me and my business. I enjoy talking and meeting with new people. These very important as I will have to handle customers, it will also help me communicating with my employees old and new as this is needed to get work done and can help with getting new idea for my business which could allow me to improve. The downside is some people may find I come across to strong and this may push them away or not want to speak at all. To avoid this I must make sure that I know when someone is willing to be willing to speak and when they rather be left to themselves and not be bothered by others.