All About the Empire State Building

All About the Empire State Building The Empire State Building is one of the most famous buildings in the world. It was the tallest building in the world when it was built in 1931 and kept that title for nearly 40 years. In 2017, it was ranked as the fifth tallest building in the United States, topping out at 1,250 feet. The total height, including the lightning rod, is 1,454 feet, but this number is not used for ranking. It is located at 350 Fifth Avenue (between 33rd and 34th streets) in New York City. The Empire State Building is open every day from 8 a.m. to 2 a.m., making possible romantic late-night visits to the observation decks. The Building of the Empire State Building Construction began in March 1930, and it was officially opened on May 1, 1931, when then-President Herbert Hoover pushed a button in Washington and turned on the lights.The ESB was designed by the architects Shreve, Lamb Harmon Associates and built by Starrett Bros. Eken. The building cost $24,718,000 to build, which was nearly half the expected cost because of the effects of the  Great Depression.   Though rumors of hundreds of people dying on the work site circulated during the time of its construction, official records say that only five workers died. One worker was struck by a truck; a second fell down an elevator shaft; a third was hit by a hoist; a fourth was in a blast area;  a fifth fell off a scaffold. Inside the Empire State Building The first thing you encounter as you enter the Empire State Building is the lobby - and what a lobby this is. It was restored in 2009 to its authentic art deco design that includes ceiling murals in 24-karat gold and aluminum leaf. On the wall is an iconic  image of the building with light flowing from its mast. The ESB has two observation decks. The one on the 86th floor, the main deck, is the highest open-air deck in New York.  This is the deck thats been made famous in countless movies; two iconic ones are An Affair to Remember and Sleepless in Seattle. From this deck, which wraps around the spire of the ESB, you get a 360-degree view of New York that includes the Statue of Liberty, Brooklyn Bridge, Central Park, Times Square and the Hudson and East rivers. The top deck of the building, on the 102nd floor, gives you the most stunning view possible of New York and a birds-eye view of the street grid, impossible to see from a lower level. On a clear day you can see for 80 miles, says the ESB website. The Empire State Building also houses shops and restaurants that include the State Bar and Grill, which serves breakfast, lunch and dinner in an art deco setting. Its off the 33rd Street lobby. Besides all these touristy attractions, the Empire State Building is home to rentable space for businesses. The ESB has 102 floors, and if youre in good shape and want to walk from street level to the 102nd floor, you will climb 1,860 steps. Natural light shines through 6,500 windows, which also afford spectacular views of Midtown Manhattan. Empire State Building Lights Since 1976 the ESB has been lit up to mark celebrations and events. In 2012, LED lights were installed - they can display 16 million colors that can be changed in an instant. To find out the lights schedule, check the Empire State Building website, linked above.

Facts About the Japanese Attack on Pearl Harbor

Facts About the Japanese Attack on Pearl Harbor In the early morning of Dec. 7, 1941, the U.S. naval base at Pearl Harbor, Hawaii, was attacked by the Japanese military. At the time, Japans military leaders thought the attack would neutralize American forces, allowing Japan to dominate the Asia Pacific region. Instead, the deadly strike drew the U.S. into World War II, making it a truly global conflict. These are the most important facts that should be recalled about this historical event. What Is Pearl Harbor? Pearl Harbor is a natural deepwater naval port on the Hawaiian island of Oahu, located just west of Honolulu. At the time of the attack, Hawaii was an American territory, and the military base at Pearl Harbor was home to the U.S. Navys Pacific Fleet.   U.S.-Japan Relations Japan had embarked on an aggressive campaign of military expansion in Asia, beginning with its invasion of Manchuria (modern-day Korea) in 1931. As the decade progressed, the Japanese military pushed into China and French Indochina (Vietnam) and rapidly built up its armed forces. By the summer of 1941, the U.S. had cut off most trade with Japan to protest that nations belligerence, and diplomatic relations between the two nations were very tense. Negotiations that November between the U.S. and Japan went nowhere. Lead-Up to the Attack The Japanese military began laying plans to attack Pearl Harbor as early as January 1941. Although it was Japanese  Admiral Isoroku Yamamoto  who initiated the plans for the attack  on  Pearl Harbor, Commander Minoru Genda was the plans chief architect. The Japanese used the  code name  Operation Hawaii for the attack. This later changed to Operation Z. Six aircraft carriers left Japan for Hawaii on Nov. 26, carrying a total of 408 fighter craft, joining five midget submarines that had departed a day earlier. Japans military planners specifically chose to attack on a Sunday because they believed Americans would be more relaxed and thus less alert on a weekend. In the hours before the attack, the Japanese attack force stationed itself approximately 230 miles north of Oahu. The Japanese Strike At 7:55 a.m. on Sunday, Dec. 7, the first wave of Japanese fighter planes struck; the second wave of attackers would come 45 minutes later. In a little under two hours, 2,335 U.S. servicemen were killed and 1,143 were wounded. Sixty-eight civilians were also killed and 35 were wounded. The Japanese lost 65 men, with an additional soldier being captured. The Japanese had two major objectives: Sink Americas aircraft carriers and destroy its fleet of fighter planes. By chance, all three U.S. aircraft carriers were out to sea. Instead, the Japanese focused on the Navys eight battleships at Pearl Harbor, all of which were named after American states: Arizona, California, Maryland, Nevada, Oklahoma, Pennsylvania, Tennessee, and West Virginia. Japan also targeted nearby Army airfields at Hickam Field, Wheeler Field, Bellows Field, Ewa Field, Schoefield Barracks, and Kaneohe Naval Air Station. Many of the U.S. airplanes were lined up outside,  along with the airstrips, wingtip to wingtip, in order to avoid sabotage. Unfortunately, that made them easy targets for the Japanese attackers. Caught unawares, U.S. troops and commanders scrambled to get planes in the air and ships out of the harbor, but they were able to muster only a feeble defense, largely from the ground. The Aftermath All eight U.S. battleships were either sunk or damaged during the attack. Amazingly, all but two (the USS Arizona  and the USS Oklahoma) were eventually able to return to active duty. The USS Arizona  exploded when a bomb breached its forward magazine (the ammunition room). Approximately 1,100 U.S. servicemen died on board. After being torpedoed, the  USS Oklahoma  listed so badly that it turned upside down. During the attack, the  USS Nevada  left its berth in Battleship Row and tried to make it to the harbor entrance. After being repeatedly attacked on its way, the  USS Nevada  beached itself. To aid their airplanes, the Japanese sent in five midget subs to help target the battleships. The Americans sunk four of the midget subs and captured the fifth. In all, nearly 20 American naval vessels and about 300 aircraft were damaged or destroyed in the attack. The U.S. Declares War The day following the attack on Pearl Harbor, U.S. President Franklin D. Roosevelt addressed a joint session of Congress, seeking a declaration of war against Japan. In what would become one of his most memorable speeches, Roosevelt declared that Dec. 7, 1941, would be a date that will live in infamy.  Only one legislator, Rep. Jeanette Rankin of Montana, voted against the declaration of war. On Dec. 8, Japan officially declared war against the U.S., and three days later, Germany followed suit. World War II had begun.

HR Practice in A.J. Robinsons and Sons Ltd Essay

HR Practice in A.J. Robinsons and Sons Ltd - Essay Example There is also need for reorientation of the employees through training and it has also been recommended that there should be effective communication in order to create understanding among the workmates. It has been recommended that there is need to clearly outline the structure of the organization for it to be effective as well as improve its performance which is internally based at the expense of the customers. Â  In the given case scenario, the key issues affecting performance levels at A.J. Robinsons and Sons Ltd particularly in the Sales Office (Jackie) scenario, the Bought Ledger (Karen) department and The Transport (Melvin) department can be attributed to overriding of the functions of the First Line Managers (FLM) by John Jones who is the Customer Services and Administrative Manager. In order to gain a clear understanding of the concept of FLM, it is imperative to begin by outlining some of the basic functions of First Line management. Basically, first line managers are directly responsible for the production of goods and services. The employees who directly report to them do the organization’s basic production work (Jackson et al 2001). For instance, a sales manager like Jackie should be responsible for supervising the people who sell different chemical things in the organization. It can be noted that this level of management is the link between the operations of each departm ent and the rest of the organization. Â  

Themes The suffering body by compare the work 2 artist Louise Essay

Themes The suffering body by compare the work 2 artist Louise Bourgeois and Francis Bacon in different and similar approach under the theme of Suffering Bo - Essay Example Artists such as Louise Bourgeois and Francis Bacon (listed in their fields respectively) recognize and accept these changes and interpret them in their artworks. Art began around 15 000 BC, often favouring drawing over colour in forms such as cave paintings. There have been changes from emphasis on geometrical shapes such as mosaics and arches, religious and gothic-based, in which art evolved from it's two dimensions and was practised in sculpture format, the Victorian and art Nouveau-influenced craft movements in which art became decoration through to Dada in which the art was taken off the canvas - new materials and exhibiting practises were used to encourage stronger responses from the audience. Subject matter had changed from communicative, to aesthetic, to political, social and emotional. Dada was the jump-off point for performance art. The origin is said to be found in 1917 in Zurich, where several notable Dadaists, spoke nonsensical words to complement nonsense acts to protest the Great War and the importance f art in general: "...No more cute art in frames, no more static art that only makes the Philistines richer." An integral part f the ritual f performance art is it's ephemerality - it is not static like most artworks. After it is finished nothing will be the same again and nothing is left. Performance art is described as unprecedented and because f its originality, it is difficult to censor. It is very relevant to its time because f the short period f time needed between the process f conception and performance and political, social and philosophical views can be explored in-depth such as in the 1970's and in the 1980's in which "Queer Theatre" was founded in which homosexual issues were dealt with. It occupies an environment with specific objects and actions for a specific amount f time and because f the brevity and intent f the artwork, everything present has a meaning. Performance art also brings another change to the world f the artwork - the role f the audience. It is made to be watched and experienced in the moment specifically for those who witness it, therefore, the audience has a much more integral part. As the audience is generally small, there can be much interaction between them and the artist and the experience is much more direct and the message is more vigorously felt because f the proximity and actuality f the piece. What happens on stage can affect the audience and the artist more directly views their response. The audience can be loud, angry or irritating and what the audience does can affect the actors on stage unlike with other fixed artworks, whatever the audience does, (aside from vandalising it) the artwork will not change. Louise Bourgeois is a forerunner in performance art. His performance works are often structured around the confines f the artist's own body and often have a deeply impacting affect upon his audiences because f their graphically disturbing nature. For example, in 1977, he created the illusion f cutting off one f his arms with a small axe after stuffing meat into a shirtsleeve fitted with a prosthetic hand. In 2000 he impounded himself in a small cell-like confinement, without

Break-Even Point of Industry Essay Example for Free

Break-Even Point of Industry Essay 1. Airbus’ Interests Objectives First of all, the large and cost-efficient A3XX would be popular with significant growth in the air transportation industry. Worldwide passenger traffic would almost triple in volume by 2019, with fuel price rising in the future. Creating large and cost-efficient aircrafts, rather than increasing frequencies and building new routes, would be the long-term solutions to the problem of growing demand. Therefore, this project will be strategically significant. Secondly, Airbus wants to gain market shares in the VLA market and break up the monopoly of the 747, but it didn’t have a product to compete with Boeing’s 747. Compared to the 747, the A3XX provides more advantageous features which would attract passengers especially on the longer routes, such as more space per seat, four-engine plane, etc. The combination of increased capacity and reduced costs would provide superior economics. Airbus felt confident that capacity increases would eventually prevail. As we stated above, Airbus’s objectives are to break up the monopoly of the 747, to increase its market share in the VLA market, to gain enormous financial success and to be an industry leader. 2. Break-Even Point Market Demand Production will be able to reach full capacity from 2008, with order and delivery assumed on a stable level. During this period, the capital expenditure will be offset by depreciation in calculation of free cash flow, and RD will be included in the operating margin. The company, as assumed, will produce and deliver 22 aircrafts for the airlines which have ordered, with 6 in 2006 and 16 in 2007. Since $700 million would have already been spent before the decision, this amount of investment should be treated as sunk cost, therefore irrelevant to the NPV analysis. To break even, with assumed operating margin of 18%, Airbus should produce and sell about 40 VLAs every year since 2008, or 495 in total before 2019. Taking the estimated margin from Lehman Brothers and CS First Boston into consideration, total orders needed for break-even can range from 306 to 509 in 20 years. From the view of Airbus, the market demand for VLA, 1550 in years, is large enough to take this project. And it is pretty safe to launch the development since, even with lowest estimated margin, 38% of total market share will guarantee a break-even. However, Boeing gives a totally different perspective and a much lower forecast on potential market demand. Under this estimation, A3XX development will have little chance to make a profit. Airbus should take at least half a market on VLA to make that project fruitful. 3. Boeing’s Response Based on the analysis before, the VLA market is so promising that Airbus is very likely to launch the A3XX. Facing with this threat, the most important move for Boeing is to prevent Airbus from dominating the VLA market. Therefore, Boeing can cut the price of existing 747 product lines and produce 747 stretch as response to Airbus. Producing 747 stretch which may contain 550+ passengers wont be too costly for Boeing since is a modification over the current model, and that can powerfully compete with A3XX in the VLA market. Before the stretch version is market available, Boeing can offer a price cutting of the existing 747 which can not only divert sales away from A3XX, but also make A3XX project less attractive. Other alternatives might not fit. Firstly, fighting the A3XX on legal grounds (improper subsidies) will probably induce the revenge complain from Airbus, making Boeing itself to pay a large penalty. Secondly, to develop its own super jumbo jet is costly and maybe not profitable. What’s worse, in 1997 Boeing faced the first loss in more than 50 years, it’s better for Boeing to have a prudent stable strategy than an aggressive investing. 4. The Threshold To Launch We think Airbus should commit to build A3XX. The Annual Sales and Orders as of 1999 show that Airbus currently faces a disadvantage in competition with Boeing on almost every size of passenger aircraft. Worse is that, while Boeing pockets the market for VLA, Airbus even has no product to compete. Breaking the monopoly on this market becomes critical for Airbus, which is aiming to lead the industry. Strategic significance of A3XX makes this project worth an effort. Compared with the situation when Boeing launched its 747 development with 25 initial orders, the current 22 orders, with other 34 probable, is not a negative sign to commit the project. However, there would also be great risk in the new aircraft development. The possible poor market demand will make the project unprofitable. More important is that new A3XX should be sold quickly in early years to exploit learning curve effect on manufactory and seize market before Boeing reacts.

Babe Ruth :: essays research papers

On February 6, 1895, George Herman Ruth, Jr., was born in his grandparents house in Baltimore, Maryland. Ruth as a young child. Ruth’s dad worked as a bartender and owned his own bar. They spent very little time with George because they worked long hours. Eventually, his parents felt that they couldn’t take care of George, and on June 13, 1902, he was taken to St. Mary’s Industrial School for Boys. His custody was also signed over to the Xaverian Brothers, a Catholic Order of Jesuit Missionaries who ran St. Mary’s. St. Mary’s was both a reformatory and orphanage, which was surrounded by a wall like a prison with guards on duty. George, who was always involved in pranks and fights, was classified as "incorrigible" when he was admitted. The only positive thing that happened from going to St. Mary’s was meeting Brother Mathias. Brother Mathias was the disciplinary guy at St. Mary’s. He spent a lot of time with George. He even helped Ruth learn to be a baseball player. Baseball was a popular game for the boys at St. Mary’s and George played well at a young age. He played all positions on the field, was an excellent pitcher and had the ability to hit the ball very well. By his late teens Ruth had developed into a major league baseball prospect. On February 27, 1914, at the age of nineteen, the Baltimore Orioles signed Babe to his first professional baseball contract. Because Ruth’s parents had signed over custody of him to St. Mary’s, he was supposed to remain at the school until he was twenty-one. To go around this, Dunn, the man who signed him, became Ruth’s legal guardian. Just five months after being signed by the Baltimore Orioles, Babe Ruth was sold to the Boston Red Sox. He made his debut as a major leaguer in Fenway Park on July 11, 1914, pitching against the Cleveland Indians. In the mornings, Ruth would frequent Landers’ Coffee Shop in Boston, and it is here that he met Helen Woodford, a seventeen-year-old waitress. They married on October 17, 1914 at St. Paul’s Roman Catholic Church in Ellicott City, Maryland. As Babe’s career began to blossom and his salary increased, by 1919 he was making $10,000 per year, he and Helen were able to buy a home outside of Boston in Sudbury, Massachusetts. In December of 1919 Babe was sold to the New York Yankees, owned by Colonel Jacob Ruppert and managed by Miller Huggins.

Market mix Essay

REPORT Table of content Identify key characteristics of the product. Review pricing policy Analyse the impact and importance 1. Promotional method 2. Channel of distribution 3. Level of customer service provided Establish the components of the marketing mix. Identify external environment factors Identify consumer priorities Assess the marketing mix Introduction Braaap began with the vision of making motorcycling more enjoyable and more accessible, enabling more people to experience what we love about motorcycling. Plan from the beginning was to build a World-Class Motorcycle that could compete with the custom built American race bikes, whilst still being affordable to the masses. With a dream of building a niche motorcycle brand, braaap founder Brad Smith set out to find manufacturing partners that could build the ultimate motorcycle with him. As an eighteen year old kid with nothing to offer but a vision, he and an interpreter visited over 50 motorcycle manufacturing plants; one by one getting laughed out of their offices. Finally he found manufacturing partners that believed in his vision, believed in the brand. We now have what we believe is the best motorcycle range of its type in the world. We are the only motorcycle brand on the planet with a lifetime warranty, and we are the only production bike to win back to back world championship s for our genre of the sport. Characteristics Braaap Motorcycles are the only Australian motorcycle company and the only dirt bike on the planet to offer a life time warranty and customised dirt bikes. With the option of over 1000 colour and sticker kit combinations there’s no wonder braaap are the category leader. 1. Braaap Pro 50cc The braaap PRO 50cc Is the Ultimate Kids bike! Designed in Australia and Backed by Lifetime Warranty the braaap Pro 50cc is Loaded with safety features and top level specs including disk brakes, category leading suspension, restrict-able throttle and electric start. 2. Braaap Pro 88cc – Youth Edition The kids 88cc braaap features all world class componentry as the adults 88cc but features a cut down seat to suit kids. The braaap 88cc is a perfect match for someone learning to ride, with a 4 speed semi centrifugal gear box this bike is packed with fun! 3. Braaap Street Superlite 125cc The Street Superlite is an exciting addition to the Australian designed braaap range. With a mission to take everything braaap represents and bring it to your daily commute. The street legal braaap SS 125cc is a superlight street legal motorcycle suited for the daily commuter or weekend riding with a power to weight ratio make every ride awesome. 4. Braaap Pro Factory 190cc The braaap Factory â€Å"RACE† Bike. Our â€Å"braaap factory 190cc† is the Ultimate Power house, race bread SUPERLITE machine. Featuring the Japanese Daytona Anima 190cc engine, French Frame, European Exhaust and Canadian Suspension the power to weight ratio will blow your mind! If you want to go fast and roost ya mates this is the bike for you. Marketing mix The largest moto fashion retrailer in AUS is the slogan of Braaap. The market mix strategies used at Braaap to become a successful company in business of dirt bike, pit bike and mini bike. Pricing, Promotion, Products, Channels of distribution and Customer Serviced are the key ingredients at Braaap. Pit bike, Dirt Bike, Mini Bike and their parts and accessories are available to shop online and in store. Braaap offers their own brand name bike or other major brands including: ProTaper, Renthal, Daytona, Elka and Castrol. Braaap refers their bike as the best dirt bike of its type in the world. It is assembled by Braaap’s mechanics base in Australia. There are 4 superstores branches around Australia. Not only bikes are the products at Braaap, other fashion accessories are the main products too. Action sports equipments, for example, helmets, riding gear, T-shirt, shoes, jeans and spare parts of bikes are available to shop. Pricing Policy and Customers Pricing At Braaap, the price of products is various. For the price of accessories and spare parts is divided into 4 ranges * $0 – $24.99 * $25 – $49.99 * $50 – $249.99 * and over $250 Objectives The main objective of the organisation is to make their products affordable for people for this reason, Braaap also offers the payment plan for those who cannot afford a bike with $3 a day for a bike. The law of demands is often referred as Consumer wants to buy more of a product at a low price and less of a product at a high price. This inversion of demand and price shows that the higher price of products the less willing to buy. However, there are amount of people who purchase a higher price product because they believe a product is better in quality. At Braaap, they offer the products to attach customers at different level. The main customer of Braaap is a young-adult who has a passion in this sport.

Are we influenced by TV and film? Essay

Censorship of the media allows either the government or a governmentally appointed department the right to dictate to individuals what they are allowed to view. In a democratic society, personal freedom is of paramount importance and therefore we should have the right watch what ever we want. But, the most vulnerable in society, for example young children need to be protected, and consideration must be given to the feelings and sensitivities of minority groups, for example racially motivated violence or hatred. It is only though legislation that society is able to ensure that the vulnerable are protected. Censorship of television, film and videos allows our children to be shielded from unsuitable material, including bad language, sex and violence. All societies have some form of censorship or control over the media. Although there will always be differences of opinion on what is suitable or acceptable, the issue is who do we allow to control media output and how do they do this. Every film and TV programme that is going to be shown at the cinema or released on video or DVD must be classified by the British Board of Film Classification (BBFC). The BBFC was formed in 1913 and they view each film prior to release and give it a certificate. They decide on a classification for each film depending upon the content in terms of language, sex, violence, morality, and horror. The government can also put restrictions on any broadcast that reveals information on their work that may jeopardise the security of the country, under the Official Secrets Act. They can also stop publication of anything that could raise racial conflict, under the Public Order Act, and can use the ‘D’ notice to contain any information that may not be in the public interest to divulge. Mary Whitehouse was a leading campaigner in the fight to censor violence on television. On the 5th May 1964, she said, ‘If violence is shown as normal on the television screen, it will help to create a violent society’, and believed that the unprecedented levels of social and criminal violence in western society was caused by the saturation of violent crime on television. In 1963 she launched a ‘Clean-Up TV Campaign’, and obtained half a million signatures on a petition, which she presented to the Governors of the BBC. This had little effect, so in 1965 she co-founded the National Viewers’ and Listeners’ Association who attempted to pressurise the Broadcasting Authorities into improving public accountability on policies of taste and decency. The association also put pressure on governments to establish an Independent Broadcasting Council, but it was not until 1989 that the Broadcasting Standards Council was formed but because it was, and still is, an advisory body it had little impact on the standards of programmes.

MGMT302Chapter 13 Essay

MGMT302Chapter 13 Essay MGMT302Chapter 13 Essay 13 CHAPTER 13 MRP and ERP McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright  © 2005 by The McGraw-Hill Companies, Inc. All rights MRP ï  ® Material requirements planning (MRP): Computer-based information system that translates master schedule requirements for end items into time-phased requirements for subassemblies, components, and raw materials. Independent and Independent Demand Dependent Demand Dependent Demand A C(2) B(4) D(2) E(1) D(3) F(2) Independent demand is uncertain. Dependent demand is certain. Dependant Demand ï  ® Dependent demand: Demand for items that are subassemblies or component parts to be used in production of finished goods. ï  ® Once the independent demand is known, the dependent demand can be determined. MRP Inputs MRP Processing MRP Outputs Changes Order releases Master schedule Planned-order schedules Primary reports Bill of materials Inventory records MRP computer programs Secondary reports Exception reports Planning reports Performancecontrol reports Inventory transaction MPR Inputs ï  ® ï  ® ï  ® Master Production Schedule Time-phased plan specifying timing and quantity of production for each end item. Material Requirement Planning Process c u d o Pr e e r T t u r t S e r u ct a e L i T d s e m Master Schedule Master schedule: One of three primary inputs in MRP; states which end items are to be produced, when these are needed, and in what quantities. Cumulative lead time: The sum of the lead times that sequential phases of a process require, from ordering of parts or raw materials to completion of final assembly. Planning Horizon Assembly Subassembly Fabrication Procurement 1 2 3 4 5 6 7 8 9 10 Bill-of-Materials Bill of materials (BOM): One of the three primary inputs of MRP; a listing of all of the raw materials, parts, subassemblies, and assemblies needed to produce one unit of a product. Product structure tree: Visual depiction of the requirements in a bill of materials, where all components are listed by levels. Product Structure Tree Level 0 1 Chair Leg Assembly 2 Legs (2) 3 Cross bar Seat Back Assembly Side Cross Back Rails (2) bar Supports (3) Inventory Records ï  ® ï  ® One of the three primary inputs in MRP Includes information on the status of each item by time period ï  ® ï  ® ï  ® ï  ® ï  ® ï  ® Gross requirements Scheduled receipts Amount on hand Lead times Lot sizes And more †¦ Assembly Time Chart Procurement of raw material D Fabrication of part E Subassembly A Procurement of raw material F Procurement of part C Final assembly and inspection Procurement of part H Fabrication of part G Procurement of raw material I 1 2 3 Subassembly B 4 5 6 7 8 9 10 11 MRP Processing ï  ® Gross requirements ï  ® Schedule receipts ï  ® Projected on hand ï  ® Net requirements ï  ® Planned-order receipts ï  ® Planned-order releases MPR Processing ï  ® Gross requirements ï  ® ï  ® Scheduled receipts ï  ® ï  ® Total expected demand Open orders scheduled to arrive Planned on hand ï  ® Expected inventory on hand at the beginning of each time period MPR Processing ï  ® Net requirements ï  ® ï  ® ï  ® Actual amount needed in each time period Planned-order receipts ï  ® Quantity expected to received at the beginning of the period ï  ® Offset by lead time Planned-order releases ï  ® Planned amount to order in each time period Updating the System ï  ® Regenerative system ï  ® ï  ® Updates MRP records periodically Net-change system ï  ® Updates MPR records continuously MRP Outputs ï  ® Planned orders - schedule indicating the amount and timing of future orders. ï  ® Order releases - Authorization for the execution of planned orders. ï  ® Changes - revisions of due dates or order quantities, or cancellations of orders. MRP Secondary Reports ï  ® Performance-control reports ï  ® Planning reports ï  ®

Gloria Steinem - Feminist and Editor

Gloria Steinem - Feminist and Editor Born: March 25, 1934Occupation: Writer, feminist organizer, journalist, editor, lecturerKnown For: Founder of Ms. Magazine; bestselling author; spokesperson on women’s issues and feminist activism Gloria Steinem Biography Gloria Steinem was one of the most prominent activists of second-wave feminism. For several decades she has continued to write and speak about societal roles, politics, and issues affecting women. Background Steinem was born in 1934 in Toledo, Ohio. Her father’s work as an antique dealer took the family on many trips around the United States in a trailer. Her mother worked as a journalist and teacher before suffering from severe depression that led to a nervous breakdown. Steinem’s parents divorced during her childhood and she spent years struggling financially and caring for her mother. She moved to Washington D.C. to live with her older sister for her senior year of high school.    Gloria Steinem attended Smith College, studying government and political affairs. She then studied in India on a post-graduate fellowship. This experience broadened her horizons and helped to educate her about the suffering in the world and the high standard of living in the United States.Journalism and Activism Gloria Steinem began her journalism career in New York. At first she did not cover challenging stories as a â€Å"girl reporter† among mostly men. However, an early investigative reporting piece became one of her most famous when she went to work in a Playboy club for an expose. She wrote about the hard work, harsh conditions and unfair wages and treatment endured by women in those jobs. She found nothing glamorous about the Playboy Bunny life and said that all women were â€Å"bunnies† because they were placed in roles based on their sex in order to serve men. Her reflective essay â€Å"I Was a Playboy Bunny† appears in her book Outrageous Acts and Everyday Rebellions. Gloria Steinem was an early contributing editor and political columnist for New York Magazine in the late 1960s. In 1972, she launched Ms. Its initial publication of 300,000 copies sold out rapidly nationwide. The magazine became the landmark publication of the feminist movement. Unlike other women’s magazines of the time, Ms. covered topics such as gender bias in language, sexual harassment, feminist protest of pornography, and political candidates’ stances on women’s issues. Ms. has been published by the Feminist Majority foundation since 2001, and Steinem now serves as a consulting editor.Political Issues Along with activists such as Bella Abzug and Betty Friedan, Gloria Steinem founded the National Women’s Political Caucus in 1971. The NWPC is a multi-partisan organization dedicated to increasing the participation of women in politics and getting women elected. It supports women candidates with fundraising, training, education, and other grassroots activism. In Steinem’s famous â€Å"Address to the Women of America† at an early NWPC meeting, she spoke of feminism as a â€Å"revolution† that meant working toward a society in which people are not categorized by race and sex. She has often spoken about feminism as â€Å"humanism.† In addition to examining race and sex inequality, Steinem has long been committed to the Equal Rights Amendment, abortion rights, equal pay for women, and an end to domestic violence. She has advocated on behalf of children who were abused in day care centers and spoken out against the 1991 Gulf War and the Iraq war launched in 2003. Gloria Steinem has been active in political campaigns since that of Adlai Stevenson in 1952. In 2004, she joined thousands of other canvassers on bus trips to swing states such as Pennsylvania and her native Ohio. In 2008, she expressed her concern in a New York Times Op-Ed piece that Barack Obama’s race was seen to be a unifying factor while Hillary Clinton’s gender was seen as a divisive factor. Gloria Steinem co-founded the Women’s Action Alliance, the Coalition of Labor Union Women, and Choice USA, among other organizations. Recent Life and Work At the age of 66, Gloria Steinem married David Bale (father of actor Christian Bale). They lived together in both Los Angeles and New York until he passed away of brain lymphoma in December 2003. Some voices in the media commented on the longtime feminist’s marriage with disparaging remarks about whether in her 60s she had decided she needed a man after all. With her characteristic good humor, Steinem deflected the remarks and said she had always hoped women would choose to marry if and when it was the right choice for them. She also expressed surprise that people did not see how much marriage had changed since the 1960s in terms of rights allowed to women. Gloria Steinem is on the Board of Directors of the Women’s Media Center, and she is a frequent lecturer and spokeswoman on a variety of issues. Her bestselling books include Revolution from Within: A Book of Self-Esteem, Moving Beyond Words, and Marilyn: Norma Jean. In 2006, she published Doing Sixty and Seventy, which examines age stereotypes and the liberation of older women.

Organizational Performance Essay Example | Topics and Well Written Essays - 2000 words

Organizational Performance - Essay Example This paper brings out a critical evaluation of Balanced Scorecard models developed by Kaplan and Norton as also the EFQM excellence model promoted by the European Foundation for Quality Management. With a view to measuring a firm's activities in terms of its vision and strategies and to give the manager's a comprehensive view of the performance of a business, a concept which is described as Balanced Scorecard was introduced by Robert S. Kaplan and David Norton in the year 1992. There have been several studies conducted on the subject of Balanced Scorecard to develop the concept further. "The Balanced Scorecard method of Kaplan and Norton is a strategic approach and performance management system that enables the organizations to translate a company's vision and strategy into implementation working from four perspectives." (12 Manage) Measures: Once the objectives are established the next logical step is to identify the proper tools and parameters and define them to measure the organisational's performance towards achieving these objectives. For example the growth in the net margin or the sales in a particular region may well act as the measurement parameters. Targets: When the measurement parameters are established suitable targets need to be evolved to transform the organizational objectives into reality. Achieving a reduction in the manufacturing cost to the extent of 5% annually may be fixed as a target. Initiatives: Proper initiatives in the form of projects of programmes need to be developed as a support for achieving the set targets. If the targets are supported by initiatives, it may not be possible for the organization to achieve its goals. 2.2 FEATURES OF BALANCED SCORECARD: The monitoring of the perspectives of the Balanced Scorecard involves the development and usage of the following features within the broad organizational performance arena. Double-Loop Feedback: It is always essential, in order to exercise a proper control on the performance measures, there need to be data feedback to enable the mangers to determine the cause of variations and identify the processes with significant problems. This would enable the managers to focus their attention on repairing the