Depression Essay Example | Topics and Well Written Essays - 500 words

Depression - Essay Example They would also tend to use repression wherein the person who lost somebody would tend to get angry with the deserting person, but because they might alienate the persons whom they had depended on for support, they repress the anger that they have. Another is projection, wherein a person protects himself from the awareness of their own undesirable traits by attributing those traits to others. For example, a woman who had been cheated by her husband tends to get angry but she projects as not angry rather believes that her husband is angry at her that’s why he did it. Psychoanalysts, uses the theory of Freud, wherein they assume that each individual has opposing forces within called the id, ego and superego that make internal conflicts inevitable. The person may or may not be aware of this thus influence their personality development and the ability to handle life’s stresses. One technique a therapist would use is the free association wherein the person is allowed to spea k whatever comes into his mind without editing or censoring. This can also be done together with dream analysis wherein the person is encouraged to talk about the content of his dreams and free associating to that content, the analyst and the client attempt to discuss the unconscious meaning. Another is transference wherein the tendency for the client to make the therapist the object of emotional responses. Another is interpretation, wherein the analyst helps the client gain insight into the nature f the unconscious conflicts that are sources of his difficulties. Another view that we could understand depression is the Cognitive perspective wherein depression focuses not on what people do but on how they view themselves and the world (Atkinson, 1990). In this perspective, patients are pessimistic, expecting the worse from a situation rather than the best. The depressive symptoms on this

12 Angry Men.A Review Movie Example | Topics and Well Written Essays - 1750 words

12 Angry Men.A - Movie Review Example The jury does not assume him to be innocent, as the law prescribes. Even the judge drones his boredom during jury instructions. The many ethical dilemmas, values and concepts depicted in this film include: 1. Presumed innocence, ethic or myth? 2. Personal prejudice in the jury room. 3. Personal experience in the jury room. 4. Personal agenda in the jury room. 5. Interpersonal group dynamics: bullies, opinion leaders, bigots, conformists The film explores the best and worst in human behavior in the setting of the jury room amidst a literal life and death decision. This paper explores that treatment. Presumed Innocence Ethic or Myth Eleven of the jurors voted guilty in the first polling without the benefit of an evidence review. Only juror 81 voted not guilty. The anonymity of nameless jurors reduced audience prejudice, although, juror 8 wore a white suit and juror 32 wore a black suit in keeping with Hollywood symbolism. Juror 8 stood alone in his conviction, his ethic, that before se nding a defendant to the death penalty, the jury had a duty to review the case. Several of the jurors commented they thought the defendant was guilty from early in the case, indicating an early personal deliberation without listening to the defense first. Juror 23 says he cannot put his reasons into words, just thought the defendant â€Å"guilty from the word go†. (Lumet 1957) Juror 64 says he was â€Å"convinced early† (Lumet 1957) when the prosecutor established motive. Juror 75 exclaims â€Å"no one thought about it twice† (Lumet 1957) except juror 8. Clearly, these jurors did not honor their commitment to impartiality prior to deliberations. Although the defense attorney did not aggressively cross examine witnesses, most jurors felt the defense council was competent, mostly by assumption. The assumption of competency logically lead to the conclusion that if there were a defense, it would have been presented. No defense, no rebuttal, no innocence. The defense council is never on screen, a cinematic no show. The fact that the boy was accused of killing his father, a man whose position was sympathetic to many on the jury, ironically foreshadowed the juror 8 role in this drama. (Cunningham 1986) Juror 3 said his parenting skills involved â€Å"making his son a man† (Lumet 1957) until his son punched him in the jaw during an argument. Juror 8 raised his kids through love and respect. Juror 8 saw in the defendant an innocent child that never had a chance while the others only saw his superficial guilt. The movie continued through the first act with only juror 8 assuming the defendant was not guilty. The others were too emotional or prejudiced to review the facts. The first act ends with juror 8 making a leap of faith. He challenges the others to make a secret ballot and if all 11 vote guilty, he will too. The votes are counted and a 10-1 split is discovered. The older gentleman, juror 96, decided to back up juror 8 on principle; altho ugh ten jurors did not presume innocence, the young defendant would receive thoughtful deliberation from his jury. Personal Prejudice The jurors demonstrated a varying degree of prejudice, both racial and class based. As the jurors entered the jury room, several conversations revolved around the defendant and his social status. The discussion of evidence brought to light the prejudice and backstory7 of the jurors. In a more benign comment, Juror 48 avers the defendant came from the slums and slums create criminals. â€Å"Everyone knows that† (Lumet 1957). Juror 59 disagrees with this assessment, reviewing his own history and asking for sensitivity to the youth’s plight. Juror 1010 is a more vehement bigot, spewing stereotype and cursing â€Å"

Difference Between Entrepreneur and Small Business Owner

Difference Between Entrepreneur and Small Business Owner Entrepreneurship is one of the most popular words in the English language today. People are buzzing about entrepreneurs and entrepreneurial companies. In addition, todays media information makes us believe that anyone qualifies as an entrepreneur in some fashion way- from lawyers and doctors to artists and teachers. However, the term is so often used that many people are not quite sure what it stands for? Furthermore, despite intensive analysis, we still know relatively little about the entrepreneur (Begley and Boyd 1987a; Cunningham 1991), particularly how an entrepreneur differs from a small business owner (Gartner 1985). Research has indicated that small business owners and entrepreneurs have different goals (Litzinger 1965) and decision-making styles (Busenitz 1992). An entrepreneur has a kind of behaviour intent on opportunities rather than on capital and the small business owner can be a vehicle mutually for Schumpeterian (1934) kind of initiating new products and processes that modify the industry and the owner run the business for a living. Thus, the report will address how the small business owners and entrepreneurs differ and will also include a critical review of the academic theory concerning motivation, aspiration, business management practices and styles. Definition of Entrepreneurs According to Birley (1996), an entrepreneur is an individual who establishes and manages a business for the principal purpose of profit and growth. The entrepreneur is characterised principally by innovative and creative behaviour and will employ strategic management practices in the business. Thus, the modern thinkers emphasise that an entrepreneur is an individual who creates and recognise opportunities for something new, handles the uncertainty and risk of that new venture ( which is not restricted to stand alone business ventures), and has the managerial competence to gather required resources from the environment (like capital) without necessarily owning these resources, which includes an ability to plan, to lead a team and to network outside the venture (Timmons Spinelli, 2004). Definition of Small Business Owners A small business owner is an individual who establishes and manages a business for the principal purpose of furthering personal goals. The business must be the primary source of income and will consume the majority of the owners time and interest. The owner perceives the business as an extension of his or her personality, intricately bound with family needs and desires (Birley 1996). Entrepreneurs versus Small Business Owners Geber (1995) is very clear that there is a substantial difference between the entrepreneurs and small business owners, a view has been endorsed by many writers including Birley (1996) and Jenning and Breaver (1997). Entrepreneurs are motivated by their goals of profit and growth for their ventures and by their use of strategic planning, for example, Bill Gates, the best known entrepreneur in personal computer revolution. Alternatively, small business owners focus on providing family income and view the venture as an extension of their personalities, for example, the Chinese takeaways. Characteristics of Entrepreneurs: a Distinction from Small Business Owners Characteristics of entrepreneurs and small business owners are different for different ages, different industries and different stages of the business life cycle. Indeed, the personality characteristics are both born and made, for there is also a good deal of evidence that certain attitudes and behaviours can be acquired, developed, practiced and refined through a combination of experience and study. (Timmons and Spinelli 2004, p.249) In addition, different authors have mentioned different characteristics of entrepreneurs from their research. They distinguished the characteristics between normative and empirical (Kuhn, 1960). In a nutshell, according to Timmons and Spinelli (2004), there are five major attitudes and behaviours that characterise some entrepreneurs: Commitment and determination Need for achievement (McClelland, 1961), with its related attitudes towards risk Internal locus of control Opportunity orientation Creativity and innovation Besides, both small business owners and entrepreneurs are of critical importance to the economy. However, it is useful to draw a distinction between them since small businesses and entrepreneurial ventures serve different economic functions. Thus, it will also be more valuable to differentiate what they manage. Moreover, this will help us to have a better understanding of the management styles and business practices of the entrepreneurs and small business owners. The Distinction between Small Business Venture and Entrepreneurial Venture An entrepreneurial venture, according to Birley (1996) is one that engages in at least one of Schumpeters four categories of behaviour: that is, the principal goals of an entrepreneurial venture are profitability and growth and the business is characterised by innovative strategic practices. Alternatively, small business venture is any business that is independently owned and operated, not dominant in its field and does not engage in any new marketing or innovative practices Birley (1996). Wickham (2004) stated that there are three main characteristics which distinguish the entrepreneurial ventures from small businesses: Innovation and Creativity The successful entrepreneurial venture is usually based on a significant innovation and creativity. This might be technological, an innovation and creativity in offering a new service; or a new way something is marketed or distributed; or possibly an innovation or creativity in a way the organisation is structured or managed. An entrepreneur is recognised for their innovative and creative ability, for example, James Dyson, who came up with the creative idea of the ball-wheel- barrow business and continue his innovation by moving on to the cyclone vacuum cleaner business. On the other hand, the small business is usually involved in delivering an established product or service. So, while a small business may be new to a locality, it is not doing anything new in a global sense for example, cost-cutters shop, whereas an entrepreneurial venture is usually based on a significantly new way of doing something. Potential for Growth An entrepreneurial venture has more potential for growth than a small business does. This results from the fact that it is usually based on a significant creativity. The market potential for than innovation, will more than enough to support a small firm. It may even be more than enough to support a large firm and signal the start of an entire new industry. For example, Adam Osborne (1939 -2003) was the best known entrepreneur as creator of the first portable computer, but he was also an author who made a successful move into publishing computer books. On the other hand, the small businesses which operate within an established industry are unique only in terms of its locality. Therefore, it is limited in its growth potential by competitors in adjacent localities. A small business operates within a given market; the entrepreneurial venture is in a position to create its own market. Strategic Objectives Most businesses have at least some objectives. Even the smallest firm should have sales targets if not more detailed financial objectives. Objectives may be set for the benefits of external investors as well as for consumption by internal management. The entrepreneurial venture will usually go beyond the small business in the objectives it sets itself in, that it will have strategic objectives. Strategic objectives relate to such things as: Growth targets Market development Market share Market potential Growth Potential Strategic objectives However, not all entrepreneurial ventures will necessary show an obvious innovation, clear growth potential or formally articulated strategic objectives, and some small businesses may demonstrate one or two of these characteristics. Nevertheless, in combination they add up to distinguish the key character of an entrepreneurial venture, that is, a business that makes significant changes to the world. Therefore, entrepreneurs and small business owners pursue and create new opportunities differently; they fulfil the ambitions of their founders and managers in different ways. Supporting them presents different challenges to economic policy makers. For instance, the self-employed owner of a neighbourhood pub has very little in common with the founders of a Bennigans or T.G.I. Fridays. Furthermore, studies of the psychological characteristics of the small business owners and the entrepreneurs suggest differences that affect both the management styles and cultures of the firms. Sexton and Bowman- Upton (1991) found that the entrepreneur, the founder of Bennigans, has unique set of psychological traits which they collectively labelled as propensity towards growth. Factors in this propensity included a high energy level, a preference for high risk/high return activities, a desire for control, a separation of personal and professional activities and little need for support from others. On the other hand, the small business owner, the self-employed owner of the pub, were found to have priorities that tend to suggest that other factors (for example, family and social) are more important that the business. The Differences between the Entrepreneurs and Small Business Owners Small Business Owner Low propensity towards growth Preference for low-risk taking and low return activities Non business concerns more important Less control-driver Prefers repetition of tried and true ways Detail-oriented Sceptical of inspiration Works at steady pace Rarely makes errors of fact : Works problems all the way through Patient with routine delays People-oriented, Aware of peoples feeling Trustful of others Entrepreneur High propensity towards growth (looking for new opportunities) Preference for high-risk taking and high return on activities The business itself takes priority Strong need for control (an internal locus of control) Likes to experiment with novel approaches (innovation) Does not take time for precision Driven by aspiration (needs for achievement) Works with bursts of energy Often makes errors of fact; jump to conclusions Impatient with routine details Task-oriented, oblivious to peoples feeling Distrustful of others Source: M. Joseph Sirgy, A. Coskun Samli (1995) Carland (1990) indicated that entrepreneurs have a stronger preference for creativity than owners of small businesses. Entrepreneurs tended to spend more time finding new and different ways of doing things. For example, Richard Branson, who is a portfolio entrepreneur, has diversified his virgin group into different areas. While small business owners concentrated on making established procedures more efficient, for example, small local pub; or corner shops all selling the same types of products and service. Hellriegel, Slocum and Woodman (1983) have identified other differences, including a tendency for entrepreneurs to work with bursts of energy rather than steadily, to jump into conclusions, to be patient with complicated situations and impatient with routine delays and to follow their inspirations. For example, despite Oswald Boetang, the Ghanaian designer and tailor, endured two bankruptcies, divorce and the break-up of his business partner, he has that inspiration and determination to be successful (a need for achievement), that motivates him not to take time for precision; learn by his mistake and to continue innovating new fashionable ideas. However, Joseph Sirgy (1995), stating that entrepreneurs are task-oriented is quite misleading. Top entrepreneurs like Bill Gates; Warren Buffet and Richard Branson have proved in their ventures to be people-oriented, looking for the best interest in people. Furthermore, entrepreneurs have an internal locus of control. They actively look for opportunities to place themselves in situations where they do not have to rely on other people or luck- they think life is under control and they can affect what happens around them. For example, Duncan Bannatyne from the Dragons Den TV Show started his entrepreneurial life by trading in cars. Being brought up from a poor family background, Duncan did not believe in luck, on the contrary, he believed in his determination and commitment to be successful. He had a control over his life and he also take up risks. Motivation and Aspirations: Distinction between Small business owners and Entrepreneurs Motivation, the condition that makes individuals undertake, or at least desire to undertake, certain courses of action, is a subject that has received lot of attention from psychologists over the past hundred years. Different approaches will be used to understand motivation and adding up to a general picture of what motivates an entrepreneur. Maslow Hierarchy of Needs Entrepreneurs and small business owners have different set of needs, which hence, motivate them differently. The idea of a series of needs that can be resolved into separate components was the basis for Maslows (1943) well-known hierarchy of needs in which physiological, security, social and self-actualisation needs were satisfied in that order of priority. Miner (1997) has used Maslow hierarchy of needs to provide a distinction between the set of needs that motivate an entrepreneur and small business owners. Entrepreneurs are at the highest level of needs, which, is self-actualisation. These needs can be supported by their characteristics and personality traits. Entrepreneurs are driven by their aspiration. They are motivated by the goals of profit and growth. They are committed and determined individuals who want to be successful; creative and innovative by creating new opportunities. Entrepreneurs have an internal locus of control which enables them to transcend all the needs. For example, lord Alan Sugar, is at a self-actualisation stage, he has satisfied all the other needs. He was brought up in a council flat in Hackney and despite leaving school at 16, his driven aspiration of being a successful British entrepreneur, made him climb the hierarchy reaching at the transcendence needs where he is satisfying his desire for self-fulfilment and personal growth. Moreover, Miner (1997) conducted a survey about list of motivation factors for small business owners and concluded that it is reasonable to say that small business owners are at the esteem needs: The survey shows that small business owners are motivated by their performance, status and condition. Hence, this leads to the satisfaction of their competence, individual achievement, reputation, responsibility and independence. For example, small corner shops or Indian restaurants are satisfying their esteem needs. They may be reputed in the locality due to their great achievement in having a good customer service and also by handling their responsibilities effectively. However, Maslow hierarchy of needs has received several criticisms. Alderfer (1964) stated that people sometimes try to satisfy more than one need at a time. For instance, Entrepreneurs may be satisfying the esteem needs and self-actualisation needs at the same time, which according to Alderfer is the growth needs. In addition, frustration of a higher order need can lead to efforts to satisfy a lower-level need (frustration regression hypothesis). For example, some entrepreneurs may be at the self-actualisation stage, but due to a failure in one of their venture, can lead to the efforts of satisfying the esteem needs, such as finding ways to make their venture reputable. McClelland (1961): Achievement Motivation In McClellands view behaviour is directed towards an aspirational picture of delivering personal excellence. What constitutes this excellence may be derived from internally referenced considerations or it may be picked up from external signals. McClelland was particular interested in achievement as a motivator for young entrepreneurs. Entrepreneurs are driven by strong need to excel against self-imposed standards- to achieve challenging goals. They have an internal locus of control that makes them have a low need for status and power, and a low need for affiliation with other people. Thus, according to McClelland, entrepreneurs are quite independent types. For example, the music entrepreneur, Simon Cowell, despite having a huge failure in his music recording industry in the 80s, his need for achievement and his internal locus of control motivate him to be successful by showing his creativity of the X factor and American Idol. Research has also proved that small business owner has a low need for achievement, and on the contrary, has a high need for power and status (to combat their competitors). However, the need for achievement may not be the most important variable for predicting the likelihood of starting a business. Borland research shows that achievement motivation was neither a significant factor among students who intended to become entrepreneurs and those who did not (Borland 1974), nor between those who indicated entrepreneurial interest through the choice of majors (Sexton and Bowman 1983). Yet, the question of whether students majors or stated intentions are appropriate surrogates for business ownership arises. Entrepreneurial Motivation It is important to understand the link between entrepreneur and motivation. Burns (2008) stated motivation plays an important part in the creation of new organisations, thus, theories of organisation creation that fail to address this notion are incomplete. Kumar (2008), stipulates that particular goals, attitudes, and backgrounds where all important determinants of an entrepreneurs eventual satisfaction. In that manner, Douglas et al. (1994) examines the motivational process an entrepreneur experiences. The decision to behave entrepreneurial is the result of the interaction of several factors. One set of factors include the individual personal characteristics, the individual personal environment, the relevant business environment, the individuals personal goal set and the existence of a viable business idea Douglas et.al (2004). In addition, the entrepreneur compares his/her perceptions of the probable outcome with the personal expectations. However, it can be argued that entrepreneur psychological characteristics, such as drives for achievement and inspirations, are also important it as help them to be motivated by acknowledging what created a lower outcome than expected, and, thus learn by their mistake. Locke and Baum (2007), has provided a summary of key motivation variables based on previous findings and show general traits measures being mediated by specific measures affect the performance of entrepreneurs. Nevertheless, Kets de Vries (1985) referred to the dark side of the entrepreneurs in discussing how the entrepreneurial personality and ego can be taken to extremes and cause failures, for example, they have a strong need of control and sometimes, may be seen as a bully. Their distrust of others, their desire for applause, and their defensiveness can also be a limitation for them to be successful and affect their potential as an entrepreneurial venture to grow. According to Landau (1982), there are four different types of entrepreneurs as regard to the risk bearing and innovativeness. Thus, stating that all entrepreneurs are motivated by high risk taking and innovativeness is misleading. Low High Risk-bearing Low High Innovativeness For example, the gambler is the entrepreneur characterised by low degree of innovation and high risk. Thus, they are motivated by high risk propensity. Therefore, different types of entrepreneurs are motivated differently. Hence, more research should be conducted on motivation vis-Ã  -vis different types of entrepreneurs. Business Management Practices and Styles The entrepreneurial venture represents a particular management challenge. The nature of the entrepreneurial venture characterises and defines the management that is needed to drive it forward successfully. Moreover, the report has already provided a distinction of entrepreneurial ventures from small businesses (innovation; potential for growth and strategic objectives) which reflects to their business practices. The figure above shows how practices in small businesses differ from entrepreneurial ventures. Wallach (1983) identified that innovative culture (challenging, creative, and enterprising) more closely fits the entrepreneurial venture, while small businesses demonstrate a supportive culture (family-like and humanistic). Carland (1990) has also found in her research that entrepreneurial ventures concentrate on strategic management whereas small businesses on tactical management. Entrepreneurial Management Entrepreneurial management is characterised by its whole organisation scope, its objective of creating change and a focus on exploiting opportunity Wickham (2004). These characteristics are shown in the figure below as a comparison of conventional management and entrepreneurial management. Conventional Management Entrepreneurial Management Scope Whole organisation Part of organisation Objectives Create change Maintain status quo Focus Pursue opportunity Conserve resources A focus on Change Entrepreneurs are managers of change. They bring people, money, resources and ideas together to build new organisations and to change existing ones. For example, Richard Branson started off his business as selling audio tapes recorder, and now he has made entire new worlds by taking risk and diversifying his products namely, virgin media; virgin active, virgin airline etc. He keeps bringing in new changes to the world. Entrepreneurs are different from conventional managers or owners whose main interest is in maintaining the status quo by sustaining the established organisation, protecting it and maintaining its market positions. A focus on Opportunity Entrepreneurs are attuned to opportunity and bring in creativity. They constantly seek the possibility of doing something differently and better. They innovate in order to create value. Entrepreneurs are more interested in pursuing opportunity than they are in conserving resources. Entrepreneurs see resources as a means to an end, not as an end in themselves. Entrepreneurs expose resources to risk but also make them work by stretching them to their limit in order to offer a good return. In contrast, small business owners in established businesses are more often responsible for protecting scarce resources than for using them to pursue the opportunities that are presented for their organisations. Organisation Wide Management The entrepreneur manages with an eye to the entire organisation. They benchmark themselves against organisational objectives. They label themselves as having a visionary management style rather than focusing on objectives in particular department. Thus, entrepreneurs develop a holistic approach as regard to their management style and business practices. The effective entrepreneur does all these things when appropriate. There are times when the status quo is worth sustaining, and at times when it becomes unwise to expose resources. Part of the skill of the effective entrepreneur should know when not to venture. In addition, entrepreneurs should use appropriate leadership, power and motivation as managerial tools to have a better control, focus and direction for the venture. These are tools entrepreneur should adopt in order to turn their vision into reality. Furthermore, some entrepreneurs tend to adopt an autocratic business management style with a tall structure. For example, Lord Alan Sugar is recognised for this autocratic style following the steps of Taylorism. Critics have described Sugar as out-of-touch and his work ethic as a model of bad management in the UK. Negative, bullying and narrow-minded (Sugar) rules by fear. http://www.dailymail.co.uk/news/article-461607/Why-earth-want-work-Sir-Alan-Sugar.html. Therefore, entrepreneurs should climb the growth wall. Creativity and innovativeness alone would not make an entrepreneur successful. They should also empower and motivate their subordinates by giving them control to make decisions. If they do not do so, they will be too stress and tired, which can cause their venture to fail. Thus, an entrepreneurial organisation should always learn through its success and failures. This will enable the entrepreneur to develop his vision into reality to achieve success (Wickham 2004). Conclusion Overall, the report has provided us with a better understanding of the differences between entrepreneurs and other owners of small businesses. The report has discussed the different characteristics of entrepreneurs and how it differs with those of small business owner. For example, psychological characteristics such as need for achievement, internal locus of control, need for autonomy, creativity and risk-taking are predominant in entrepreneurs. On the other hand, small business owners main priority is their family goals and their income. Entrepreneurs are motivated to create an entire new world Joerges Wolff (1991). The report also explain Douglas entrepreneurial motivation model which surpass the psychological characteristics. He stated that the initial determination to behave entrepreneurially is the outcome of the dealing of a range of factors such as individual personal characteristics, personal goal set, personal environment, the existence of a viable business idea, and relevant business environment. On the other hand, small business owners are motivated by high need of power; status and independence (Miner 1997). Kets de Vries (1985) has also discussed about the dark side of entrepreneurs, thus, in order to turn their vision into reality, entrepreneurs should learn from their mistakes and successes and also learn to climb the growth wall. There are also different types of entrepreneurs, thus, each type of entrepreneurs are motivated and manage their ventures differently. Thus, motivation factors, business management style and practices would be different, for example, Alan Sugar management style and business practices are different from that of Richard Branson. Besides, an entrepreneurial performance are influenced not only by personal motivation and aspirations but the ability to motivate employees and having good human relationship skills; general management skills, effective leadership skills; proper use of power and industry knowledge.

Richard B :: Business and Management Studies:

Richard B The cost of the plant renovation is paid in full on December 31, 1991. 1) Changes to analysis: a. The lost output due to construction should reflect the higher output of the renovated plant (24,075). Thereby the net output for the year corresponds to 10 months of the new output. b. The DDB depreciation should switch to straight-line when straight line is greater. Otherwise the plant does not get fully depreciated. c. The 3.5% overhead on capital for new projects should not be applied for the renovation of existing equipment. The overhead of the existing plant is not affected. Since there is no incremental change in overhead, it should not be included in the analysis. d. The preliminary engineering cost should not be included in the analysis for making a decision to renovate the plant. These are sunk costs and therefore are not included in an incremental analysis. e. A cumulative DCF was added so the payback period is clearly illustrated. The Hawkins' analysis appeared to add the "Free Cash Flow" without discounting to obtain the payback period. The revised payback period is 5.21 years. f. The equivalent annuity was added. The annuity equivalent to the revised NPV of 6.08 million pounds is 0.80 million pounds. This figure can be divided by the number of shares FYE 91 to obtain the average earnings per share of 0.0086 pounds. The Hawkins' analysis appeared to average the "Free Cash Flow" without discounting then divided by the number of shares to obtain the EPS. g. Hawkins should perform sensitivity analyses to the market price of polypropylene, the cost of the renovation, and the efficiency advantage of the renovated plant. (These are shown in Exhibits 2b through 2e). The margins are revised for the new prices keeping the cost of production fixed. Transport Division The cost of the additional capital required by the transport division should not be included in the analysis. Empirical Chemicals is actually helping the transport division by using its excess capacity. Additional capital obtained by the transport division should be paid by all of its customers through transportation fees. Director of Sales ================= There are a number of producers of polypropylene that have higher costs than EC Rotterdam. These producers will be the first to feel

Cybercrime technology Essay

People rationally choose to participate in criminal   acts;  in order to   prevent these acts from occurring people need to know that consequences will outweigh the benefits. If people believe that the consequences outweigh the benefits t hen they will   freely choose not to participate in the criminal behavior. On the other hand the positive   school of criminology believes that individuals participate in crime because of forces beyond individual control and relies on the scientific method to prove   it s theories (Cullen & Agnew, 2006  ). Individuals should not  be held solely responsible for their actions   because not everyone is rational. Outside factors can play an important part in determining one‟s participation in crime. Now that we have exami ned the two most   dominant schools of criminological theory we can examine how two theories, self –  control and routine activity, have been applied to the study of cybercrime and cybercrime victimization. Self – Control  Theory  One general crime theory that has been applied to the study of cybercrime is  self –  control theory. Self –  control theory was first proposed by Travis Hirschi and Michael Gottfredson in their 1990 publication A General Theory of Crime  . Self  Ã¢â‚¬â€œÃ‚  control theory   beli  eves that criminal motivation is rampant, but that people act on this motivation only when they possess low self  Ã¢â‚¬â€œÃ‚  control   (Cullen & Agnew, 2006)  . This paper will discuss the   basic elements of self –  control theory, as well as research that has provided eviden ce to   support the validity of this theory. Then this section will review empirical studies that have applied self  Ã¢â‚¬â€œÃ‚  control theory  to the stu  dy of cybercrime and cyber victimization  and   will dis  cuss the benefits  of applying this theory to the study of cyberc  rime. Cybercrime 28 In their book, A General Theory of Crime , Travis Hirschi and Michael Gottfredson describe the major characteristics that define individuals with and without self – control (1990). Individual‟s with low self – control are â€Å" impulsive, insensitive, physica l (as opposed to mental), risk –  taking, short sighted, and nonverbal, and they will   tend therefore to engage in criminal and analogous acts .† (Hirschi & Gottfredson, 1990) People with characteristics of low self –  control may be more likely to participate in  deviant acts because they want immediate gratification. As compared to individuals who lack self –  control, individuals with self –  control are able to delay immediate gratification   and are more likely to be vigilant, emotional, verbal, and long –  term orientat  ed (Hirschi &   Gottfredson, 1990). Individuals who possess characteristics of self –  control may be better   able to appreciate the consequences of participating in   deviant acts and have the control  necessary to delay their gratification. In conclusion, those who lack self –  control are more   likely to possess characteristics such as impulsivity a  nd short –  sightedness, that make  crime and its immediate gratification more attractive to them, as compared to those who possess characteristics of high self –  control such   as being cautious and long –  term   orientated.   This brings up an important question, does an individual‟s level of self –  control   develop over time or is someone born with one level of self –  control that remains the same  throughout his or her lifetime  . According to Hirschi and Gottfredson individuals are  not  born with one certain level of self –  control,   rather   they learn self –  control most often   through their parents (  Hirschi & Gottfredson, 1990  ). An individual does not have only   on  e  level of self –  control, as they grow older they may develop a different level of self –  control then when they were younger. However, they do suggest that, â€Å"†¦individual Cybercrime 29  differences may have an impact on the prospects for effective socialization† ( Hirschi & G  ottfredson, 1990  ). For example, individuals with mental health problems may have a higher probability of not being effectively socialized. The authors believed that self –  control is learned through life, but especially while you are a child. The authors   al  so addressed why some individuals possess characteristics of self –  control. They suggest that individuals develop characteristics of self –  control as a result of   their upbringing (Hirschi & Gottfredson, 1990). While   parents do not intentionally  teach   their c  hildren  to not have  self –  control, the authors  suggest that â€Å"  in order to teach the child   self –  control, someone must (1) monitor the child‟s behavior; (2) recognize deviant behavior when it occurs; and (3) punish such behavior†¦all that is required to activat e the   system is affection for or investment in the child  .† (Hirschi & Gottfredson, 1990) They   suggest that a deficiency in any one of these categories will inadvertently allow the child to develop characteristics of low self –  control (Hirschi & Gottfredson , 1990).   Characteristics of low self –  control can be the result of ineffective parenting. Low self –  control makes crime more attractive to individuals who possess learned characteristics such as impulsivity and lack of responsibility. Good parenting is impo  rtant in developing   individuals who possess high levels of self –  control, however good parenting can only   occur if parents care about their children and are able to monitor, recognize, and effectively punish their children for deviant behavior. Self  Ã¢â‚¬â€œÃ‚  control theory  has been the subject of many empirical studies, which have   attempted to test the validity of the theory in explaining crime (Pratt & Cullen 200 0; Pratt, Turner & Piquero 2004; Perrone, Sullivan, Pratt, & Margaryan 2004 ; Turner,   Piquero, & Pratt 20  05; Reisig &Pratt 2011;   Deng & Zheng 1998 ) . In 2000, Pratt and

Basketball Skills Essay

Andrew Lorentz Prof Berkhof PE 141 Basketball Skills 10/14/09 Basketball Skills Reflective Assessment Essay Basketball Skills was a great physical education class because I got to improve my overall basketball skills and learn some exact specifics about the sport I love to play the most. I’ve been playing basketball since I was very young and will continue to throughout my life. I have quite a few strengths while playing basketball. One is that I am a skilled ball handler.Anyone who knows anything about basketball will tell you that in order for your team to win, you need to have that one guy or girl that can handle the ball, also called the point guard. I’ve played point guard ever since elementary school traveling to those all day basketball tournaments on Saturdays. I fit the role of the point guard because I am small and quick with excellent hand-eye coordination. I value my skill as a ball handler because my teammates rely on me to bring the ball up the court with ease without the defender stealing the ball from our team before advancing it past half court.I was valuable when our team had to break a full court press put on by the opponent because I am quick and can get open easier than all of my teammates could. Another strength of mine is that I am a fundamentally sound passer. Being able to pass the ball well in basketball relates to playing the point guard position in some ways because most point guards can dribble and pass well. I love making that assist to my teammate that forces the opponents to freeze on the court because my pass was that perfect.In high school, playing point guard my teammates and coaches would expect me to make that one pass, or the exceptionally good passes during games and practices because they knew I was capable of it and performing to my highest skill level was vital for our success as a team. Another strength I have is I am fast and quick. These skills attribute well for playing defense particularly. I was one of the best defensive players on our high school team because my coach always wanted me to guard the opponents’ quickest player. He knew I could â€Å"mirror† him and not let him score or hardly touch the ball.With strengths come weaknesses and I have a number of weaknesses while playing basketball. One is that I need to be more aggressive overall. My teammates and coaches knew I could shoot and always encouraged me to shoot or drive to the hole more. I know I could have started more games in high school if I was just more aggressive. Another weakness is my lack of being a vocal leader. For playing the point guard position you could assume that I was the captain and leader of our team but that was not the case. Since I am a more introverted person in general, I carry that with me on the basketball court.I am vocal on defense but more of a â€Å"follower† versus a hardcore leader. Basketball relates to Frequency because you could add more time in your day to play basketball. Whether that be practicing your fundamental skills more or playing more in pick-up games. Intensity is all about you as the player in basketball. Your attitude and energy that you have will show boldly on the court when you’re playing. When coaches or teammates tell you to pick up your intensity, that means focus and start getting more aggressive like driving to the hole more.Or being more active on defense: shuffle your feet and stop being lazy with your hands. Also being more vocal to get your teammates hyped up. Time relates to how much basketball you play at a time. Sometimes you might spend more time playing and others day you could be just too tired or not in the mood to work on your game. Playing basketball many days of the week could vary as far as how much time you specifically spend. You might not want your routine to be the same all the time. Type is simply doing different activities while playing basketball.In order to be a great ball player you need to be sharp in more aspects than just being able to shoot well. For instance, you could run sprints the length of the court or practice shooting from various spots around the arch. Shooting free throws becomes muscle memory with practice. Type refers to practicing different types of skills in basketball. I will continue to keep basketball in my life even though I no longer play competitively like in high school. It’s hard to stop playing a sport you’ve been playing all your life that you love to play and watch.Every winter, my high school puts on an alumni basketball tournament on one weekend. It’s a lot of fun to play with my high school friends again and play against some of the old alums of the high school that I don’t know of. Basketball to me is more than just the game itself. You can learn a lot of life lessons playing basketball, such as how to work as a team. I also love playing outside in my driveway at home. It’s a great way to practice m y shooting skills. I’m glad I took this class this semester because it was a fun class with a great coach/teacher.