US HISTORY Essay Example | Topics and Well Written Essays - 250 words - 3

US HISTORY - Essay Example Schools including universities for blacks and medical clinics were worked during the recreation period. Thusly, monetary advancement achieved caused an improvement in the expectations for everyday comforts of residents. Other than monetary results, social changes additionally shaped piece of the recreation time. Social liberties charge that pushed equivalent benefits among America residents passed by the extreme republicans, for instance, finished dark codes that energized constrained servitude (Bodenhamer and Ely, 2008). The social equality bill started opportunity among residents prompting the making of social offices in dark networks, for example, schools, holy places. It further energized self-initiative. Political changes during the reproduction time changed the administration arrangement of the nation. Remaking corrections, for example, the thirteenth, fourteenth and fifteenth revisions prohibited subjugation, made system of carrying southerners to the government and reinforced blacks social equality. In July 9, 1865 for example, the approval of the fourteenth amendment guaranteed that the social equality act made by radical republicans to battle for the value of residents stays substantial (Nelson, 2009). Seemingly, recreation period was an accomplishment in American history in light of the different social, financial and political progressions achieved. It made establishment for improvement and solidarity inside government States after common war other than making mental stability to dark rights. It likewise supported the formation of human rights developments, for example, ladies

Hedge accounting under IAS 39 and IFRS 9 - A critical comparison Research Proposal

Fence bookkeeping under IAS 39 and IFRS 9 - A basic correlation - Research Proposal Example The second sectionâ reviewsâ the writing identified with IAS 39 and IFRS 9 as monetary instruments utilized in fence bookkeeping. The following segment traces the approach utilized in this examination, including a calculated system of research factors, information sources, information assortment and information investigation techniques. The last area of this investigation examines the moral issues moral issues emerging from the proposed research and methods to address these issues. Presentation Hedge bookkeeping is a procedure used in bookkeeping where sections for the privileges of a security and the contradicting fence are dealt with at the same time. Support bookkeeping tries to facilitate the unpredictability produced by the monotonous change of the estimation of a monetary instrument. This diminished instability is finished by joining the support and the instrument as one section, which adjusts the contradicting developments (GUPTA, 2008). IAS 39 Financial Instruments: Recogni tion and Measurement are a worldwide bookkeeping standard for money related instruments discharged by the International Accounting Standards Board (IASB) which sums up the prerequisites for the acknowledgment and estimation of monetary liabilities, budgetary resources, and a few agreements to purchase or sell non-monetary things. Worldwide Financial Reporting Standards (IFRS) is a finished, globally perceived arrangement of bookkeeping gauges utilizing anâ approachâ based on principlesâ with a greater accentuation on explanation and importance of those standards, proposing, best case scenario imitating the monetary substance of exchanges. IFRS 9 Financial Instruments traces the acknowledgment and estimation prerequisites for fiscalâ instruments and agreements to purchase or sell non-budgetary things set to in the end structure a far reaching replacement for IAS 39 Financial Instruments: Recognition and Measurement. It was at first distributed in November 2009, reissued in Octobe r 2010 with necessities for money related liabilities, and relates to yearly periods initiating on or after first January 2015 (MIRZA and NANDAKUMAR, 2013). What makes IFRS 9 to be the most favored than IAS 39 is its top inclination of money related data which is an essential for the advancement of capital markets as it has been contended that the structure enlightening condition assumes a chief job in helping financial specialists think of choices. Controllers will likewise have a great deal of intensity with them to arrange a budgetary body to act at whatever point an occurrence is regarded to not be sufficient (DICK and MISSIONIER-PIERA, 2010). In decision thusly, this is an intricate issue that should be handled cautiously by specialists in this field. In as much as the IAS 39 was incredibly regarded temperamental and IASB put forth an admirable attempt to concoct a superior standard that they thought would be reasonable, these endeavors may have not paid as it isn't yet clear i f most organizations are going to promptly embrace this new norm (IFRS 9). In spite of the fact that it has been named as superior to the past one, despite everything concerns have been raised that more changes ought to be done on the yet not finished IFRS 9. The significant grumbling propelled being that budgetary detailing be done in a particular setting before any standard is forced. This is in reality difficult to accomplish and may keep on postponing the consummation of the IFRS 9 which is in truth still in progress and has just endured extraordinary postponements. IFRS 9 is a 'work in progress' and will in the long run supplant IAS 39 completely and is dependent upon

How to Ace an Ivy League Interview

How to Ace an Ivy League Interview The OE Blog One of the most important aspects of any university admissions process is the interview, and the Ivy League is no different. The interview itself, however, varies dramatically from the academic questioning experienced by most UK university applicants and the Ivy League interview is quite different from the Oxbridge experience. As so many UK students are offered so little support in making applications to US universities, we have put together these top tips on performing outstandingly in an Ivy League Interview… Think Personal, Not Academic While the Oxbridge interview process is ferociously academic, with students interrogated on A-level subject material or topics mentioned in their UCAS statement and even cross examined on submitted essays, the Ivy League interview is much more concerned with the individual and their personality. Not every candidate for the Ivy League is interviewed, but many of those applying from the UK are, with interviews for Harvard, for example, organised by the Harvard Club of the United Kingdom. Applicants contact them to arrange an interview, which will not necessarily take place in a formal location and may take the form of a comfortable chat rather than an academic inquisition. Interviewers are trying to get the most rounded possible impression of who you are as a person and want to be able to champion you as an ideal candidate for university life when they report back to the admissions department. See them as on your side â€"they aren’t testing you or trying to catch you out â€" indeed, in many cases they are unlikely to quiz you on subject knowledge at all. The Ivy League universities take much greater interest in the personalities and extra-curricular activities of prospective students than Oxbridge interviewers do, so be prepared to talk about your personality, interests, hobbies and free time as vivaciously and interestingly as possible. Prepare an Extra-Curricular Agenda Many Ivy League universities make it clear that they are looking for well-rounded students who will contribute widely to student life in all its forms, so it is important to think well ahead of the interview and start to compile an impressive roster of arts, sport, charitable and local activities to show your diverse interests and hobbies. Try to take some of them to an even higher level, whether it is volunteering to organise local fundraising events, taking a position of responsibility at school or competing at national level in sports or debating championships. It is useful in preparation for the interview to think about what you have learned from each of these activities and how they may have changed you as a person or prepared you for university life. As with the admissions essay, the most successful applicants will be those who are able to analyse and consider the impact of events rather than simply recount them. Dont be afraid to bring a portfolio of your extra-curricular activities, with any relevant pictures, certificates and newspaper clippings. Unlike at a UK university, where this might be seen as over-the-top or showing off, Ivy League interviewers will appreciate the opportunity to explore your experiences and successes with you. Research Your College Since the Ivy League interview is so much more about seeing how you would fit into the student body than at UK institutions, it is extremely important to have a firm knowledge of the college you have applied to and the reasons why you feel it is a good fit for you. If at all possible you should try to visit the college before applying, or get in touch with current students so you can get a feeling for the atmosphere of the place. There is plenty of information available online and the excellent Fulbright Commission provides specific details for UK applicants. If costs are prohibitive, you can take advantage of excellent free Summer schools run by the Sutton Trust, which include week long visits to Ivy League colleges in the US. Try to prepare a pitch that explains why you would be a perfect candidate for the specific university you are applying for â€" which extra-curricular areas you could contribute to and would love to be involved in, why the course setup and academic teaching would suit you and how your personality would make you a great addition to the student body. It might feel a bit clichéd, but it’s what they’re looking for! It is also important to research the interview process of the college you are applying to as carefully as possible, as each may have different requirements and focus on different aspects of the candidate. It is often possible to get in touch with current students to pick their brains and ask for their advice and personal experiences too! Bring Props! The Ivy League application process is much more open-minded and open-ended than the Oxbridge interview and this often means allowing the applicant to dictate the direction the interview takes. Many Ivy League universities invite you to bring extra items to the interview to prompt discussion â€" these could include recent paintings, poems or pieces of writing you have completed or even ideas of interesting topics and thoughts you would like to discuss. Take advantage of this opportunity to show your creative side and don’t be afraid to come up with some gutsy and interesting questions to debate. Remember that the interview is all about showing your personality, so specific and unusual issues that are particularly relevant and interesting to you will be much more successful topics for discussion than more generic, traditionally ‘controversial’ subjects.

Reducing The Spread Of Obesity - 814 Words

The same components that are increasing the spread of obesity in social networks may be used to slow, and eventually reverse the prevalence of obesity among social ties. Cigarette use was incredibly common four decades ago, but smoking prevalence has dramatically declined. Cigarette smoking cessation is an example of a positive health contagion, where cessation spread rapidly through networks and pushed smokers to the outside of the network (Christakis Fowler, 2008). A health contagion has not yet appeared to combat the majority of high BMI networks, but there are promising signals. Obesity-related intervention strategies have displayed significantly better results when individuals are placed in a group compared to targeting one individual by a medical professional (Paul-Ebhohimhen Avenell, 2009). Additionally, weight-loss group interventions can be successful online through social media platforms and have shown to increase physical activity levels at a significantly faster and higher rate than individuals alone (Zhang, Brackbill, Yang, Centola, 2015). Individuals who are overweight or obese display an increase in weight loss indent when the surrounding social ties take part in weight loss behavior as well. (Leahey, LaRose, Fava, Wing, 2010). Group obesity intervention may be a productive and efficient tool in the facilitation of positive health communication and a strategy for increasing the amount of pro-health behavior communicators in an individual’s network.Show MoreRelatedChildhood Obesity And Its Effects1384 Words   |  6 PagesChildhood obesi ty is on the rise and has seen a dramatic increase over recent years. The percent of children facing obesity today is 18% and has doubled over the course of 30 years.1 With 2/3 of the adult population being overweight and obese it is no surprise that children are following the trend. Obesity simply defined is excess body fat from an energy imbalance. Obesity occurs when energy intake is more than energy expended and results in excess body fat. Childhood obesity can be measured withRead MoreChildhood Obesity the Health Issue Argumentive Research Paper963 Words   |  4 PagesRunning Head: Tackling Chilhood Obesity Addressing The Issue of Childhood Obesity Kimberly Richmond Eng 122 Jaclyn Mallan – King October 28th, 2010 Tackling Childhood Obesity Ever since the 2001 releaseRead MoreThe Health Problem Of Obesity Essay1027 Words   |  5 PagesObesity is perhaps the most concerning health problem our nation faces today. With national obesity rates nearing 38% for adults, we are eating ourselves into an early grave, and we are doing it in massive numbers. (State of Obesity). The National Institute of Health categorizes anyone with a body mass index between 25 and 29 as overweight, and one of 30 or higher as obese. (textbook). Being in this weight category brings along a multiplicity of health issues, both physical and mental. An increasedRead MoreObesity : Obesity And Obesity989 Words   |  4 PagesObesity is a condition in which the over accumulation of adipose fat tissue causes the weight of a person to increase abnormally. Their weight exceeds by 20%, as a factor of their ideal body weight. According to recent analysis, statistics show that more than one third of the world’s population is targeted by obesity. Res earch shows that overweight and obesity kills more people than underweight. Obesity occurs greatly amongst adults who are 18 years or older. An estimated 600 million adults wereRead MoreObesity : A Growing Epidemic For Decades1396 Words   |  6 Pages Obesity has been a growing epidemic for decades. The United States is among the highest countries around the world to experience obesity. Nearly 78 million adults and 13 million children in the United States deal with obesity. (American Heart Association, 2017) Furthermore, death tolls for obesity range from 100,000 to 400,000 in the United States per year. This has caused an increase in health care use and expenditures an estimation of 147 billion dollars (Finkelstein, 2009). Philadelphia, PennsylvaniaRead MoreChildhood Obesity Essay1717 Words   |  7 Pagesconsidered obese† (Mahshid Dehghan). Childhood obesity continues to increase every year. Childhood obesity has a lot of causes centering on an imbalance of energy taken i n and the amount of energy used. Factors of childhood obesity include children having obese parents; low energy expenditure which is a low amount of physical activity is a factor and too much television which is a cause for low physical activity time. Another factor that influences childhood obesity is heredity. Infants born to overweightRead MoreThe Influence Of Adult Family Members On Children s Fast Food Consumption1226 Words   |  5 Pagesbecause they are less attached to the traditional fare and they develop diet preferences early. Nonetheless, health experts postulate that targeting children through fast food advertising is unwelcome as it influences their choice of diet leading to obesity. Although advertisers make huge profits by targeting children, parents should limit their youngsters’ exposure to fast food adverts. Admittedly, this is important as it prevents the negative shaping of the children’s dietary choices and the overallRead MoreThe Negative Side Effects Of Obesity On Human Body946 Words   |  4 Pages IELI2420 The Negative Side Effect Of Obesity on Human Body The rate of obesity has increased since 1970 to more than 30 %, more than two-thirds of Americans now are considered as overweight (Hojjat, 2015). Obesity is one of the problems that the world is facing nowadays. Obesity is a result of poor lifestyle and bad eating habits. Many people are suffering from the negative health consequences of obesity. In addition, many diseases are related to obesity such as heart diseases, high blood cholesterolRead MoreFast Food : An Staple Of American Culture894 Words   |  4 Pagesfood has become a significant staple of American culture and has increased dramatically over the past three decades. In the most recent years, fast food chain’s growth has skyrocket. An industry that begun as a simple hot dog and burger stand has spread to any location paying customers can be spotted. Having a healthy diet have long term benefits such as weight loss, better sleep pattern, a lower risk of diseases†¦etc. For most people fast food has become a necessity due to their fast paced livesRead MoreThe Epidemic Of The United States1459 Words   |  6 PagesReason for the case: Epidemic Obesity in the United States Summary Of The Case The problem of obesity has reached the epidemic levels in the US. More than 65% of the American adults are classified obese these days. This is a very huge number. Today Americans are plagued by diseases of which 120000 are because of obesity. An obese person in America is likely to incur $1,429 more in medical expenses annually. Approximately $147 billion is spent in added medical expenses per year within the United

Psychology Is It Effective - 1014 Words

On Psychiatry: Is it Effective? It is common to not completely understand the difference between psychiatry and psychology. To clear up the confusion, psychology is the study of the functions of the human brain, while psychiatry is the study and diagnosis of mental disorders. Mental disorders are â€Å"a clinically significant behavioral or psychological syndrome or pattern that occurs in an individual and that is associated with present distress or disability or with a significantly increased risk of suffering death, pain, disability, or an important loss of freedom† (The New Definition of a Mental Disorder). With this knowledge given and the stereotypes that is often prevailed, (Some examples of said stereotypes are that a psychiatrist would†¦show more content†¦Not in the slightest. Psychiatry, at its early stage, was considered a â€Å"soft-science†, since the diagnosing of patients was based on inferring, observation, and the doctors’ assumptions. Now, due to the development and improvement of magnetic resonance imaging (MRI) scanning to the brain, statistics, and strict and rigorous criteria of diagnosing patients, the study of psychiatry has been dubbed a â€Å"hard-science† (Psychiatry). An example of an MRI (magnetic resonance image) to a patient’s brain. There are many tests and procedures a psychiatrist has to follow to diagnose someone with a mental illness, such as when a doctor wants to test someone for schizophrenia. To be diagnosed with this mental disorder, the symptoms must match the ones stated in the DSM, or the Diagnostic and Statistical Manual of Mental Disorders. These symptoms include extremely disorganized speech or conduct, the lack of ability to act or function normally, having hallucinations, demonstrating delusional demeanor, and/or dazed/coma-like or extreme hyperactive behavior, which is also called catatonic behavior (Schizophrenia). To test someone for this illness, the patient will have to go through lab tests, such as complete blood count (CBC), other blood tests, alcohol and drug screenings, and sometimes the psychiatrist calls for an MRI or CT (also known as a CAT) scan. All this taken into account, it is

The Return Midnight Chapter 29 Free Essays

â€Å"Oi!†Damon shouted from outside the palanquin. â€Å"Is anybody else looking at this?† Elena was. Both Stefan and Bonnie had their eyes shut; Bonnie was wrapped in blankets and cuddled against Elena. We will write a custom essay sample on The Return: Midnight Chapter 29 or any similar topic only for you Order Now They had rol ed down al the curtains of the palanquin except one. But Elena had watched through the single window, and had seen how tendrils of fog had begun drifting by, first just filmy tatters of mist, but then longer, ful er veils, and final y blankets, engulfing them whole. It seemed to her that they were being deliberately cut off from even the perilous Dark Dimension, that they were passing a border into a place they weren’t meant to know about, much less enter. â€Å"How do we know we’re going in the right direction?†Elena shouted to Damon after Stefan and Bonnie woke. She was glad to be able to talk again. â€Å"The thurgs know,†Damon cal ed back. â€Å"You set them on a line and they walk that line until somebody stops them, or – â€Å" â€Å"Or what?†Elena yel ed out of the opening. â€Å"Until we get to a place like this.† This was obviously bait, and neither Stefan nor Elena could resist taking it – especial y when the thurg they were riding stopped. â€Å"Stay here,†Elena said to Bonnie. She pushed a curtain out of the way and found herself looking too far down at white ground. God, these thurgs were big. The next moment, though, Stefan was on the ground holding up his arms. â€Å"Jump!† â€Å"Can’t you come up and float me?† â€Å"Sorry. Something about this place inhibits Power.† Elena didn’t give herself time to think. She launched into the air and Stefan caught her neatly. Spontaneously, she clung to him, and felt the familiar comfort of his embrace. Then he said, â€Å"Come look at this.† They had reached a place where the land ended and the mist divided, like curtains being held to either side. Directly in front of them was a frozen lake. A silvery frozen lake, almost perfectly round in shape. â€Å"Lake Mirror?†Damon said, cocking his head to one side. â€Å"I always thought that was a fairy tale,†Stefan said. â€Å"Welcome to Bonnie’s storybook.† Lake Mirror formed a vast body of water in front of them, frozen right into the ice sheet below her feet, or so it seemed. It did look like a mirror – a purse mirror after you’d breathed softly on it. â€Å"But the thurgs?†Elena said – or rather whispered. She couldn’t help whispering. The silent lake pressed on her, as did the lack of any kind of natural sound: There were no birds singing, no rustling in the bushes – no bushes! No trees! Instead, just the mist surrounding the frozen water. â€Å"The thurgs,†Elena repeated in a slightly louder voice. â€Å"They can’t possibly walk on that!† â€Å"Depends on how thick the lake ice is,†Damon said, flashing his old 250-kilowatt smile at her. â€Å"If it’s thick enough, it’l be just like walking on land for them.† â€Å"And if it isn’t?† â€Å"Hmm†¦Do thurgs float?† Elena gave him an exasperated glance and looked at Stefan. â€Å"What do you think?† â€Å"I don’t know,†he said doubtful y. â€Å"They’re very large animals. Let’s ask Bonnie about the kids in the fairy tale.† Bonnie, Stillwrapped in fur blankets that began col ecting chunks of ice as they dragged on the ground, looked at the lake grimly. â€Å"The story didn’t go into detail,†she said. â€Å"It just said that they went down, down, down, and that they had to pass tests of their courage and – and – wittiness – before they got there.† â€Å"Fortunately,†Damon said, smiling, â€Å"I have large enough amounts of both to make up for my brother’s entire lack of either – â€Å" â€Å"Stop it, Damon!†Elena burst out. The moment she’d seen the smile, she’d turned to Stefan, pul ed him down to her height, and begun kissing him. She knew what Damon would see when he turned back toward them – her and Stefan locked in an embrace, Stefan hardly aware of anything being said. At least they could Stilltouch with their minds. And it was intriguing, Elena thought, Stefan’s warm mouth when everything else in the world was cold. She looked quickly at Bonnie, to make sure she hadn’t upset her, but Bonnie was looking quite cheerful. The farther I seem to drive Damon away, the happier she is, Elena thought. Oh, God†¦this is a problem. Stefan spoke up quietly. â€Å"Bonnie, what it comes down to is that it has to be your choice. Don’t try to use courage or wit or anything except your inner feelings. Where do we go?† Bonnie glanced back at the thurgs, then looked at the lake. â€Å"That way,†she said, without hesitation, and she pointed straight across the lake. â€Å"We’d better carry some of the cooking stones and fuel and backpacks with iron rations in them,†Stefan said. â€Å"That way, if the worst happens, we’l Stillhave basic supplies.† â€Å"Besides,†said Elena, â€Å"it’l lighten that thurg’s load – if only by a little.† It seemed a crime to put a backpack on Bonnie, but she insisted. Final y, Elena arranged one fil ed entirely with the warm, curiously light fur clothes. Everyone else was carrying furs, food, and poop – the dried animal dung that would from now on be their only fuel. It was difficult from the first. Elena had only had a couple of experiences with ice that she had reason to be wary of – but one of those had almost been disastrous for Matt. She was ready to jump and whirl at any crack – any sound that the ice was breaking. But there were no cracks; no water flowing up to slosh onto her boots. The thurgs were the ones who seemed actual y built for walking on frozen water. Their feet were pneumatic, and could spread out to almost half again their original size, avoiding putting too much pressure on any one section of ice. Crossing the lake was slow, but Elena didn’t see anything particularly deadly about it. It was simply the smoothest, slickest ice she had ever encountered. Her boots wanted to skate. â€Å"Hey, everybody!†Bonnie was skating, exactly as if she were in a rink, backward and forward and sideways. â€Å"This is fun!† â€Å"We’re not here to have fun,†Elena shouted back. She longed to try it herself, but was afraid to make cuts – even scuffs – in the ice. And beside that, Bonnie was expending twice as much energy as she needed to. She was about to cal out to Bonnie and tel her this, when Damon, in a voice of exasperation, made al the points she had thought of, and a few more. â€Å"This isn’t a pleasure cruise,†he said shortly. â€Å"It’s for the fate of your town.† â€Å"As if you care,†Elena murmured, turning her back on him and touching the unhappy Bonnie’s hand both to give comfort and to get them going at arm’s length again. â€Å"Bonnie, do you sense anything magical about the lake?† â€Å"No.†But then Bonnie’s imagination seemed to fly into high gear. â€Å"But maybe it’s where the mystics from both dimensions al gathered to exchange spel s. Or maybe it’s where they used the ice like a real magic mirror to see faraway places and things.† â€Å"Maybe both of them,†Elena said, secretly amused, but Bonnie nodded solemnly. And that was when it came. The sound Elena had been waiting for. Nor was it a distant booming which could be ignored or discussed. They had been walking at arm’s length from one another to avoid stressing the ice, while the thurgs walked behind them, and to either side – like a flock of geese with no leaders. This noise was a dreadful y near crack like the report of a gun. Immediately, it sounded again, like a whiplash, and then a crumbling. It was to Elena’s left, on Bonnie’s side. â€Å"Skate, Bonnie,†she shouted. â€Å"Skate as fast as you can. Scream if you see land.† Bonnie didn’t ask a single question. She took off like an Olympic speed skater in front of Elena, and Elena swiftly turned. It was Biratz, the thurg Bonnie had asked Pelat about. She had one monstrous back leg in the ice, and as she struggled, more ice cracked. Stefan! Can you hear me? Faintly. I’m coming for you. Yes – but only come as close as you need to Influence the thurg. Influence the – ? Make her calm, put her out, whatever. She’s ripping up the ice and it’ll just make it harder to get her out! This time there was a pause before Stefan’s answer came. She knew though, by faint echoes, that he was talking telepathical y with someone else. All right, love, I’ll do it. I’ll take care of the thurg, too. You follow Bonnie. He was lying. Or, not lying, but keeping something from her. The person he’d been sending thoughts to was Damon. They were humoring her. They didn’t mean to help at all. Just at that moment she heard a shril scream – not so far away. It was Bonnie in trouble – no! Bonnie had found land! Elena didn’t lose another second. She dumped her backpack on the ice and skated straight back to the thurg. There it was, so huge, so pathetic, so helpless. The very thing that had kept it safe from other Godawful Hel acious monsters in the Dark Dimension – its great bulk – was now turned against it. Elena felt her chest tighten as if she were wearing a corset. Even as she watched, though, the animal became calmer. She stopped trying to get her left hind leg out of the ice, which meant that she stopped churning up the ice around it. Now Biratz was in a sort of crouching position, trying to keep her three dry legs from going under. The problem was that she was trying too hard, and that there was nothing to push against except breakable ice. â€Å"Elena!†Stefan was within earshot now. â€Å"Don’t get any closer!† But even as he said it, Elena saw a Sign. Just a few feet away, lying on the ice was the tickle-prod that Pelat had used to get the thurgs going. She picked it up as she skated by and then she saw another Sign. Reddish hay and the original covering for the hay – a giant tarpaulin – were lying behind the thurg. Together they formed a broad wide path that was neither wet nor slick. â€Å"Elena!† â€Å"This is going to be easy, Stefan!† Elena pul ed a pair of dry socks out of her pocket and drew them up over her boots. She fastened the tickle stick to her belt. And then she started the run of her life. Her boots were fur with something like felt underneath and with the socks to aid them, they caught on the tarpaulin and propel ed her forward. She leaned into it, vaguely wishing Meredith were here, so she could do this instead, but al the time getting closer. And then she saw her mark: the end of the tarp and beyond it floating chunks of ice. But the thurg looked climbable. Very low in back, like a dinosaur halfway into a tar pit, but then rising up along the curved backbone. If she could just somehow land there†¦ Two steps til jump-off. One step til jump-off. JUMP! Elena pushed off with her right foot, flew through the air for an endless time, and – hit the water. Instantly, she was soaked from head to foot and the shock of the icy water was unbelievable. It caught hold of her like some monster with a handful of jagged ice shards. It blinded her with her own hair, it squeezed al the sound out of the universe. Somehow, clawing at her face, she freed her mouth and eyes from hair. She realized that she was only slightly below the surface of the water, and that was al she needed to push upward until her mouth broke the surface and she could suck in a lungful of delicious air, after which she had a coughing fit. First time up, she thought, remembering the old superstition that a drowning person wil rise three times and then sink forever. But the strange thing was that she wasn’t sinking. There was a dul pain in her thigh but she wasn’t going under. Slowly, slowly, she realized what had happened. She had missed the back of the thurg, but landed on its thick reptilian tail. One of the serrated fins had gashed her, but she was stable. So†¦now†¦al I have to do is climb the thurg, she puzzled out slowly. Everything seemed slow because there were icebergs bobbing around her shoulders. She put up a fur-lined gloved hand and reached for the next fin up. The water, while making her soaking clothes heavier, supported some of her weight. She managed to pul herself up to the next fin. And the next. And then here was the rump, and she had to be careful – no more footholds. Instead she grabbed for handholds and found something with her left hand. A broken strap from the hay carrier. Not a good idea – in retrospect. For a few minutes that qualified as among the worst in her life she was showered with hay, pounded with rocks, and smothered in the dust of old dung. When it was final y over she looked around, sneezing and coughing, to find that she was Stillon the thurg. The tickle stick had been broken but enough remained for her to use. Stefan was frantical y asking, both aloud and by telepathy, if she was All right. Bonnie was skating back and forth like a Tinker Bel guide, and Damon was cursing at Bonnie to get back to land and stay there. Meanwhile Elena was inching up the rump of the thurg. She made it through the crushed supply basket. She final y reached the thurg’s summit, and she settled just behind the domed head, in the seat where a driver would sit. And then she tickled the thurg behind the ears. â€Å"Elena!†Stefan shouted, and then Elena, what are you trying to do? â€Å"I don’t know!†she shouted back. â€Å"Trying to save the thurg!† â€Å"You can’t,†Damon interrupted Stefan’s answer in a voice as cold and Stillas the place they were in. â€Å"She can make it!†Elena said fiercely – precisely because she herself was having doubts about whether the animal could. â€Å"You could help by pul ing on her bridle.† â€Å"There’s no point,†Damon shouted, and turned about-face, walking quickly into the mist. â€Å"I’l give it a try. Throw it out in front of her,†Stefan said. Elena threw the knotted bridle as hard as she could. Stefan had to run almost to the edge of the ice to grab it before it fel in. Then he held it aloft triumphantly. â€Å"Got it!† â€Å"Okay, pul ! Give her a direction to start in.† â€Å"Wil do!† Elena tapped Biratz again behind her right ear. There was a faint rumble from the animal and then nothing. Elena could see Stefan straining at the bridle. â€Å"Come on,† Elena said, and slapped sharply with the stick. The thurg lifted up a giant foot, placed it farther on the ice, and struggled. As soon as she did, Elena smacked hard behind the left ear. This was the crucial moment. If Elena could keep Biratz from crushing al the ice between her back legs, they might have a chance. The thurg tentatively lifted her left hind leg and stretched it until it made contact with the ice. â€Å"Good, Biratz! Now! â€Å"Elena shouted. Now if Biratz would only surge forward†¦ There was a great upheaval underneath her. For several minutes Elena thought that perhaps Biratz had broken through the ice with al four legs. Then the thrashing changed to a rocking motion and suddenly, dizzyingly Elena knew that they had won. â€Å"Easy, now, easy,†she cal ed to the animal, giving her a gentle tickle with the stick. And slowly, ponderously, Biratz moved forward. Her domed head drooped farther and farther as she went, and she foundered at the edge of a bank of mist, breaking the ice again. But there she only sank a few inches before meeting mud. A few more steps and they were on solid ground. Elena had to suck in her breath to stifle a scream as the thurg’s domelike head slumped, giving her a short and scary ride to where the tusks re-curved on themselves. Somehow she slid right between them and had to hastily scramble off Biratz’s trunks. â€Å"It was pointless, you know, doing that,†Damon said from somewhere in the mist beside her. â€Å"Risking your own life.† â€Å"What d-do you mean p-pointless?†Elena demanded. She wasn’t frightened; she was freezing. â€Å"The animals are going to die anyway. The next trial is one they can’t manage and even if they could, this isn’t a place where anything grows. Instead of a quick clean death in the water, they’re going to starve, slowly.† Elena didn’t answer; the only answer she could think of was, â€Å"Why didn’t you tel me earlier?†She had stopped shivering, which was a good thing, because a moment ago her body had felt as if she might shake herself apart. Clothes, she thought vaguely. That was the problem. It certainly couldn’t be as cold here in the air as it had been in that water. It was her clothes that were making her so cold. She began, with numb fingers, to take them off. First, she unfastened her leather jacket. No zippers here: buttons. That was a real problem. Her fingers felt like frozen hot dogs, and only nominal y under her direction. But somehow or other she managed to undo the fastenings and the leather dropped to the ground with a muffled thump – it had taken a layer of her inner fur off with it. Ick. The smel of wet fur. Now, now she had to – But she couldn’t. She couldn’t do anything because someone was holding her arms. Burning her arms. Those hands were annoying, but at least she knew who they belonged to. They were firm and very gentle but very strong. Al that added up to Stefan. Slowly, she raised her dripping head to ask Stefan to stop burning her arms. But she couldn’t. Because on Stefan’s body there was Damon’s head. Now that was funny. She’d seen a lot of things that vampires could do, but not this swapping heads business. â€Å"Stefan-Damon – please stop,†she gasped between hysterical whoops of laughter. â€Å"It hurts. It’s too hot!† â€Å"Hot? You’re frozen, you mean.†The deft, searing hands were rubbing up and down her arms, pushing back her head to rub her cheeks. She let it happen, because it seemed to be only sense that if it was Damon’s head, they were Stefan’s hands. â€Å"You’re cold but you’re not shivering?†a grim Damon-voice said from somewhere. â€Å"Yes, so you see I must be warming up.†Elena didn’t feel very warmed up. She realized that she Stillhad on a longer fur garment, one that reached to her knees under her leather breeches. She fumbled with her belt. â€Å"You’re not warming up. You’re going into the next stage of hypothermia. And if you don’t get dry and warm right now, you’re going to die.†Not roughly, he tilted her chin up to look into her eyes. â€Å"You’re delirious now – can you understand me, Elena? We need to really get you warm.† Warm was a concept as vague and faraway as life before she had met Stefan. But delirious she understood. That was not a good thing. What to do about it except laugh? â€Å"All right. Elena, just wait for a moment. Let me find – â€Å"In a moment he was back. Not quick enough to stop her from unwrapping the fur down to her waist, but back before she could get her camisole off. â€Å"Here.†He stripped off the damp fur and wrapped a warm, dry one around her, over her camisole. After a moment or two she began to shiver. â€Å"That’s my girl,†Damon’s voice said. It went on: â€Å"Don’t fight me, Elena. I’m trying to save your life. That’s al . I’m not going to try to do anything else. I give you my word.† Elena was bewildered. Why should she think that Damon – this must be Damon, she decided – would want to hurt her? Although he could be a bastard sometimes†¦ And he was taking off her clothes. No. That shouldn’t be happening. Definitely not. Especial y since Stefan must be somewhere around. But by now Elena was shivering too hard to talk. And now that she was in her underwear, he was making her lie down on furs, tucking other furs around her. Elena didn’t understand anything that was happening, but it was al starting not to matter. She was floating somewhere outside herself, watching without much interest. Then another body was slipping in under the furs. She snapped back from the place she had been floating. Very briefly she got a look at a bare chest. And then a warm, compact body slid into the makeshift sleeping bag with her. Warm, hard arms went around her, keeping her in contact al over her body. Through the mist she vaguely heard Stefan’s voice. â€Å"What the hell are you doing?† How to cite The Return: Midnight Chapter 29, Essay examples

Disney free essay sample

Licensing gives a more diverse way of looking at the different markets where the Disney label may be placed. Take for instance the Disney in Hong Kong would be much different from the Disney in Florida or Anaheim. Culturally the differences would be tremendous; everything from food and clothing, to gifts and merchandise would be significantly different. If Disney were to franchise out internationally the parks would be almost the same everywhere which may not work in some markets because of the differences that are prevalent. Franchising is not something that Disney wants because they still want to be involved in areas like distribution and promotion, where with franchising their role in those areas would be limited. Licensing is the best option for Disney for international expansion because it allows them more options to be successful in whatever market they chose. Our nation’s unfavorable trade balance with China impacts the U. Furthermore, it is only through the diversification in branding that Disney has grown simply because the children’s brand is comparatively limited in terms of the target emographic. It is also the same diversity that minimizes the systemic risk involved with operating in too narrow of a portfolio. Disney’s Current Published Mission Statement Walt Disney’s does not have a published vision statement. However, their current mission statement can be found on their website (The Walt Disney Company, n. d. ). The current mission statement reads as follows: 3 DISNEY CASE ANALYSIS The mission of The Walt Disney Company is to be one of the worlds leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world. The mission statement is subject to criticism and seems almost as if it is outdated. For example, Walt Disney is already one of the world’s leading producers of the goods and services it markets. Therefore, there is no direction or purpose inherent in this statement other than the maintenance of its current position. Furthermore, Disney’s Media Networks accounts for the largest revenue generator (43%) among different SBUs. However, it almost seems as if the role of information provider is somewhat downplayed by the restating of their dedication to entertainment in the second part of the mission statement. With these criticisms in mind, an updated version of the mission statement will be proposed. Proposed Mission and Vision The proposed mission statement for the company is slightly lengthier but retains the overall composition of the current statement with slight alterations to incorporate the points mentioned. The proposed statement reads as follows: The mission of The Walt Disney Company is to be the largest and most trusted producer and provider of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we will become the most responsive and adaptable to serve the needs of the consumers’ in our target markets. We will maintain our integrity and adhere to the core values upon which our company was founded as we create the most innovative and profitable entertainment experiences, most reliable and relevant informational services, and related products in the world. DISNEY CASE ANALYSIS It is also important to consider the fact that Disney’s diversity prohibits the possibility of creating an encompassing mission statement for all of its various activities. This undoubtedly reduces the possibility that a vision statement could successfully align all of the different divisions. Consequently, this may be the primary reason why the company does not have a published vision statement. Disney’s main competitor, Time Warner, has an even less substantial published statement. As opposed to a conventional mission statement, Time Warner publishes a list of core values (Time Warner Corporate, n. . ). The diversity of these companies would only make such statements relevant at the divisional level. Disney’s External Threats and Opportunities The individual external threats to Walt Disney are equally as diversified as the company itself. However, one of the greatest potential risks to the overall aspirations of the company is rooted in the protection of its brand(s) image and credibility. The incredible history of the Walt Disney Company and its positive reputation are deeply engrained within the United States’ cultural heritage and as well as around the world. This is also evident in the fact that Walt Disney’s balance sheet boasts exorbitant amounts of intangible assets and goodwill. According to the company’s balance sheet in 2007, Disney accounted for over 24 billion dollars in intangible assets. Intangible assets are inherently more subject to risks than more traditional assets. Therefore, a balance must be achieved that embraces diversity in branding but also maintains a healthy risk adversity to any potential threats to its brand(s) integrity. Competitive Profile Matrix The Competitive Profile Matrix has been applied to Walt Disney and how they rate with regards to their closest competitor, Time Warner. Although this method of analysis provides some insights to the competitive landscape, it must be noted that the two competitors do not operate along the same lines. Disney has carved out its own niche position 5 DISNEY CASE ANALYSIS over the years and it operates through a unique portfolio that only directly competes with Time Warner on one front, the Media Network. Therefore, this analysis should only be considered on a superficial level as it may not accurately represent the state of competition between the said companies. 6 Critical Success Factors Weight Walt Disney Advertising 0. 2 Product Quality 0. 1 Price Competiveness 0. 1 Management 0. 1 Financial Position 0. 15 Customer Loyalty 0. 1 Global Expansion 0. 2 Market Share 0. 05 Total 1 Weighted Time Warner Weighted 4 0. 8 3 0. 6 2 0. 2 3 0. 3 2 0. 2 2 0. 2 4 0. 4 3 0. 3 4 0. 6 4 0. 6 4 0. 4 3 0. 3 3 0. 6 3 0. 6 3 0. 15 4 0. 2 3. 35 3. 1 Table 1. External Factor Evaluation DISNEY CASE ANALYSIS Key External Factors Opportunities New Market Segments New Global Markets New Attractions for Theme Parks Movie Opportunities New Media Channels Web Opportunities Inventory Management Product/Service Versioning Threats Fierce Competition for all SBUs Maintaining Product Differentation Recession Controlling Intellectual Properties Maintaining Brand Image Embedded within US Culture Activists - ­? Reli gious, Animal, Sexual Content Weight 0. 08 0. 1 0. 05 0. 1 0. 1 0. 04 0. 03 0. 04 Rating 0. 1 0. 05 0. 06 0. 08 0. 1 0. 04 0. 03 1 Table 2. Weighted Score 4 0. 32 2 0. 2 3 0. 5 3 0. 3 4 0. 4 2 0. 08 3 0. 09 3 0. 12 0 0 3 0. 3 3 0. 15 2 0. 12 3 0. 24 3 0. 3 2 0. 08 1 0. 03 2. 88 Disney’s External Factor Evaluation reveals that the organization operates within an incredibly complex environment, yet, it has a plethora of opportunities. These opportunities can be generally reduced into one of two activities; they vertically expand into new market segments or horizontally expand into new markets all together. The opportunities also generally require an innovative approach to manifest their success, in which Disney has rich supply of historical examples. The major threats that Disney faces include protecting their intellectual properties, especially in the Studio Entertainment division, as well as threats generated by an economic downturn. Most of Disney’s products and services are priced at a premium and therefore subject to risk in a recessionary period. Another major threat is the fierce level of competition that each SBU faces independently. There are several competitors in the Theme Park industry DISNEY CASE ANALYSIS but when it comes to movies and television, the number of rivals are too numerous to even mention. Disney’s Internal Strengths and Weaknesses Disney’s internal strengths are composed mainly of the company’s innovative leveraging of its financial prowess and tremendous brand recognition to move vertically and horizontally into new markets. Innovation has been at the core of Disney’s organizational culture virtually from day one. The fact that their portfolio is so diversified also offers the company substantial advantages in terms of risk mitigation. Consequently, this offers a layer of protection against any macroeconomic turbulence. One major weakness that Disney is currently facing is the return on investments allocated to the Studio Productions. This is undoubtedly a consequence of piracy in the movie industry. The case mentions the loss of income generated in terms of the required investment as a major concern for the company. Disney’s diversity offers a competitive advantage in the movie industry when compared to other production firms that only operate in that one particular industry. However, the loss of the profit margins that movies once generated is a troubling predicament for management. 8 DISNEY CASE ANALYSIS Internal Factor Evaluation 9 Key Internal Factors Strengths Targeted (SBU) Approach Diversified Portfolio Inventory Reduction Cable/Satillite Growth Innovative On- ­? Demand Products Successful Version Efforts Weaknesses Studio Entertainment ROI Control Over SBUs Complicated Theme Park Growth Strategy Product Differentation Table 3. Weight Rating 0. 14 0. 1 0. 07 0. 11 0. 09 0. 08 0. 1 0. 12 0. 06 0. 13 1 4 4 3 3 3 2 2 3 2 2 Weighted Score 0. 56 0. 4 0. 21 0. 33 0. 27 0. 16 0 0. 2 0. 36 0. 12 0. 26 2. 87 SWOT Analysis As previously mentioned, the diversity of the Walt Disney Company holdings makes many traditional forms of analyses irrelevant at the corporate level. One of the primary advantages of the SBU structure is that it allows the individual divisions to tailor their strategies to fit the needs of their specific market. For example, a Porter’s Five Forces analysis would include a barrier to entry force which could only be accurately constructed for each individual market where the corporation operates in. Trying to encompass the vastness of operations into a single organizational strategy requires a very broad and generalized vantage point. To achieve this, a simple SWOT analysis is conducted to maintain the perspective required in compiling the effects of diversity into a single analysis. Strengths Stable Revenue and Profit Growth Diversified Portfolio Tremendous Brand Recognition DISNEY CASE ANALYSIS Responsiveness to Markets Substantial Asset Holdings Weaknesses Top Tier Management Turnover Redundancy in Business Functions Due to SBU Structure Inclusion of High-Risk Investments in Holdings Lack of Corporate Control over Divisions Growth Barriers in Theme Parks Opportunities Continued Growth through Further Diversification New Markets Available for Expansion (Foreign Opportunities) Potential for Enhanced Web Presence Further Penetration of Target Markets through Versioning Knowledge Management-Information Transfer Threats Loss of Control over SBUs Recession Negative Publicity Fierce Competition Poorly Integrated Acquisitions Recommended Strategies and Objectives The recommended strategies for the Walt Disney Company are composed of initiatives on two separate fronts. First SBUs must continue to strengthen operations by identifying new opportunities in the current target markets. This recommendation lies squarely in the skill set of management and there are several examples of innovation that have already been implemented. Such examples include the investment in video on demand technology with Cox Communications and the new attractions that are being planned for the theme parks. However, the most striking example of innovative ideas is Disney’s real estate venture that takes their â€Å"magic† to a whole new level. In this case, Disney successfully 10 DISNEY CASE ANALYSIS leveraged its incredible brand recognition in the real estate market by creating communities with their image marketing theme coupled with their branding, and consequentially adding value to the consumer. The initial phase of this project was a success, selling over 6,000 homes at a premium, and further communities are now in the works (Reso, 2010). This type of innovative leveraging of the Disney brand represents the second strategy recommendation. Their endeavors into new markets, both in and out of the SBU structure, must maintain Disney’s values and be fully compatible with either their entertainment niche or also possibly along the informational divisions. Another example that falls within the traditional SBU structure with regards to growth through acquisition that has proven successful is Disney’s acquisition of Pixar Entertainment (La Monica, 2006). This move was completely in line with Disney’s strong roots in animation and not only acted to benefit that individual SBU, but also strengthened the brand as a whole. Also, they now have veteran innovator in the form of Steve Jobs on the board since Jobs was the CEO of Pixar. Strategy Implementation For 2008, to continue its growth ambitions, Disney must continue its innovative developments from within the traditional SBU structure. Moreover, it must scan for opportunities, such as the real estate venture, which lie outside the traditional hierarchy. To achieve this growth, Disney Corporate must not only foster the culture of innovation that builds from a bottom up approach through the SBU hierarchy. In fact, it must also be innovative itself in identifying new opportunities. This requires a corporate project coordination team that will engage in projects management until the point when the project has been integrated into the SBUs or when it becomes a standalone SBU in the future. To maintain the level of innovation already exhibited in the SBUs, Disney must constantly revitalize the organization so that the culture does not become stagnant at any point. This will translate into giving them the room needed for creativity, and also providing 11 DISNEY CASE ANALYSIS incentives and rewarding the most successful cases. Walt Disney himself had a pretty unique system to generate creativity (Mycoted, n. d. ). It is important that the acquired conglomeration of separate activities not lose sight of such a foundation in the face of the pressures produced from the modern business environment. With the goal of innovation implemented through acquisitions and new projects and a new division to house a project management team and acquisition team, acquisitions generally lie within the realm of specialized project management so the group can simply be referred to as the project management coordination office. The project management team will work to inject the field’s best practices into both the SBUs’ projects as well as into the corporate projects. The role of the team is to coordinate and monitor projects without stifling any creativity from the project team. Research shows that projects, when utilizing project management best practices, are vastly more successful. It is difficult to forecast how much revenue this will generate but it can be compared to the current growth in net profits. 12 Net Income in Millions 2004 2345 % Growth 2005 2533 8. 2% 2006 3374 33. 20% 2007 4687 38. 92% Target 2008 6561. 8 40% 2009 9186. 52 40% 2010 12861. 13 40% Table 4. Between 2004 and 2007, Disney has experienced a tremendous growth in net income. To maintain such exponential growth rate is unconceivable so the target growth rate is set slightly higher than the increase since the rate of increased profitability is already almost unfathomable. DISNEY CASE ANALYSIS The project coordination team should budget no less than 20 million in 2008 and allow a 10 percent growth in salaries per year. Since the target rate of return is now set at 40 percent, the net present value of this expenditure can now be calculated. 13 Project Coordination Division Costs Cost in Millions 2008 20 NPV Cost $34. 33 2009 22 2010 24. 2 Table 5. Therefore, the expenditure would be justified if the project coordination team succeeds in maintaining the current growth. Another advantage to centralizing the project process would be that the net present values could compare among all the divisions. For example, the project return threshold point should obviously be 40 percent. However, if a certain project in a SBU is 80 percent while another is 50 percent, then both would be worthwhile, but a centralized team could prioritize the funding based on the projected returns. SimplifiedConsolatedIncome Statementw/CentralizedProjectCoordination(InMilions) 2004 2005 2006 2007 2008 2009 2010 Revenues 30752 31944 34285 35510 37681. 8 40908. 52 45135. 33 CostsExpenses 26704 27837 28807 28729 29000 29500 30000 OtherExpensesTaxes 1703 1574 2104 2094 2100 2200 2250 ProjectCoordination 0 0 0 0 20 22 24. NetIncome 2345 2533 3374 4687 6561. 8 9186. 52 12861. 13 Table 6. DISNEY CASE ANALYSIS Annual Objectives and Policies The annual objectives and policies proposed consist of identifying opportunities for acquisition or entering into a new market, creating a project team to capture the opportunity, and moving into operations management among various time intervals. This proposal recommends that the project portfolio be evaluated quarterly. Each separate SBU should, for the most part, have freedom to decipher the projects scope, schedule and budget while a corporate team also leads initiatives that fall outside of the realm of the traditional SBU structure. The centralized project coordination office will then have the ability to compare the proposed net present value (or other chosen metrics) among all projects across the traditional divisional lines to make sure that the projects with the greatest benefits secure funding and all projects follow a set of best practices. Centralization of this unit also opens the doors to creating a knowledge management base that can also be shared across divisional lines. The key advantages of this method are: Retain corporate control over acquisitions and projects Allow the SBUs freedom for creativity while maintaining functional efficiencies Maintain aggressive profit growth by funding projects with the greatest NPV It is recommended that the project coordination team be developed to maintain project management best practices without being overly intrusive to the project’s objectives. Also, acquisitions must be monitored as well since these will represent a bulk of the company’s growth strategy. Subsequently, change management practices must be adhered to during such integrations. Disney must also be cognizant of the corporate culture that is subject to any acquisition to ensure that integration does not come with insurmountable resistance. Timeline for Integration of Project Coordination Office Year One Q1 Acquire Top Talent in Project Management and Acquisitions 14