Endeca Technologies Essay

Official Summary Endeca Technologies is a product organization that built up by Steve Papa on September fourth 2001. For the situation, the organization is right now searching for a Series C round financing to diminish the normal pre-cash valuation on numerous occasions on account of the NASDAQ had fallen. At long last, the organization got an unpleasant pre-cash valuation of $25M. Right now, there are two diverse term sheets that every one of them contains a few upsides and downsides placing before Papa to allow him to pick. In general, Papa ought to pick the principal term sheet on the grounds that the advantages in that term sheet are more than the subsequent term sheet, and simultaneously it has less cons. Does Endeca resemble a wise speculation right now? By and large, Endeca resembles a dangerous decision for financial specialists to contribute. Since Endeca is an innovation programming organization, this industry is exceptionally serious and concentrated; regularly there are new firms develop in this industry with new advancements and thoughts. Toward the start, Endeca planed to make a Series C round subsidizing in around November and Decemeber in 2000. In any case, as a result of the NASDAQ was falling, the CEO Papa understood that raising subsidizing around then was vey hard. In this way, Papa expanded the assets from Series B to an additional a half year. Dads activity gave numerous different firms to get the opportunities to make up for lost time and develop their advances and the board methodologies. Hence after this a half year delay, Endeca needs to invest more exertion to restore its market status. What are the inspirations for BVP and Venrock? Ampersand? Bessemer Venture Partners and Venrock put resources into the second round on Endeca. Since Papa had associations with Venrock, where he had served a late spring temporary position while at HBS. Father and Venrock manufactured the great relationship around then, in this manner Venrock is happy to put resources into Endeca, which is his inspiration to put resources into the firm. Ampersand is another conceivably organization that will put resources into Endeca in Series C. This is an extremely enhanced organization thus far they didnt put resources into any innovation organization like Endeca yet. To start with, on the grounds that Ampersand never put resources into any firm in this industry yet, as an enhanced contributing firm, they are happy to take the risk to give new thing to contribute a shot Endeca. Furthermore, Ampersand has a long-standing association with Endecas top supervisory group, which is likewise Ampersands inspiration to put resources into Endeca. How has the CEO taken care of the C round? Okay do anything extraordinary? The CEO Papa hasnt dealt with the Series C round well because of a wide range of reasons. To start with, as referenced previously, on the grounds that around then the NASDAQ was falling, so as to maintain a strategic distance from the terrible venture circumstance and wished the market will improve once more, Papa extended the Series B speculation for an additional a half year. Nonetheless, this ended up being an awful choice. The truth of the matter is that the market didnt improve later and the organization was having hard to get the term sheet from financial specialists. Besides, despite the fact that luckily Papa got two term sheets at long last, what he fouled up was that he made a verbal promise to the insider-drove and a potential customer DGSCP says that one offer is superior to the next one. On the off chance that at long last Papa pick the other offer, he may be dangerous on breaking his words before DGSCP and losing business with them. On the off chance that I were answerable for dealing with the C round, I would do things another way. Above all else, I would not postpone the Series C round speculation. I think speculation reserves are critical on doing a business; it is in every case better to get ready for enough financing instead of need it however can't get the cash. Also, I would not bring the insider-drove and the potential customer DGSCP into the arrangement to give any verbal responsibility before I settled on my choice. Give a point by point conversation of the advantages and disadvantages of the two term sheets. Which is increasingly positive for Endeca? Assess the two term sheets both monetarily (regarding esteem) and non-monetarily (different terms.) Which gives them a higher likelihood of endurance and achievement? First Term Sheet Aces Cons Numerous financial specialists who contributed previously, simpler for the change Scarcely weakens Venrock Unique Price equivalents to Liquidation Preference Made verbal duty previously Potential customer DGSCP included Lower cost per share, $0.985/share Less Capital Low valuation Second Term Sheet Masters Cons More significant expense per share, $1.25/share Progressively capital Acquire new financial specialists, new chance Lose Anger Series B financial specialists and DGSCP in the C round Progressively convoluted in light of new financial specialists Ampersand doesnt have a lot of involvement with contributing this industry Accumulated profits and recovery rights As the central agent for Endecas investors, which arrangement ought to prescribe to the Board? Why? As the main agent for Endecas investors, I figure Papa ought to pick the primary term sheet. As per the investigation over, the first term sheet has more advantages throughout the subsequent term sheet and less cons contrasted with the subsequent term sheet. The main thing I worry about the principal term sheet is the capital is not exactly the subsequent term sheet. In any case, in all actuality the capital that the subsequent term sheet gave is still a long way from what Papa at first needed for Series C. Above all, since Papa made the verbal responsibility with the potential DGSCP customer that he would pick the primary term sheet, consider the future collaboration and business that Papa would most likely do with DGSCP, I think it is an insightful decision to pick the first now.

Italian comedy Free Essays

Commiedia dell arte is a notable as an Italian satire, this sort of show was exceptionally famous during the sixteenth century. This demonstration was normally performed in the city or in court scenes. Yet, the better demonstrations and the more well known on-screen characters/on-screen character played before the rulers and sovereigns. We will compose a custom article test on Italian satire or on the other hand any comparative theme just for you Request Now In any case, as most acts were performed on impermanent stages in favor of pressure the overwhelming depended on props and various ensembles. The conspicuous goal was to make individuals snicker, as they had no TV or PlayStation’s in those days they required something to engage them. The crowd had the option to get from each character’ dress the sort of individual he was speaking to. The utilization a ton of cover, props and constantly over overstate thing to make it entertaining. Commedia dell arte presented entertainers unexpectedly in theater history, and that has a truly large effect on today’s theater. The most known advanced mediators of the commedia custom are the san Francisco emulate troupe. Epic venue come broadly well known around world was one. By the names of Max Reinhardt, Erwin Piscator, and most especiall) Bertolt Brecht. This style of thearte fired up in Berlin during the disastrous German â€Å"Weimar Republic† of the 1920s and mid 1930s. After the ascent of Hitler Brecht and other epic theater practioners had to escape mistreatment and capture by the Gestapo, the style spread to the United States and Great Britain. Brecht needed his crowd to stay mindful of what was truly occurring, he was extremely clear on how he needed the crowd to act. The focal point of epic dramatization was to making the show sensible, causing individuals to feel like they can identify with the exhibition, so they can comprehend what's going on. He Brecht couldn't want anything more than to portray each character since he accepted that in the event that he did so the crowd would relate better to the character and would have a superior comprehension. Epic performance center has had a gigantic impact in the western auditorium as in Britain how they got clear In the dramatist of john Arden. Meldrama has a long history returning to the eighteenth and nineteenth century. Drama is a demonstration the shows fiendish over stop by great. Directly through the play or television program the character wont change the entire time, it will either be malevolent or it will be acceptable. Acting is a Greek word melo meaning music and dramatization alludes to a deed. The most punctual employments of drama was late 1700s and mid 1800s, however it was in the late19s century where exaggerated components was taken to an unheard of level. Rene Charles, Guilbert de Pixerecourt carried on with an exaggerated life and piped it in to his plays. Acting EPIC DRAMA COMMIDEDIA DELL ARTE Step by step instructions to refer to Italian satire, Essay models

Sustainable Growth 4 Questions for Fast-Growing Companies - Focus

Sustainable Growth 4 Questions for Fast-Growing Companies - Focus When a start-up grows at scale, your leadership strategy will need to grow with it. At MeisterLabs, when we could no longer fit around the same meeting room table, we knew it was time to take stock. Over the past few years, our company has grown from a small start-up to a team of 35. Throughout this process, growing sustainably, rather than rapidly, has been paramount. We’ve needed a leadership strategy that not only hires top talent  but provides our team with the onboarding processes and feedback they need to thrive. To receive a helping hand in this, we rolled up our sleeves and signed up for an external leadership workshop. The training was challenging, but enlightening, and identified a few key areas for improvement, along with strategies on how to get there. These approaches will no doubt apply to other growing tech teams too. In this article, we’ll share the key lessons, in the hope that you’ll be well placed to weather your growth, too: Dealing with Growing Pains As tech companies scale at pace, there’s a risk that teams will begin to lose direction. Without structure, it’s difficult to continue working together in a strategic way, as bigger picture aims get lost among individual tasks. Without clear team leads, questions over who should onboard new staff members and provide regular feedback can also arise. As a result, in fall 2017, we decided to create a formal company structure. Until this point, MeisterLabs had been almost entirely non-hierarchical. This worked great for fast-paced working and collaboration. However, as we hired lots of new team members over a short period, it became problematic. As new hires joined the team, they would often have no clear line manager. This meant no specific person to onboard them, no one to showcase their work to, and no one to provide regular feedback. To address this, we began by developing a clear company structure, providing each employee with a clear understanding of who they can look to for support and feedback. Next, we needed to ensure that our new leadership team had the skills and confidence to manage their teams. To this end, we reached out to 5P Consulting and brought our team leads and founders together for a 3-day leadership workshop in Vienna. Within the training, we established our own strengths and weaknesses as a leadership team. Then, we looked at how we could improve, particularly in the areas of delegation and providing feedback. Here’s what we covered and the questions we asked ourselves, in order to make that progress: 4 Essential Questions For Leaders: 1. What drives you as a leader? To know how to improve as a leader, you first need to establish what you could be doing better. To do this, try asking yourself: How would your team describe you as a leader? How does this vary from how you would like to be described? Which leadership situations do you feel you’re really good at? Where would you still like to improve? It might have been a while since you thought about the broader impression of your leadership style. However, aligning where you’re at currently with where you’d like to be is a great first step in identifying how to improve. An element of this is understanding our personal drivers as leaders. These can often be deduced from how we would like to be seen. However, undertaking a questionnaire on our leadership drivers, we found that many of us have drivers that we’re not yet aware of. For example, a number of our leaders found a conclusive drive to please others. Although this can be essential for a happy team, it’s important to remember that you can’t please everyone, all of the time. As long as decisions are made for the greater sake of the team, in line with company strategy, not pleasing everyone is okay. Another we found was the need to be perfect, which was holding some leaders back from delegating. We’ll come back to this, but in order to move forward, it’s important to first identify these leadership shortcomings. Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask 2. What drives you as a company? Next, focus some thought on drivers within the company as a whole. During our training, we shared on a flipchart what we most appreciate about working at MeisterLabs, as well as where the pain points lie. We asked ourselves: What are the top three things that make us successful right now? What are the top three things that hold us back and if done better, could make us more successful? It became obvious that for many of us, we enjoy elements such as: working with people with a similar mindset an open-door policy for asking for help the active involvement of our knowledgeable founders and the encouragement of team input within our company strategies. All of these factors enable us to trust one another and work well together. However, we established areas for improvement too. As a leadership team, we all agreed that we could be doing a better job of delegating tasks and providing regular, constructive feedback. Both are essential for growing teams, so I’ll share the strategies we’ve put in place to address them. 3. Where could you delegate better? As leaders, many of us have been there: You’re facing a never-ending to-do list, but feel hesitant to ask your team members to take on a task. Even as a company working on our own task management solution  MeisterTask    we’ve faced this problem too. So why is it that we so often face this conundrum? It might be that we feel we could do the task better ourselves. That we think it would require too much time to train a report to do it instead. That it could put too much pressure on a colleague. Or perhaps that we’re simply scared of losing control, in case we become redundant by handing over our work. All of these concerns are valid in their own right. However, companies hire specialist staff for a reason. As long as you  feel confident in your team members, we should never feel afraid to entrust them with important tasks. For some of us, resistance to delegation can link back to our inner drivers. For example, if one of your drivers is to complete tasks quickly, this might make you resistant to training a team member to do it. If your driver is to please others, you might be concerned by the pressure you’d be putting on them by delegating. Reflecting on the drivers established in step one will help you in deconstructing any personal resistance to delegating. Once you’re feeling more comfortable to delegate, the key steps we covered in our guide to effective delegation are as follows: Explain why you’re delegating Provide the right instructions Provide the necessary resources and training Delegate responsibility and authority, too Say thank you! Learning to delegate effectively will develop you as a leader and can help motivate your team too. After all, it’s your responsibility to focus on their professional development and this includes challenging them, providing opportunities to grow. As mentioned, at MeisterLabs, we use our own task management tool, MeisterTask, to help delegate. With transparent project boards, we can create and assign tasks to our team, then track these to completion. If team members have any questions, they can voice them simply via the comment section. However, an in-person conversation between the team member and team lead can never go amiss either! 4. Are you providing enough feedback? To help your team members develop further, it’s crucial you provide regular, constructive feedback. This shouldn’t be an annual affair, where all tasks completed over the past year are presented all at once. Instead, you should normalize immediate feedback and create a constant dialogue flow, including praise and points for improvement. The mindset of the leader will play a significant role here. In her book, Radical Candor, leadership expert Kim Scott shared that ideally, every team leader will care personally for their team member. In parallel, they should develop a relationship in which they’re able to challenge each other directly, without resulting in any  upset. Many articles have been written about how to give feedback in the best possible way. Some claim that criticism should always be sandwiched in praise. However, as we’ve shared previously in our best ways to offer effective feedback, this is just undercover bashing and often ineffective. Instead, the most effective way to offer feedback on topics surrounding criticism, recognition and expectations is via the following steps: First, provide a description of the situation Second, provide an objective description of the behavior Next, provide an objective description of the consequences Then, provide a subjective assessment of the situation, outcomes and onward actions Finally, provide a description of future expectations. In order to communicate your feedback in a considered, thoughtful way, it’s important to first structure your thoughts. Below is an example of how you can prepare for feedback sessions with the help of a mind map. In our case, we used  MindMeister. Your browser is not able to display frames. Please visit 5 Steps for Effective Feedback on MindMeister. MeisterTip: To use the template feedback mind map, simply sign into MindMeister (or sign up free) and maximize the map via the map actions icon. Once maximized, click again on the map actions icon and choose to clone the map. From there, edit or embellish the topics to make the map suitable for your personal feedback session. Of course, if your feedback is critical, you might need to escalate this to further levels. The first couple of stages will involve explaining, convincing, requesting changes and then holding follow-ups to monitor those changes. However, persistent issues should be dealt with by alerting the employee to the consequences, before, eventually, putting those consequences into practice. Ultimately, your feedback should be a continuum from friendly chat, to direct conversation, to tangible consequences. Ideally, with a focus on regular feedback,  you can avoid the latter escalations altogether. Once you’ve been through these processes as a leader, the next step is to disseminate this knowledge internally. By demonstrating the value of the new management processes to your team, you can get them on board with the changes. This way, they’ll be ready and eager for the 1:1 feedback sessions and to receive some new, challenging tasks. In our case, our Tech Lead for MindMeister, Laura Bârladeanu, led an internal workshop, leading to positive feedback on the new processes so far. After all, feedback is a two-way street, and we, as leaders, must be open to receiving it too ?? If you like the sound of how we do things at MeisterLabs, there’s still space in our bustling offices in Vienna and Seattle! Head to our  jobs page  to check out the positions we’re hiring for. Plus, if you don’t see an opening that fits, get in touch via  [emailprotected]  to let us know where you see yourself on our team! Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask Sustainable Growth 4 Questions for Fast-Growing Companies - Focus When a start-up grows at scale, your leadership strategy will need to grow with it. At MeisterLabs, when we could no longer fit around the same meeting room table, we knew it was time to take stock. Over the past few years, our company has grown from a small start-up to a team of 35. Throughout this process, growing sustainably, rather than rapidly, has been paramount. We’ve needed a leadership strategy that not only hires top talent  but provides our team with the onboarding processes and feedback they need to thrive. To receive a helping hand in this, we rolled up our sleeves and signed up for an external leadership workshop. The training was challenging, but enlightening, and identified a few key areas for improvement, along with strategies on how to get there. These approaches will no doubt apply to other growing tech teams too. In this article, we’ll share the key lessons, in the hope that you’ll be well placed to weather your growth, too: Dealing with Growing Pains As tech companies scale at pace, there’s a risk that teams will begin to lose direction. Without structure, it’s difficult to continue working together in a strategic way, as bigger picture aims get lost among individual tasks. Without clear team leads, questions over who should onboard new staff members and provide regular feedback can also arise. As a result, in fall 2017, we decided to create a formal company structure. Until this point, MeisterLabs had been almost entirely non-hierarchical. This worked great for fast-paced working and collaboration. However, as we hired lots of new team members over a short period, it became problematic. As new hires joined the team, they would often have no clear line manager. This meant no specific person to onboard them, no one to showcase their work to, and no one to provide regular feedback. To address this, we began by developing a clear company structure, providing each employee with a clear understanding of who they can look to for support and feedback. Next, we needed to ensure that our new leadership team had the skills and confidence to manage their teams. To this end, we reached out to 5P Consulting and brought our team leads and founders together for a 3-day leadership workshop in Vienna. Within the training, we established our own strengths and weaknesses as a leadership team. Then, we looked at how we could improve, particularly in the areas of delegation and providing feedback. Here’s what we covered and the questions we asked ourselves, in order to make that progress: 4 Essential Questions For Leaders: 1. What drives you as a leader? To know how to improve as a leader, you first need to establish what you could be doing better. To do this, try asking yourself: How would your team describe you as a leader? How does this vary from how you would like to be described? Which leadership situations do you feel you’re really good at? Where would you still like to improve? It might have been a while since you thought about the broader impression of your leadership style. However, aligning where you’re at currently with where you’d like to be is a great first step in identifying how to improve. An element of this is understanding our personal drivers as leaders. These can often be deduced from how we would like to be seen. However, undertaking a questionnaire on our leadership drivers, we found that many of us have drivers that we’re not yet aware of. For example, a number of our leaders found a conclusive drive to please others. Although this can be essential for a happy team, it’s important to remember that you can’t please everyone, all of the time. As long as decisions are made for the greater sake of the team, in line with company strategy, not pleasing everyone is okay. Another we found was the need to be perfect, which was holding some leaders back from delegating. We’ll come back to this, but in order to move forward, it’s important to first identify these leadership shortcomings. Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask 2. What drives you as a company? Next, focus some thought on drivers within the company as a whole. During our training, we shared on a flipchart what we most appreciate about working at MeisterLabs, as well as where the pain points lie. We asked ourselves: What are the top three things that make us successful right now? What are the top three things that hold us back and if done better, could make us more successful? It became obvious that for many of us, we enjoy elements such as: working with people with a similar mindset an open-door policy for asking for help the active involvement of our knowledgeable founders and the encouragement of team input within our company strategies. All of these factors enable us to trust one another and work well together. However, we established areas for improvement too. As a leadership team, we all agreed that we could be doing a better job of delegating tasks and providing regular, constructive feedback. Both are essential for growing teams, so I’ll share the strategies we’ve put in place to address them. 3. Where could you delegate better? As leaders, many of us have been there: You’re facing a never-ending to-do list, but feel hesitant to ask your team members to take on a task. Even as a company working on our own task management solution  MeisterTask    we’ve faced this problem too. So why is it that we so often face this conundrum? It might be that we feel we could do the task better ourselves. That we think it would require too much time to train a report to do it instead. That it could put too much pressure on a colleague. Or perhaps that we’re simply scared of losing control, in case we become redundant by handing over our work. All of these concerns are valid in their own right. However, companies hire specialist staff for a reason. As long as you  feel confident in your team members, we should never feel afraid to entrust them with important tasks. For some of us, resistance to delegation can link back to our inner drivers. For example, if one of your drivers is to complete tasks quickly, this might make you resistant to training a team member to do it. If your driver is to please others, you might be concerned by the pressure you’d be putting on them by delegating. Reflecting on the drivers established in step one will help you in deconstructing any personal resistance to delegating. Once you’re feeling more comfortable to delegate, the key steps we covered in our guide to effective delegation are as follows: Explain why you’re delegating Provide the right instructions Provide the necessary resources and training Delegate responsibility and authority, too Say thank you! Learning to delegate effectively will develop you as a leader and can help motivate your team too. After all, it’s your responsibility to focus on their professional development and this includes challenging them, providing opportunities to grow. As mentioned, at MeisterLabs, we use our own task management tool, MeisterTask, to help delegate. With transparent project boards, we can create and assign tasks to our team, then track these to completion. If team members have any questions, they can voice them simply via the comment section. However, an in-person conversation between the team member and team lead can never go amiss either! 4. Are you providing enough feedback? To help your team members develop further, it’s crucial you provide regular, constructive feedback. This shouldn’t be an annual affair, where all tasks completed over the past year are presented all at once. Instead, you should normalize immediate feedback and create a constant dialogue flow, including praise and points for improvement. The mindset of the leader will play a significant role here. In her book, Radical Candor, leadership expert Kim Scott shared that ideally, every team leader will care personally for their team member. In parallel, they should develop a relationship in which they’re able to challenge each other directly, without resulting in any  upset. Many articles have been written about how to give feedback in the best possible way. Some claim that criticism should always be sandwiched in praise. However, as we’ve shared previously in our best ways to offer effective feedback, this is just undercover bashing and often ineffective. Instead, the most effective way to offer feedback on topics surrounding criticism, recognition and expectations is via the following steps: First, provide a description of the situation Second, provide an objective description of the behavior Next, provide an objective description of the consequences Then, provide a subjective assessment of the situation, outcomes and onward actions Finally, provide a description of future expectations. In order to communicate your feedback in a considered, thoughtful way, it’s important to first structure your thoughts. Below is an example of how you can prepare for feedback sessions with the help of a mind map. In our case, we used  MindMeister. Your browser is not able to display frames. Please visit 5 Steps for Effective Feedback on MindMeister. MeisterTip: To use the template feedback mind map, simply sign into MindMeister (or sign up free) and maximize the map via the map actions icon. Once maximized, click again on the map actions icon and choose to clone the map. From there, edit or embellish the topics to make the map suitable for your personal feedback session. Of course, if your feedback is critical, you might need to escalate this to further levels. The first couple of stages will involve explaining, convincing, requesting changes and then holding follow-ups to monitor those changes. However, persistent issues should be dealt with by alerting the employee to the consequences, before, eventually, putting those consequences into practice. Ultimately, your feedback should be a continuum from friendly chat, to direct conversation, to tangible consequences. Ideally, with a focus on regular feedback,  you can avoid the latter escalations altogether. Once you’ve been through these processes as a leader, the next step is to disseminate this knowledge internally. By demonstrating the value of the new management processes to your team, you can get them on board with the changes. This way, they’ll be ready and eager for the 1:1 feedback sessions and to receive some new, challenging tasks. In our case, our Tech Lead for MindMeister, Laura Bârladeanu, led an internal workshop, leading to positive feedback on the new processes so far. After all, feedback is a two-way street, and we, as leaders, must be open to receiving it too ?? If you like the sound of how we do things at MeisterLabs, there’s still space in our bustling offices in Vienna and Seattle! Head to our  jobs page  to check out the positions we’re hiring for. Plus, if you don’t see an opening that fits, get in touch via  [emailprotected]  to let us know where you see yourself on our team! Productive Team ManagementMade Simple With MeisterTask Its free! With MeisterTask

Comments for Ruby Code (Usage, Single, and Multi-Line)

Comments in your Ruby code are notes and annotations meant to be read by other programmers. The comments themselves are ignored by the Ruby interpreter, so the text inside the comments isnt subject to any restrictions. Its usually good form to put comments before classes and methods as well any piece of code that may be complex or unclear. Using Comments Effectively Comments should be used to give background information or annotate difficult code. Notes that simply say what the next line of straightforward code does are not only obvious but also add clutter to the file. Its important to take care not to use too many comments and to be sure the comments made in the file are meaningful and helpful to other programmers. The Shebang Youll notice that all Ruby programs start with a comment that begins with #!. This is called a shebang and is used on Linux, Unix and OS X systems. When you execute a Ruby script, the shell (such as bash on Linux or OS X) will look for a shebang at the first line of the file. The shell will then use the shebang to find the Ruby interpreter and run the script. The preferred Ruby shebang is #!/usr/bin/env ruby, though you may also see #!/usr/bin/ruby or #!/usr/local/bin/ruby. Single-Line Comments The Ruby single-line comment begins with the # character and ends at the end of the line. Any characters from the # character to the end of the line are completely ignored by the Ruby interpreter. The # character doesnt necessarily have to occur at the beginning of  the line; it can occur anywhere. The following example illustrates a few uses of comments. #!/usr/bin/env ruby # This line is ignored by the Ruby interpreter # This method prints the sum of its arguments def sum(a,b)   Ã‚  puts ab end sum(10,20) # Print the sum of 10 and 20 Multi-Line Comments Though often forgotten by many Ruby programmers, Ruby does have multi-line comments. A multi-line comment begins with the begin token and ends with the end token. These tokens should start at the beginning of the line and be the only thing on the line. Anything between these two tokens is ignored by the Ruby interpreter. #!/usr/bin/env ruby begin Between begin and end, any number of lines may be written. All of these lines are ignored by the Ruby interpreter. end puts Hello world! In this example, the code would execute as Hello world!

Mental Disabilities And The Death Penalty - 1259 Words

Mental Disabilities and the Death Penalty Image a life where you have difficulty defending yourself and nobody can clearly understand you. Now visualize trying to convince others that you are innocent of a crime. Since the early 80s, more than sixty mentally ill criminals have been executed the US (Mental Illness on Death Row). This paper will discuss the relationship between the law and the challenges faced by mentally criminals from tries to appeals and execution. It provides examples of some of the more famous cases of the execution of the mentally ill and describes current legislative. But we would try answer the whether the mentally disabled criminals should be charged with a death penalty. Throughout this paper, we will use Borromeo s definition of someone with mental issues. He stated mental retardation is a lifelong condition of impaired or incomplete mental development... ( Borromeo 178). Some examples of these illnesses include but are not limited to major depression, bipolar disorder, post traumatic stress disorde r and borderline personality disorder . Since 1976, all capital trials in the US are divided into two phases. The first phase is when they question is whether the defendant is innocent or not. If the defendant is found guilty then he or she is eligible for the death penalty. In the second phase of the trial the jury will decide whether to recommend a life sentence or a death sentence for the defendant. These phases include interrogation, mitigation,Show MoreRelatedA Study On Death Row Inmates Essay1722 Words   |  7 Pagespsychiatrist at New York University, Dr. Lewis, has conducted a study on death-row inmates, how their brains work and what affect the damage had on their conviction. By doing so Dr. Lewis paved the way for other researchers, such as Kent Kiehl and Jonathan H. Pincus to study the brains of violent criminals looking for a answer as to whether or not these criminals should be incarcerated. Over time research has been conducted focusing on mental illnesses and brain damage as the cause of violent acts inste adRead MoreThe Court For Hear Death Penalty Cases897 Words   |  4 Pagesarticle, â€Å"Supreme Court to Hear Death Penalty Cases,† in The New York Times; Adam Liptak talks about two different death penalty cases to be heard in October 2016. Case number 15-8049, Buck v. Stephens, is to be heard over whether or not race should one of the factors associated with future dangerousness. Buck, an African American male, was convicted for killing his former girlfriend and her friend, in front of her children. Buck is being sentenced for the death penalty because Texas law allows thatRead MoreThe Death Penalty Laws Date1505 Words   |  7 Pagesestablished death penalty laws date as far back as the Eighteenth Century B.C. in the Code of King Hammurabi of Babylon, which codified the death penalty for 25 different crimes (History of the Death Penalty 1). Executions back then relied on more torturous methods without regard to the executed. As the use of the Death Penalty was issued out, its popularity spread throughout the neighboring countries and has become more refined for modern use. In June of 2004, â€Å"New York’s death penalty law was declaredRead MoreThe Death Penalty Is Not A Moral Form Of Society906 Words   |  4 Pagesmurderers by doing the exact thing that they were convicted for? Today, in the United States, the death penalty is an inalienable part of society and its legal system that many are in favor of, but one that many are also strongly against. The death penalty is hypocritical, is not a deterrent, is much more costly than life in prison and is sometimes a wrongful conviction. The death penalty is not a moral form of the justice this nation is built around. Everyone makes mistakes, although someRead MoreThe Effects Of Capital Punishment On Society1516 Words   |  7 Pagesthat were punishable by death in its infancy in America ranged from stealing fruit to murder. Capital punishment met its turning point from a simple punishment of all crimes to only extremely violent crimes in the mid nineteenth century (â€Å"Part I: History of†, 2014). Capital punishment has had a turbulent history, filled with multiple question as to what crimes should be punishable by death. Many articles have been written on how certain crimes can be deemed punishable by death. It is questionable whetherRead MoreThe Death Penalty Was The Babylonian King Hammurabi1539 Words   |  7 PagesName: Victoria Ming Topic: The Death Penalty I. Intro/Background A. 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India Water Pollution Free Essays

What  is  India  Doing  to  Control  Water  Pollution   Caused  by  Sewage  Waste? Studies  found  that  sewage  waste  is  the  main  cause  of  water  pollution  in  India. The  problem  is caused  by  the  poor  treatment  of  dumping  sewage  and  the  failure  to  maintain  sewage  treatment  plants. The  Central  Pollution  Control  Board,  a  company  that  monitors  environmental  issues  in  India,  has created  the  National  Water  Quality  Monitoring  Network,  which  monitors  the  quality  of  waters  all  year. We will write a custom essay sample on India Water Pollution or any similar topic only for you Order Now The  network  monitors  waters  all  over  India. Samples  of  water  are  taken  frequently  and  checked  for bacteria  and  other  harmful  substances  within  the  water. Other  ways  of  sewage  treatment  include  air flotation,  dual  media  filter,  activated  carbon  filter,  sand  filtration  and  sludge  drying  beds. These  methods all  take  place  in  sewage  treatment  plants. Water  treatment  plants  are  very  expensive  and  are  needed  to be  maintained  constantly. Removal  of  sludge  is  said  to  be  the  most  untreated  area  of  water  treatment. This  is  because  of  the  poor  design  and  poor  maintenance  of  the  sludge  treatments. India  has  set  policies to  control  sewage  pollution  in  water. he  Ministry  of  Environment  and  Forests  has  created  financial  and technical  support  systems  to   promote  the  proper  treatment  of  water. The  problem  with  India’s  water treatment  is  that  the  government  is  not  putting  enough  effort  into  making  the  water  Ã‚  usable  for  its  citizens. The  government  should  promote  the  health  hazards  and  future  issues  of  water  pollution  so  the  citizens can  learn  to  treat  their  water  better. Informing  citizens  is  also  a  way  of  treatment  because  people  will  be aware  of  the  issues  water  pollution  will  cause  for  them  and  therefore  they  will  take  action. How to cite India Water Pollution, Papers

The Study of Cow Shit Essay Example For Students

The Study of Cow Shit Essay The hot topic of conversation among tree climbers at the 1997 ISA Conference in Salt Lake City was the new French Prusik knot. It was somewhat controversial since the International Tree Climbing Championship committee was faced with the decision of whether to allow its use in competition. It had been previously disallowed in 1995. In actuality, the knot has been around in arboriculture for awhile. In 1993 I had the good fortune to be one of the Americans to attend the first European Congress on Tree Care in Lahnstein, Germany. To this day those of us that were there remember the Congress as a forum that helped us all to realize the importance of the ISA and the International Tree Climbing Championship series. Francois Dussenne from Belgium introduced the Machard Tresse, an unusual climbing hitch, to all those present at the first European Tree Climbing Competition. He had used the climbing hitch in 1992 to help him win his second French Championship. Everyone who had a chance to try the Machard tresse agreed that it was more complex than the other climbing hitches. There was an equal sense of intrigue and caution among us. We will write a custom essay on The Study of Cow Shit specifically for you for only $16.38 $13.9/page Order now The Machard tresse is, in my opinion, an advanced knot that requires experience and practice to integrate into a climbing system. I have seen several different ways of tying the knot, utilizing a variety of rope lengths of cord that is being used today. In this article we are endeavoring to compare and contrast several experienced climbers views on this knot. Each reader must assess the advantages and disadvantages before drawing their own opinions. Ken Palmer is the only three time International Tree Climbing Champion. He has been climbing trees for over 22 years. He is president of ArborMaster Training, Inc., where he and partner, Rip Tompkins, are well known for their training programs. Just when you thought it was safe to sit in your Blakes hitch a new hitch emerges. The hitch I would like to introduce in Climbers; Corner debut is the very same hitch 1997 World Tree Climbing Champion, Mark Chrisholm used in Salt Lake City, Utah this past summer. Second place Kay-Olaf Busemann and I were the only other two who used this new hitch in competition. This hitch has been used by mountaineers and rescue teams in France and Europe for many years. In fact Machard is the name of a French rock climber. I first saw Francois Dussenne of Belgium demonstrate this hitch to North American tree climbers in Halifax in 1994. Since then it has developed a small cult following. The hitch is radically different looking than anything we are used to and so at a glance you tend to want to shrug it off. Then why does the current world champion prefer this hitch? This hitch outperforms any other hitch I have used in all the right ways. That is not to say that it is perfect it has its limitations as any other hitch does. never binds or remains stuck when load relieved facilitates rapid and easy descents very nicely accommodates the fair lead system, even fair lead itself very economical in that cost per split tail is about $30.00 extremely strong due to the fact it is a closed knot system reduce to no grab when tied with same diameter line or hard lay line must be comprised of proper material and proper length very rapid descents initiated with very little effort cannot be tied easily using a locking snap, best using a carabiner These are all things I have experienced and verified with others who have been using this hitch for the past several years. Most people once they try it, feel the advantages far out weigh the disadvantages. .u9f92c473ba777997d59b28067385d4cf , .u9f92c473ba777997d59b28067385d4cf .postImageUrl , .u9f92c473ba777997d59b28067385d4cf .centered-text-area { min-height: 80px; position: relative; } .u9f92c473ba777997d59b28067385d4cf , .u9f92c473ba777997d59b28067385d4cf:hover , .u9f92c473ba777997d59b28067385d4cf:visited , .u9f92c473ba777997d59b28067385d4cf:active { border:0!important; } .u9f92c473ba777997d59b28067385d4cf .clearfix:after { content: ""; display: table; clear: both; } .u9f92c473ba777997d59b28067385d4cf { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u9f92c473ba777997d59b28067385d4cf:active , .u9f92c473ba777997d59b28067385d4cf:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u9f92c473ba777997d59b28067385d4cf .centered-text-area { width: 100%; position: relative ; } .u9f92c473ba777997d59b28067385d4cf .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u9f92c473ba777997d59b28067385d4cf .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u9f92c473ba777997d59b28067385d4cf .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u9f92c473ba777997d59b28067385d4cf:hover .ctaButton { background-color: #34495E!important; } .u9f92c473ba777997d59b28067385d4cf .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u9f92c473ba777997d59b28067385d4cf .u9f92c473ba777997d59b28067385d4cf-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u9f92c473ba777997d59b28067385d4cf:after { content: ""; display: block; clear: both; } READ: Matt’s huck finn analysis EssayPractice and test this hitch at a low height to be sure you are completely familiar with it prior to moving higher in the canopy. Never start or try any new technique for a first time during a high-risk live environment. Always stick with what you know for sure first. Never incorporate something new on the job until you and everyone working with you are completely comfortable with it in practice and theory. Finally, plan your practices and jobs. Accidents

Melvilles Use of Observation and Eye Symbolism in Redburn essays

Melvilles Use of Observation and Eye Symbolism in Redburn essays "I was then but a boy," (Melville 43) Wellingborough Redburn says of the day he left home a mere fifteen. Such is often the case in life. Looking back a man can see the naivete' and mistaken assumption so commonly made from inexperience. Examination of pictures and books and a glass ship in his mothers house has Redburn deciding that he will go to sea (Melville 52) and he heads off to find great adventure in "remote and barbarous countries" (Melville 45). Alienation is his first acquaintance due to differences in age, social standing and education. By the time the ship puts to sea, he calls himself Ishmael due to his total isolation from those around him (Melville 114). Because he has difficulty communicating and understanding other people and the world, the green lad carefully observes what occurs around him. He quickly discovers he knows only the surface of people and things. So, to Redburn, the eye does not represent actual knowledge (Elworthy 23), but only perceived knowledg e. Melville uses constant references to the eye and to observation in building this story about the difficulty of accurately decoding reality. Melville shows that to truly discover the gold of knowledge (and reality), one must dive down and get the treasure... something few people desire or think of doing. To do this, however, the protagonist must decide whether or not to face a sort of insane desire ...to come at the plunder (Melville 49) and become a man. Simple observation leads Redburn to often make false judgment, such as when he decides to visit the captain, who he thinks is his friend and mentor. Even though the sailors and the first mate tell him a sailor cannot speak to the captain (Page121-22), he determines to do so and receives an embarrassing rebuff (Melville 124). Once he gets his sea legs, and learns to communicate better with those around him, such as the various sailors aboar...

Five Tips for Writing a Travel Series

Five Tips for Writing a Travel Series Travel writing is considered one of the more glamorous writing gigs. After all, what could be better than getting paid to travel? While the reality is a bit more mundane (generally low pay, tight deadlines, viciously competitive markets) it’s still a load of fun. With the advent of travel blogs, more and more writers are expanding their experiences from single features to longer series. This allows you to focus on various aspects of a destination in different posts and tell a longer story arc. Here are five tips to writing an online travel series. These also work well for print features. 1. You don’t have to start at the beginning: While your journey has a beginning, middle, and end, you aren’t writing a novel. You don’t have to open your series with your arrival. This is usually your worst part of the trip anyway, so why inflict it on your reader? Instead, draw them in with a scene that brings the destination to life, such as when Rolf Potts started his series about going on a Star Trek cruise with the moment everyone discovered he wasn’t a fan of the show. Very rarely are the beginnings of a journey exciting, although my ten-hour drive across the desert to Somaliland made for a good opener. That time, and that time only, the start had excitement, color, vivid experiences, and a bit of danger. The rest of my trips have opened with me jetlagged and grumpy at some foreign airport. 2. Don’t forget that what’s normal to you is new to your reader: As we get accustomed to a new place, we begin to forget the little details that make for a great story. The best photo I never took in Iraq was of my driver eating hummus at a roadside restaurant as a sheep watched him from just outside the window. When I saw this I smiled and thought, â€Å"Appetizer and main course!† What I should have done was take a picture. That juxtaposition wasn’t unusual for me anymore, but I bet my readers would have gotten a good laugh out of it. Well, maybe not the vegetarians. 3. You don’t have to be a good photographer: I’m a mediocre photographer, and yet I’ve sold hundreds of photographs to print and online publications. How? I go to interesting places and take lots of pictures. It’s that simple. 4. Mix short and long pieces: Short, punchy pieces accompanied 5. The story is rarely about you: There are two types of traveler- those who describe the places they’ve been, and those who talk about how they went to a bunch of places. The first person is informative and interesting; the other is a boring braggart. While it’s your journey, you aren’t the most interesting thing about it. The people you meet and the things you see are. Leave yourself out of the picture unless it’s really, truly part of the story. There is very little about me in my series on  living in Harar, Ethiopia. When I visited the little-known Argobba tribe, or interviewed a traditional healer, I let them speak for themselves. In my post about meeting a nine-year-old refugee from Syria, however, my reactions were an important part of the story. A monk examines a medieval illustrated manuscript at his monastery on Lake Tana, Ethiopia. (copyright Sean McLachlan) Marsh Arab children in southern Iraq. (copyright Sean McLachlan)

Business Plan for Camera Phone Essay Example | Topics and Well Written Essays - 1250 words

Business Plan for Camera Phone - Essay Example The detailed plan covers the techniques of marketing and promotional plan which can help the company to achieve its target market. Our product is exclusive and unique in its own way. Our cell phone is slider phone and its offer a 6.3 mega pixel camera. The camera automatically focuses and record videos as well. Following are the exclusive features of our cell phone: Our exclusive camera phone gives clients many opportunities to have some funny and amazing things as they have camera with themselves all the times. Our camera phone is designed to replace your digital camera because of its exclusive technology of 6.3 mega pixels. Another interesting feature is its applications. Now the customer can browse internet easily through our cam phone through GRPS which is very easy. It also includes calendar items, contacts, synchronizing notes etc which are very effective. The biggest benefit you gain while having our company cam phone is that you can email pictures from our cam phone. This is the convenient way to send copies of pictures from our cam phone. The clientele has not to bear any additional cost for hardware or software. However, the client might be charged for such message at very nominal rate. From the research and studies we come to know that's there is huge potential of our company to excel in the market. The sales of installed base of camera phone increases rapidly. And it's around one billion by the end of 2008. The emerging market of first digital camera, results in continuous increase in sales. We are also of the opinion that the launch of our camera phone will be huge success as camera phone sales rising in the

Investment Options Research Paper Example | Topics and Well Written Essays - 2000 words

Investment Options - Research Paper Example Individuals or firms who speculate in futures contracts by buying to profit from a price increase or selling to profit from a price decrease are aptly termed as speculators. Suffice it to say that speculators put their money at risk in the hope of profiting from an anticipated price change. Buying futures contracts with the hope of later being able to sell them at a higher price is known as "going long." Conversely, selling futures contracts with the hope of being able to buy back identical and offsetting futures contracts at a lower price is known as "going short." An arbitrageur is a type of investor, actually a type of speculator, who attempts to profit from price inefficiencies in the market by making simultaneous tradesthat offset each other andcapture risk-free profits.An arbitrageur would, for example, seek out price discrepancies between stocks listed on more than one exchange, buy the undervalued shares on the one exchange while short selling the same number of overvalued shares on the other exchange, thus capturing risk-free profits as the prices on thetwoexchanges converge. Arbitrageurs are typically very experienced investors since arbitrage opportunities are difficult to find and require relativelyfast trading. The three amigos were certainly not hedgers as they were not concerned about protecting the interest of Getty Oil. They were, in fact, keen on making a quick buck out of buying shares of Getty Oil (which were very cheap) and selling them at a higher price when the takeover battle commences. In this regard, they can be considered as speculators as they are buying the shares in the hope of higher selling prices in the future. However, because the three amigos were taking advantage of the price inefficiency of Getty Oil which was at 30$ instead of having risen to $50 to 60, they are arbitrageurs. They were so keen in capturing risk free profits or at least an investment with very little risk. 2. Describe step-by-step their strategy. What were the major assumptions of their strategy They were relying on what type of investors to move in what way The strategy of the three amigos is to find a stock price which carried with it minimal or no risks (i.e. stock price would not go down in the future). They were looking for a company that was not closely observed by stock traders and which was very likely to have stock prices going up thereby making them earn profits in a very short period. The major assumption that the three amigos made was that Getty Oil's stock price was not likely to go down and the conditions were ripe for an increase. They arrived at this by considering that Getty Oil was selling only at a low multiple of its cash flow and had assets that can be easily valued and liquidated. Getty Oil also had assets in the right place and had proven reserves. The political, economic and oil industry's environment also showed that is highly probable that oil players will be at the winning edge in the future. The only reason that Getty Oil stock price hasn't risen yet despite all the positive factors was that the shareholders were segmented which was causing inefficiency in grabbing the opportunity. With an imminent takeover, Getty Oil will soon take advantage of the positive fact

Gender-Based Household Divisions of Labour

Gender-Based Household Divisions of Labour THE DIVISION IN HOUSEHOLD LABOUR  BETWEEN MEN AND WOMEN CONTENTS (JUMP TO) Abstract Introduction Literature Review Household Labour Defined The Gender Gap Research Methods Analysis Methods Historic Housework Gender Divisions   Global Housework Gender Divisions Reasons for Gender Gap Methodology Findings Recommendations Conclusion References ABSTRACT This study considers the gender gap in performance of household labour and its change over time, particularly in the last fifty years. Methods that others have used to research and analyse household labour, historic and multi-cultural gender divisions, reasons for the current and historic gender gap from a sociological perspective. This research then determines the most effective methods of data gathering and analysis and examines several studies over the last fifty years to conclude that the gender gap in household work is actually shrinking, albeit more slightly than some contend due to societal changes. Proposals for overcoming the disparity in household labour performance are assessed from a variety of published literature. Conclusions are drawn regarding the most likely factors affecting changes to the gender gap, namely changes in gender identities from a societal standpoint. Recommendations for further research and actions to further redu ce the housework disparity conclude th e study. INTRODUCTION Almost all research conducted in the past one hundred years has overwhelmingly and consistently supported a disparity between the household labour performed by women and men, with women typically outperforming men both in terms of more distasteful tasks and number of hours by significant margins. Since the beginning of the women’s movement in the 1960s, however, some inroads have been made regarding closing the gap between male and female performance. These must be weighed in light of overall changes in societal expectations and practise of household labour, but do show a trend towards greater egalitarianism in housework performance. This research begins with a thorough consideration of published literature regarding gender division of household labour and how such studies have been conducted and analysed, with reference to historic and multi-cultural gender divisions and sociological reasons for the persistent gender gap in housework performance. A survey of secondary research using the most accurate and informative data gathering methods is then conducted to determine whether the gender gap is indeed closing and if so, why, or whether broader societal and technological changes are merely affecting the performance of housework in general. The study concludes with recommendations for further research and suggestions from both others and the author regarding ways of moving towards a more egalitarian division of household labour performance. LITERATURE REVIEW As it applies directly or indirectly to almost everyone, much research and study has been performed regarding housework, the perceptions of those who perform it, and the assignment of household labour tasks within the home or family. This literature review provides a brief survey of some of these studies. An overview of the gender gap will be followed by six broad areas of consideration. First, the various methods by which housework study is conducted will be examined, as claims of inaccuracy are rampant for certain research methods. Similar consideration of different ways of analysing and interpreting this data follows. An overview of historic housework assignment, with particular focus on gender divisions and Britain, includes information stretching back several hundred years but concentrates on the previous century through the present, when statistical analysis and similar data began to be generated. Views of housework and gender division of tasks in other countries allow for a mo re holistic consideration of the topic. Finally, reasons for the gap between performance of household labour between men and women are from various studies are presented, with a number of researchers assertions of ways to overcome such disparity. Household Labour Defined In any study of household labour, also referred to as simply housework in this research, it is first beneficial to define what is meant by or included in the term. Some studies, for example, include only inside household tasks such as cleaning and cooking, excluding outside work such as gardening and exterior home repairs. Some studies include childcare as a household task; others place it in a separate category or do not include it. Lee and Waite (2005) note some research is based on a more restricted definition of housework, limited to physical tasks such as cleaning, cooking and laundry, whilst some include intangible components of household management, such as providing advice or encouragement, or planning and managing household tasks. For the purpose of this study all non-employment household tasks will be included, grouped broadly into inside and outside tasks, primarily because gender divisions often fall along these categorical divisions. Inside tasks are those performed inside the home, whilst tasks performed outside (yard work, taking out rubbish) fall in the latter category. In addition, based on the work of Coltrane (2000), tasks may be alternatively be considered from the standpoint of routine or occasional as another, and also typical, gender division. Coltrane (2000) defines routine tasks as the most time-consuming and most frequently performed, with little allowance for flexibility in task scheduling. Typical routine tasks include cooking, cleaning, shopping, and laundry. Occasional tasks, in comparison, are not as time-consuming on a daily basis and hence require less frequent performance, allowing more flexibility and discretion in when they are performed. Yard maintenance, home repairs (interior or e xterior), and paying bills are typical occasional tasks. Childcare will be considered in a separate category, although part of the overall household labour workload. This type of grouping is supported by many researchers such as Oakley (1981), Brines (1994), Press and Townsley (1998) and Alenezi and Walden (2004), who include childcare in household labour but place it in a separate category. Child rearing activities, such as bathing, disciplining, and the like may also be separated from recreational activities involving children, such as taking a child to the park or on an outing. In addition, Bianchi et al (2000) note that childcare is also an activity typically done in conjunction with other tasks, such as minding children whilst cooking or cleaning, or helping with homework whilst folding laundry. This is a further consideration when defining time spent and proportional contribution to household functioning. For the purposes of this study, therefore, all tasks involved in the establishment and maintenance of a household, including care for the persons of the household, are considered household labour or housework. Divisions within this household labour are made when specified, typically due to existing or to highlight gender differences between categories. The Gender Gap Current and recent historical culture in Britain and similar Western nations reveals a disparity in the performance of household tasks between women and men. Termed the ‘Gender Gap,’ this difference in housework reflects a much higher proportion of typical tasks performed by women than by men, even in dual-earner situations. Whilst there are other factors contributing to difference in allocation of household work, such as education, culture, and social class, Oakley (1974, 1981), Orbuch and Eyster (1997), Coltrane (2000), Lee (2002), Davis and Greenstein (2004), and Lee and Waite (2005) and many others have determined that gender plays a major role in task and work disparity, and this will be examined more fully under â€Å"Reasons for the Gender Gap† later in this literature review. General explanation of the gap itself is provided in this section of this study. Baxter (2001), after considering a number of studies regarding housework and gender, concludes â€Å"women do a much larger proportion of child care and routine indoor housework tasks than men, regardless of marital status† (19). This is supported by similar reviews of literature by Berk (1985), Ross (1987), Becker (1991), Ferree (1991), Brines (1993), Greenstein (1996), Orbuch and Eyster (1997), Coltrane (2000), Lee (2002), Davis and Greenstein (2004), and Lee and Waite (2005). The number of hours women spend has been declining over time, from over sixty hours per week prior to 1970, as reported by Oakley (1974) and others, to less than twenty in current reports such as Lee and Waite (2005), with men’s hours moving from less than three to nearly ten in some research. However, a substantial gap between men and women’s contributions to household labour still exists, as documented by Lee (2002), Rivià ¨res-pigeon, Saurel-Cubi zolles and Romito (2002), Alvarez and Miles (2003), Davis and Greenstein (2004), Alenezi and Walden (2004), Leonard (2004), Lee and Waite (2005). A gender gap between the types of household tasks performed also remains prevalent, with men performing more outdoor housework activities and fewer routine, inside tasks or childcare activities. Men are also more likely to describe their activities as enjoyable, such as playing with children or yard work, whilst women’s participation in activities they describe as enjoyable, such as baking and decorating, have decreased with fewer hours devoted to household work. Baxter (2001) concludes that in all reviewed studies â€Å"the differences are quite stark† (19). â€Å"Wives spend substantially more time than their husbands on family work, even though women do less and men do slightly more now than 20 years ago† (Bianchi, Milkie, Sayer Robinson 2000, 192). It was initially expected that with the growth of the women’s movement the gender gap would disappear. For example, Leonard (2004) reports â€Å"a number of UK studies optimistically predicted that womens entry to paid work outside the household would be accompanied by mens increased participation in unpaid work within the household† (73). Unfortunately, research in the UK and elsewhere continues to â€Å"demonstrate the resilience of traditional gender roles within the household irrespective of womens labour market status† (Leonard 2004, 73). This research will later examine the narrowing of this gender gap and the reasons behind both its continued existence and gradual lessening. Research Methods When comparing secondary data, it is important to consider the methods implemented in data collection. In direct relation to this study, for example, Lee and Waite (2005) amongst others found â€Å"conclusions about the size of the gender gap in housework depend substantially on who provides the information about time spent on housework, what information that person is asked to provide, and how housework is defined† (334). Shelton and John (1996) and Coltrane (2000) list typical methods of data collection regarding household labour distribution and performance include interviews, surveys, time-diaries, and most recently electronic recording methods. Lee and Waite (2005) explain that interviews and surveys typically ask respondents to estimate the number of hours and type of tasks they or their spouses spend performing housework tasks. Time-diary studies ask respondents to report all their daily activities, usually within the day be ing tracked or by the next day at the latest. It is not surprising, therefore, that differences in time of reporting lead to differences in accuracy. Becker (1991), Lee and Waite (2005) and others have all found that interviews and surveys, which require respondents to both recall and estimate contributions and tasks, are highly inaccurate. Time-diaries, which require respondents to document how they spend their time daily or throughout the day, are significantly more accurate, as supported by Becker (1991), Bianchi et al (2000), and Lee and Waite (2005). For example, Bianchi et al (2000) reports a typical difference of fifteen hours per week reported by men and women regarding women’s household labour, and a typical difference of nearly four hours in reporting of men’s contribution. Similarly, Press and Townsley (1998) report that, on average, husbands estimated spending approximately eighteen hours per week on household tasks, whilst wives estimated their husbands contribution at just under thirteen hours per wee k, a statistically significant difference. In comparing data from electronic data recording versus data from similar populations collected by survey, Lee and Waite (2005) concluded â€Å"wives make accurate estimates of husbands’ time on housework, whereas husbands overestimate their own time† (333). They additionally found some evidence that both wives and husbands may substantially overestimate the amount of time wives spend on housework. For example, Lee and Waite (2005) found wives’ responses to survey questions regarding hours spent on housework estimated twenty-six hours per week of household work, but measurement of the same individuals via an electronic data recording system (ESM) resulted in an average of only fifteen hours per week. In all, the differences between survey measures and ESM [electronic data recording] time-use measures are statistically significant and-for some estimates-quite substantial† (333). Further, broader consideration of types of tasks within household labour resulted in greater hours of contribution on the part of men, but made little difference in the weekly housework hours of women. For example, Lee (2004) found that whilst in one study both types of childcare activities were counted equally towards housework contribution, husbands’ time â€Å"tended to involve recreational activities rather than those tasks that constitute the daily grind of child rearing,† which were left to women (254). Baxter (2001) similarly found that men participated in housework primarily on weekends, and tended to perform occasional tasks such as yard work; women performed housework tasks throughout the week and weekend, being responsible for almost all routine tasks such as cooking, cleaning, and laundry. Analysis Methods Research is equally divergent in the methods of analysis employed to interpret data regarding gender divisions in household labour. Some methods , such as commonly used empirical models, focus solely on time allocation and the variables contributing to allocation decisions. Bargaining models, time allocation models, and the household production model are three of the more common of these types of analysis methods. Mahoney (1995) describes various bargaining theories, which contend that since women earn less, they have less power in the household and are therefore relegated to performing the majority of housework tasks. For example, Alvarez and Miles (2003) found women with university degrees, and hence greater earning power, have reduced housework time. Alenezi Walden (2004) note, however, that the inverse is true for husbands. The more educated a man is, the more likely he is to contribute a greater number of hours to housework. Bargaining models in general, however, as summarized by Alenezi and Walden (2004) all present consumption and labour supply within the family based on some form of bargaining between family members based on each member’s earning potential and similar characteristics. This type of analysis generally categorises the various attributes, market wage, and similar for family members and uses such categorisation to evaluate gender divisio n of household labour. Time allocation models, in contrast, contend that individual contribution to household tasks is based on available time. Each family member individually determines contribution to the household based on market wages, leisure activities, and family consumption. Bittman et al (2001) notes that these analysis methods, however, do explain in part the differences in the effects of certain variables, such as education level, on men and women within a household. As Alenezi and Walden (2004) describe, time allocation theories are difficult to use as a basis of empirical research, as they depend on individual decision versus measurable inputs. This form of analysis typically begins with the labour division and works back into variables, rather than documenting variables and then considering activity, as is typical of bargaining theories. Becker (1991) presents the most often used method of analysis for time allocation of household labour, the household production model. This analysis method divides the household consumption of goods into those that are market-produced and those that are household-produced, and measures household utility and the gender division of household tasks, as described by Alenezi and Walden (2004) as â€Å"a function of the consumption of market-produced goods, household-produced goods, and leisure time of the husband and wife†(83). Bryant (1990) describes how households â€Å"spend† their two major resources, money and time. In certain circumstances, a household might spend more money to save time, such as by using outside cleaners or eating take out food. In other circumstances, the family may chose to spend time, painting a room themselves rather than hiring the painting out, for example. A lenezi and Walden (2004) conclude â€Å"households make decisions about using time wor king for pay, working on household tasks, like child-rearing and meal preparation, or for enjoyment (leisure)† (81). Berk (1985) criticises the household production model as making undocumented assumptions about joint production, preferences, and estimation of the shadow price of housework, but it remains one of the few empirical analysis methods that factors in a large number of variables and takes into consideration complexity and diversity within and between households. As Alenezi and Walden (2004) assert, the household production model â€Å"still remains the standard for analyzing household time allocation due to its ability to account for many complex relationships in household decision-making† (86). Some researchers such as Bittman et al (2001) and Alvarez and Miles (2003) contend, however, that empirical analysis methods such as those described above place too much emphasis on economic variables in general, and therefore explain only a limited share of the inequality in housework performance. As Oakley (1981) and Becker (1991) describe, gender division in household labour can also be considered from a more sociological approach. Becker (1991) affords that sociological theoretical models offer a wide and divergent variety of explanations for the unequal division of housework tasks along gender lines, but all provide relevant areas of consideration. For example, Alenezi Walden (2004) contend, â€Å"differences between husbands and wives housework time, spousal age, educational attainment, and number of children by age should be highlighted† (101). Given the difficulty in practise of considering the wide number of variables that could play into gender division of household labour, however, many studies choose to concentrate on the societal and sociological implications of one or two of what the individual researchers consider to be the most important or effectual inputs. As such, many studies have considered the impact of education levels, presence of children, age, social class, race, and value beliefs as determinants of household labour allocation. One of the most often considered variables is gender identity. As Oakley (1981) describes, men and women are instructed in what their particular society considers appropriate gender roles and actions from an early age. As such, women in Britain are typically raised to believe that housework is their responsibility, and therefore perform the bulk of household tasks. In this analysis, which will be described in greater detail later in this study in the section presenting reasons for the gender gap, researchers examine the development of gender identity, then its impact on household labour allocation, and further investigate impacts of changes in gender roles across society on household functioning. Historic Housework Gender Divisions Oakley (1974) provides a thorough and insightful study of historic gender divisions of household labour in Europe, concentrating on Britain. Prior to the nineteenth century, women were typically employed in the family business, as were the rest of family members. This business was housed within the home, and all members of the family might perform a given household task. Fathers were considerably more involved in child rearing, and tasks such as cleaning and cooking were not divided along gender lines. Women were often equal partners in business with their husbands, could be afforded guild membership on their own standing, inherited their husband’s trade privileges upon his death (versus them passing to a son), and â€Å"were not prevented from entering any occupation by reason of their sex† (31). As such, Oakley (1974) describes women as always occupying the role of productive worker, earning a market wage and enjoying ful l market employment participation. In the 1800s, Oakley (1974) describes the gradual displacement of vocation from the home to the factory. Women followed their traditional work out of the home and into the factories through the middle of the century. In fact, men, women, and children often worked side-by-side in various factory endeavours, just as they had in home-based vocational activity. However, this societal movement of employment from home to factory meant multiple family members were no longer physically present within the household to perform housework tasks or render childcare for small children. By the 1840s, societal pressure began on women to remain at home to render these services, and a simultaneous and not surprising belief became popular that women were naturally domestic and the appropriate carers for children. Male factory workers also began to ask for limits on child and female labour, ostensibly for the women and children’s own protection. By the end of the 1880s, the traditio nal role of w omen had shifted to the keeper of the home and rearer of children, whilst men had assumed sole provider role and worker outside the home. In the early 1900s through the Second World War, women were typically employed outside the home until marriage, at which time they left paid employment and assumed responsibility for housework tasks. Most women lived with their families until their marriage, and assisted their own mothers with work in that household but were not primarily responsible. After the war, women typically worked until their first child was expected, and often returned to paid work after their children left home. However, the notion of housework as a women’s responsibility was already culturally entrenched, and continued regardless of her employment status. This was supported by various legislative measures. For example, both Ireland and Britain had marriage bars, which legally excluded married women from working in public service or administration. Leonard (2004) notes that in Ireland, â€Å"up until 1973, women had to leave paid employment in the public sector upon getting mar ried† (74). This sole responsibility for household management was not a light one, either in terms of hours or tasks. Summarising a number of studies conducted in Britain, France, and the United States from the 1920s through the 1970s, Oakley (1974) reports that average hours of housework performed by women consistently ranks over sixty hours per week, with women in urban areas often averaging over seventy hours per week of labour. As of the early 1970s, Oakley (1974) reports a British study found eighty-five per cent of all women between the ages of sixteen and sixty-four were housewives, â€Å"they carried the responsibility for running the household in which they lived,† and â€Å"nine out of ten women who were not employed were housewives, so were seven out of ten of those with a job outside the home† (6). She concludes that housework is therefore clearly women’s major occupation. Important conclusions from historical data related to gender division of household tasks are that the notion of housewifery as a â€Å"natural† condition of women is a recent one, and not supported in previous centuries. Although various ethological, anthropological, and sociological â€Å"proofs† have been offered for a woman’s role as primarily wife and mother, Oakley (1981) demonstrates that these are not supported either historically or cross-culturally. She further contends that both housework allocation and â€Å"the impact of childbirth on the roles of parents in clearly a cultural construct,† and as such should be an area given consideration as needing change, rather than held as a biological absolute. Global Housework Gender Divisions Indeed, when considering gender division of housework cross-culturally, many assumptions regarding appropriate gender roles breakdown, particularly when considering cultures outside the capitalist Western model. Using data from the International Social Justice Project, Davis and Greenstein (2004) describe the division of housework tasks in married couple households across twelve nations: four Western nations (Great Britain, the United States, Germany, and The Netherlands), seven former Soviet nations (Russia, Slovenia, Estonia, Bulgaria, Poland, Czechoslovakia, and Hungary), and one Asian nation (Japan). Of note, as some data is historic, it divided East and West Germany, which the researchers took into account in analysis. Oakley (1974) quotes Lenin as writing, â€Å"No nation can be free when half the population is enslaved in the kitchen† (222). Not surprisingly, some of the former Soviet countries in Davis and Greenstein’s (2004) research evidenced the smallest gender gap in household labour. In Russia, for example, sixty-seven per cent of men and sixty per cent of women feel that housework is equally divided, with less than ten per cent of women or men allocating such work always to the wife. Interestingly, research exampled by Davis and Greenstein (2004) in post-Soviet Russia stated that fewer Russians believed they had egalitarian marriages in 1995 than in 1989, a demonstration of perception and practise change accompanying dramatic societal reforms. Such results reinforce the concept of gender divisions in household labour being culturally rather than biologically based. In a similar example, whilst Estonian households had traditionally divided household labour along gender lines prior to Communism, at the close of the Soviet era Davis and Greenstein (2004) report they had moved significantly toward shared housework, with over forty per cent of households reporting equal contributions. â€Å"Estonian women’s attitudes reflected a desire for personal efficacy rather than a complete focus on their husbands’ demands† (Davis and Greenstein 2004, 1263). Considering gender patterns over time, Davis and Greenstein (2004) reported several other research studies found â€Å"Czech women’s and men’s time spent on household work is becoming more similar, mainly because of the changing employment patterns of Czech women,† and â€Å"Czech households were more egalitarian in their division of labour than were Hungarian and Polish households† (1262). Poland was typical of half the f ormer Soviet nations and all Wester n nations in the study, with Polish women performing the majority of the housework regardless of their education or employment status, men’s housework contributions increasing with their education levels, and the most egalitarian division of housework responsibly in couples where both spouses are employed and have high levels of education. British, Dutch, and German women all were substantially more responsible for household labour than their former-Soviet counterparts, with over sixty-five per cent of households reporting household labour as primarily or always a duty of the wife, and twenty-five per cent or less reporting an equal distribution of work. Davis and Greenstein (2004) found Dutch women experienced the greatest disparity, with over seventy per cent of men and eighty per cent of women reporting housework as primarily or always the responsibility of the wife. Gender allocation of housework in the Netherlands is most affected by the presence of young children and the husband’s economic resources, with education also being a relevant variable. For example, the higher the education level of the couple together, the greater the husbands’ contribution to household work; when the wife has slightly more education than her husband, the husband performs more housework; but when she h as a significantly more education than he, there is no increase in his household contributions. Similar studies in Spain, Ireland and Germany reinforce cultural differences, even amongst European nations. In a study of dual-earner couples in Spain, Alvarez and Miles (2003) found persistent gender inequality of similar per cents to the Davis and Greenstein overview. In addition, education levels of the man were found to effect division of household labour, whilst the woman’s education and earning power had little effect. The researchers concluded, â€Å"habitual patterns of gender-differentiated activity at home are mainly the result of gender identities† (240). Alvarez and Miles (2003) find opinion polls demonstrating a clear trend in Spanish attitudes towards egalitarian gender division of labor, more so amongst younger respondents. However, similar to their findings in most developed countries Alvarez and Miles (2003) report that behaviour has changed much less than attitude and as much as two thirds of the total housework is perfo rmed by women, particularly th e more repetitive or physically demanding work. Leonard (2004) reports that in the past two centuries, Irish society â€Å"has placed a great deal of emphasis on womens role as mothers, â€Å" with the 1937 Irish Constitution specifically referencing â€Å"the special contribution to Irish society of women within the home† (74). Cooke (2004) uses the German SocioEconomic Panel to explore the division of domestic labour in Germany, finding â€Å"East German men report that they contribute a significantly greater percentage of household time than West German men† (1251). Also of note in the German study, men’s increased share of housework also increases the likelihood of divorce in childless couples, leading Cooke (2004) to conclude that within German society â€Å"childless couples with fewer gendered family roles (given the absence of mother and father roles) are more stable when they have more traditional gendered displays in the remaining domestic areas. Using data from the International Social Justice Project previously mentioned, Davis and Greenstein (2004) found support for bargaining power models in the United States, which had the greatest equality of distribution of household labour of any of the Western nations studied. US households were much more influenced by the wife’s participation in the workforce, with husbands performing at least half the housework twice as often in dual-earner families than in families where only the husband was employed outside the home. The wife’s income level had little effect on divisio

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How old are the students studying MU 123 ? Knowing that the number of students in MU 123 is 80 a questionair is been made to know the ages of those students as they are consider small segment from the AOU and we can from that know from this study know the avarage age of AOU students. 28 students were in the age of 18 – 21 18 student were in the age of 22 – 28 11 students were in the age of 25 – 28 9 students were in the age of 28 – 31 7 student s were in the age of 32 – 35 6 students were in the age of 35 – 40 1 student on were age above 40Part (b) Collect relevant data needed to answer your question (stage C). This will involve choosing samples or designing questionnaires and key the data into a spreadsheet. Most of the data you will need is secondary data that already exist in the internet or published literature and can be adapted for your investigation. You may refer to your text book, (Book A, pages 183 & 184) and learn more how to deal with data. When presenting your data it is important to provide the reference to the data source you are adapting. (30 marks).As it shows in the table below How old are the Students studying MU 123 Age Range 18-21 22 – 25 26-29 30-33 34-37 38-40 40 + Number 28 18 11 9 7 6 Percentage% 22. 50% 13. 75% 11 . 25% 8. 75% 7. 50% whenever the age increase the number of students decreases. 35% are the highest percentage with 28 students in their fresh years. 1. 25% are the lowest percentage with only 1 student enrolled above the age 40. 27. 5% are the number of students attending between 30 to 40 Part (c) Analyse the data that have been collected (stage A).This stage involves steps in summarising and measuring the collected data. The associated measures that we expect you use in your TMA are the mean, the mode, the median, range, interquartile range and standard deviation. You can use Microsoft Excel in presenting your data in bar charts or graphs as part of summarising your data. (mo re details on how to draw statistical pictures are explained In book D, Unit 1 1) (30 marks) calculating the mean: 1+6+7+9+11+18+28= = 1 1. 4 Calculating the meadian: Arrange the numbers by order: 1 6 7 9 11Range = 28-1 = 27 QI-6 18 IQR= 18-6=12 Standard Deviation: Meadian Deviations (d) d (power of 2) 1-114 . = -10. 4 108. 6 = -5. 4 29. 16 -4. 4 19. 36 = -2. 4 5. 76 11-11. 4 . 4 0. 16 18-11. 4 = 6. 6 43. 56 28-11. 4 = 16. 6 275. 56 The mean of d(to power of 2) 108. 6 + 29. 16 + 19. 36 + 5. 76 + 0. 16 + 43. 56 + 275. 56 = 462. 8/7 66. 11 = 8. 13 is the standard deviasion = 66. 11 Square root of At the end we realize from all the above charts how the number of students will decrease as the age increases.

Character Analysis Jewel Essay - 913 Words

Early in the book, Faulkner Throughout the novel As I Lay Dying by William Faulkner, the reader views Jewel as the most aggressive of Addie Bundren’s children. He is constantly arguing with his brothers, sister and father as they make their journey to Jefferson to bury his mother Addie, and he nearly gets in a knife fight when they reach town. Because of his angry responses and bad language it can be hard to recognize the significant impact Jewel has on his family. Jewel is courageous and sacrifices for his family even if the other Bundrens do not acknowledge or honor him for his actions. Jewel may not the most balanced son in the world, but neither are his siblings, and he shows throughout the forty-mile trip to his mother’s hometown of†¦show more content†¦Jewel did not want to go with Darl. Jewel is also not a Bundren. Jewel is Addie’s bastard son, the son of Whitfield not Anse. Jewel also does not do things with the least amount of work. Jewel spends numerous nights clearing a field by the light of a lantern all by himself just to get a horse. When Anse learns of this horse he tells Jewel not to let it eat any of the horse food and Jewel promises Anse he will not let it. Jewel is misunderstood, but Faulkner shows that he is an honorable person. Jewel is often viewed incorrectly because he shows his affection rather than talks about it, and Marc Hewson says that â€Å"Jewel’s love for Addie may also may be based more on doing than saying† (4). Jewel shows his love for Addie after she is dead in many ways. When they start for Jefferson, Jewel is willing to carry Addie’s coffin alone when the rest of the family is moving too slowly. Cash wants help to carry the coffin but Jewel will not slow down: He [Jewel] will not stop. Cash begins to fall behind, hobbling to keep up, breathing harshly, then he is distanced and Jewel carries the entire front end alone, so that, tilting as the path begins to slant, it begins to rush away from me and slip down the air like a sled upon invincible snow, smoothly evacuating atmosphere in which the sense of it is still shaped. (98) Jewel’s willingness to carry Addie’s coffinShow MoreRelatedDora Essay1003 Words   |  5 PagesFreud’s, Dora The case analysis written by Sigmund Freud, his patient; Dora, goes through different levels of mental sickness. Throughout the case study Dora reveals her issues that lie within her family. Through the case study, Sigmund Freud who is chosen to diagnose Dora’s symptoms reveals his own hypothesis. Within the narrative Dora’s dream, exemplifies causation and motif in order to shed light on the way Dora views herself within her family. 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