Technical Writing Essay Example | Topics and Well Written Essays - 250 words - 1

Technical Writing - Essay Example It is threaded to attach to the housing and has a  ¼Ã¢â‚¬  hole in its center to slide over the shaft. A 1/8 inch hole in the side of the cap allows air to enter the housing. The toe plate, fitted to the barrel, allows the user to stand on it while operating the pump. The plunger consists of a rod, handle, and diaphragm. The rod is  ¼Ã¢â‚¬  x 16  ½Ã¢â‚¬  long and threaded at both ends. It has a 6† wooden handle, threaded onto its top. The diaphragm, a leather washer, is secured to the lower end of the rod by two  ¼Ã¢â‚¬  nuts on either side. The 18† hose screws into the barrel housing. The locking clamp nozzle is inserted into the hose end and is secured with a 1/8† metal band. The thumb chuck facilitates quick release for regular and high-pressure use. The user can clamp the hose nozzle onto the filler stem of the utility to be inflated, stand on the toe plate, and pump the plunger. If the item to be inflated is a ball or raft, the operator has to first insert the filler needle into the nozzle clamp, moisten the needle and insert it into the navel of the ball or raft. Then, standing on the toe plate, he or she can pump the plunger up and

What is steven pinker's response to media critics who are concerned Essay

What is steven pinker's response to media critics who are concerned about the harmful effects of consuming electronic media do you agree with his argument why or why not - Essay Example Currently, since many have accused new media for lowering intelligence, the level of since should then be reducing. On the contrary, the quality of science has been increasing because scientists are making use of new media. Similarly, he argues that other activities related t the human mind such as philosophy and cultural criticisms continue to flourish. Pinker further responds to the critics of new media by pointing out that experience does not necessarily shape the brain because the brain itself is not â€Å"a blob of clay.1† The brain does not necessarily copy the qualities of whatever it consumes, and therefore the effects of new media will not be as huge as implied by many. Instead of bemoaning technology, Pinker suggests that people should look for ways of exercising self control when using these new media. This will help encourage intellectual growth. Having read the article by Pinker, I agree with his arguments relating to the new media technologies. First, new media technologies have helped increase intellectual depth by allowing for multiple approaches to teaching and learning. This exposes individuals to various forms of information from a variety of sources, which makes people smart. As a student, I have benefited from these new technologies and this has greatly enhanced my knowledge in various fields. For instance, through these technologies, I am able to supplement class material with online materials obtained through search engines such as Google. As noted by Pinker, these technologies help us search and retrieve information online using tools such as social media and e-books. As knowledge continues to increase, there is the need to have tools that help in the effective retrieval, processing and storing of such information. Pinker rightfully argues that our brain power does not increase with increasing knowledge, and ther efore such tools come in handy. By sitting behind a computer for instance, one is able to obtain vast volumes of information

Strategic Accounting for Decision Making

Strategic Accounting for Decision Making Super Service Mini Market. Contents (Jump to) Abstract Chapter 1 – Introduction Chapter 2 – The Mini Markets Chapter 3 – Conclusions and Recommendations Tables Abstract One of the key factors in achieving bottom line performance in any business enterprise is a complete understanding of how controlling costs contribute to the attainment of profitability. Walters and Giles (2000)[1] point out that managers who exercise â€Å"†¦flexibility in timing of decisions†¦Ã¢â‚¬  provide themselves with options in equating the viability of opportunities. The utilization of strategic accounting in decision-making represents a departure from past accounting practices whereby it was used to predict fiscal performance and then report on what was achieved. Today’s accounting theory sees this function as an ongoing active component in business operations. The proper utilization of varied accounting principles permits business owners and managers to utilize past results as a foundation for predicting future performance as well as the performance for the addition of new product lines. Horngren et al (1997)[2] indicate that effective planning along wit h effective control represent critical factors in the achievement of business objectives. They go on to state that through effective planning goals are selected with more care and input and that the achievement of goal objectives calls for the utilization of effective controls. The introduction of a new section in a ‘mini market’ represents an application of the foregoing whereby the employment of ‘strategic accounting for decision making’ is a process by which the business can be evaluated from differing operational perspectives. The foregoing setting shall be utilized to explore and pose solutions and answers to business conditions and questions with respect to varying business decision-making areas within this setting. Chapter 1 – Introduction The Setting An entrepreneur in South Wales postulated that the establishment of a mini market selling a limited variety of varied food items would be able to establish a foothold and survive in a competitive environment that included major supermarkets, Tesco – Safeways, Asda along with other outlets. The main theme for the foundation of this enterprise was based upon offering consumers ‘convenience’ as well as ‘quality service’ in an establishment where they could purchase either a single or multiple items quickly. The foregoing concept proved successful, as this entrepreneur was able to add three more mini markets in the area. And success brings with it the need to innovative, improve operations and seek areas of opportunity to continue growth. In order to be successful when a business goes through expansion an entrepreneur needs to evolve into a professional manager and understand not only how to delegate, but how to lead as well as communicate and plan. And since sales and profitability are the barometers by which business is measured, the importance of being able to forecast revenues and expenditures, identify probabilities, analyze operations, and control costs are key components of strategic accounting. The foregoing principles became apparent as a result of attending a University course for ‘Budgetary Planning and Control. In order to develop a more sophisticated and effective system, the assistance and input of the managers of the stores was not only an necessary component, it was vital in gathering information as well as insight on the individual operations. Simons (1987)[3] emphasizes that a ccounting represents an informational as well as control mechanism that managers must utilize to understand the varied components of their business and mold their accounting systems in terms of information gathering and construction, to fit the needs of the entity. Background Facts and Factors It was noticed that one of the store managers, located in Aberdare, was committed but lacked the expertise to functionally participate in the formal ‘Budgetary Planning and Control’ system that was being implemented. As a result is was agreed that the company would pay for this manager to attend a course conducted at the ‘Glamorgan Business School Weekend MSC Accounting programme’. At a meeting that called together all of the store managers it was explained that hence forth each store would be rated and evaluated on its individual performance rather than the prior group consolidation basis. This entailed each manager producing a yearly budget for their outlet in consultation with their department managers to generate figures for each retail area. The overall line management organizational structure of the four mini markets is as follows: Table 1 – Organizational Structure Managing Director Newport Penarth Cowbridge Aberdare Each manager was directed to compile the following: ‘Profit and Loss Account’ for their individual mini markets for the period ending 31/21/04, a breakdown of staff salaries, employee composition by mini market section, percentage of floor space allocated to sections, asset value of each cost center within their mini markets, and, a Forecast of Profit and Loss for the six month period 01/01/05 through 30/06/05 The foregoing produced an interesting response from one of the department manager of General Groceries at the Aberdare mini market. The analysis of floor space in that section found that there was under-utilized space that could be put to better use. The manager had conducted some research and uncovered that there was no location in Aberdare where one could have photographs developed or enlarged. The idea was broached with the store manager and after gathering of some additional information regarding the cost of film it was included in reports to be presented at a meeting of managers and the owner. These were to consist of the following: A comprehensive comparison of the Aberdare and Penarth mini markets that includes their relative strengths as well as weaknesses. An analysis of the profitability of the profit centres in Aberdare. Because each mini market was henceforth to be operated as individual business entities, options as well as constraints with regard to raising capital to expand operations at the Aberdare location also were to be included. Budgetary planning and control was delegated to the manager of the Penarth mini market. The foregoing was based upon the fact that all managers had attended a seminar on this subject matter. Proposals for new revenue sources. Report on ‘working capital management’ emphasizing debtor control and the lack of a link between it and profit / cash flow. Presentation of the Forecast Balance Sheet and Profit and Loss Account for the Aberdare Super Service mini market in 2005. Chapter 2 – The Mini Markets 2.1 A comprehensive comparison of the Aberdare and Penarth mini markets that includes their relative strengths as well as weaknesses. In developing a basis for comparison of the Aberdare and Penarth the constant that is attributable to both locations is the general layout of the locations and organizational style. As shown by Table 3 the Penarth mini market does not have a sales area devoted to ‘alcoholic drinks and cigarettes’ as well as a separate defined space for the ‘administrative office’. And while the specifications do not provide information on this point, the allocation of 50% of space in the Penarth mini market to ‘stores’ would seem to indicate that this area also is utilized for administrative functions. The other difference in general layout between the two subject locations is the absence of ‘alcoholic drinks and cigarettes’ section at the Penarth mini market. As these products represent traffic builders as well as profitable items, alcoholic drinks at the Penarth mini market they are assigned to the ‘general groceries’ area for alcohol ic drinks and most likely checkout location for cigarettes. This aspect indicates a weakness in the Penarth mini market as the sales of alcoholic drinks and cigarettes contributed 7% to revenue. Table 2 Organization of Aberdare / Penarth Mini Markets The allocation of 50% of floor space to ‘stores’ in the Penarth mini market represents a sizeable amount of area devoted to a non-sales function and would seemingly create a more cluttered layout for the remaining departments. For consumers accustomed to the spacious layout of major supermarkets such as Tesco – Safeways, and Asda the loss of floor space at Penarth as well as definitive section for ‘alcoholic drinks and cigarettes’ could negatively affect sales performance. However, the operating profit as shown by Table 4 for both locations is extremely close, recording 19% for Penarth and 17.4% for Aberdare. Table 3 – Financial Comparisons for the Penarth and Aberdare Mini Markets Penarth Aberdare 2.2 An analysis of the profitability of the profit centres in Aberdare In calculating the profitability of each department at the Aberdare and Penarth mini markets, areas 3 (stores) and 7 (administrative office) need to be removed in order to calculate the relative profitability of the remaining sales areas. The calculations relating to the aforementioned were derived from Table 5 below. Table 4 Organization of Aberdare / Penarth Mini Markets Clearly, the stores (3) and administrative office (7) do not contribute to sales, and thus are cost expense areas. The following Table 6 distributes gross profitability against sales departments. An area that stands out in the analysis of these two locations is that Penarth has 50% of its available space devoted to ‘stores’ a non-sales area. In contrast, Aberdare devotes just 22% of its available space to this department (stores) and another 5% for administrative function thus losing just 27% as opposed to 50%. The percentage of profitability figures for Penarth sales sections double as a result of deducting the 50% allocated to ‘stores’. By comparing the two mini markets in this manner it is apparent that the Penarth mini market has a higher ratio of sales percentage attributable to the departments utilizing the remaining floor space. The largest discrepancy occurs in the frozen food section which is the third most profitable department at Aberdare ( £47, 387.5) as well as ranking third in terms of sales ( £174,375) behind general groceries, which ranks first in terms of sales ( £465,000), and profits ( £136,260), and dairy products which ranked second ( £348,750 and  £124,775 respectively). Table 5 Percent Profitability of Aberdare and Penarth Sales Areas In equating the percentage of sales attributable to each department at the Aberdare mini market, stores (3) along with the administrative office (7) were eliminated as these represent expense (support) functions. In so doing the percentage of sales differs from the percentage of space allocation in reaching this calculation. Table 6 Comparison of Area Percentage and Percentage of Sales – Aberdare Table 7 Overhead Expense and Net Profit Allocations at Aberdare As one of the points that were mentioned in the meeting of all mini market managers, any activity(s) that was producing a loss was to be discontinued. The preceding directive calls into question the ‘stores’ department at the Penarth mini market. At 50% of the available floor space allocation for that section is grossly out of line with the space allocated at Aberdare at 22%. Interestingly, the Penarth mini market does not indicate an allocation for an administrative office while Aberdare has a specific space for this function at 5% of floor space. As the directive indicated any activity that generates a loss is to be eliminated, the 5% allocated for the administrative office at Aberdare needs to be discontinued. The positioning of the stores department as well as the administrative office at the rear of the store means that existing floor space for dairy products as well as a portion of general groceries could be expanded from the 5% that will become available. Since th e subject of adding a film developing department was broached, the utilization of the added 5% in floor space will be covered in a later section. As administrative functions represent desk space for a computer, files, printer, telephone and allied equipment a small segment of space in the stores area will be utilized for this function. The Penarth’s stores allocation needs to be reduced to a percentage that approximates Aberdare’s 22%. This would open up 28% to be devoted to profitable sales such as diary products and general groceries, significantly expanding these sections as well as providing additional space for small increases in the other departments, fresh meats – frozen foods and space for alcoholic drinks and beverages which is completely missing from the Penarth mini market. 2.3 Because each mini market was henceforth to be operated as individual business entities, options as well as constraints with regard to raising capital to expand operations at the Aberdare location also were to be included. Options for raising capital at each mini market are governed by prudent business practice. The calculation of factors such as ‘interest cover and gearing provide guidelines by which to operate in constraining the raising of capital beyond acceptable levels. Interest Cover represents an important financial variable for business entities in that it provides a gauge concerning the interest paid on the businesses borrowings as measured against its operating profit (HM Revenue Customs, 2005)[4]. This figure is arriving at by dividing the operating profits of the mini market by the interest paid during the same fiscal period. The preceding ratio illustrates the relationship of gearing with respect to the profit and loss. Simply stated, ‘gearing’ describes the debt compared with the mini market’s equity capital (Randall, 2003)[5] Table 3 – Financial Comparisons for the Penarth and Aberdare Mini Markets Penarth Aberdare 2.4 Budgetary planning and control was delegated to the manager of the Penarth mini market In fulfilling this aspect of the directives discussed in the manager’s meeting the balance between improving operational performance through decision making precedes budgetary planning as the direction and changes to be employed must first be decided upon and all impacting variables considered. One such example is the allocation of space at the Penarth mini market whereby the stores department occupies 50% of available floor space. The decision making process in this instance revolves around how to reapportion space and to what departments to maximize the return. Another decision-making process entails the introduction of film processing at the Aberdare mini market and the allocation of resources as well as space based upon projections and market research. Decision making entails utilizing a checklist of steps to assist in arriving at the most viable selection based upon a consideration of factors, facts, influences and alternative options. The following are decision-making procedures to aid in determining what courses of action to take: Pareto Analysis This technique helps to select the most effective changes through following the courses of action that will yield the largest benefits. The technique entails listing the changes that could be made and grouping them into changes that are related. The list items are scored by the basis of profit, customer satisfaction or other titles basing the scores on the profit generated or reduction in complaints, to utilize and example of the two possibilities indicated. In this manner attention is paid to those items with the highest scores (Reh, 2004)[6]. Paired Comparison Through this technique the importance of options that are relative to each other is worked out. The methodology aids in setting priorities when resources are subject to conflicting demands. Placing options on a grid permits the varied options to be compared and then numbered ranging from 0, representing no difference, through 3 which represents major difference(s) are assigned. These values are converted to percentages of the total score (Marsh et al, 2003)[7]. Grid Analysis The utilization of a grid analysis is employed when there are a number of good possibilities or alternatives. The list of options is placed into rows and factors are put into columns. The relative importance of factors comprising the decision is worked out and shown as numbers. These are utilized to apply varying weights to preferences through the importance of the factors. If this is not apparent then ‘paired comparison analysis is utilized (Olsen et al, 2002)[8]. Decision Trees This time proven method begins with the decision that needs to be made which is drawn as a square. Lines emanating from this square are drawn to the right for every possible solution with the explanation written on the line. The end of these lines considers the results and if it is not certain a circle at the end is used to designate this with squares used for decisions. The process is continued until as many possible outcomes as can be thought of are considered (Monahan, 2000)[9]. PMI The Plus-Minus-Implications technique weighs the pros as well as cons of a decision. The process entails utilizing a table with the headings ‘Plus-Minus-Implications’ where one writes the positive (plus), negative (minus) and possible outcomes (implications) of taking a particular course of action (Hennen, 2004)[10]. If the decision is not obvious after the preceding then scores are applied in a subjective manner to complete the exercise. Force Field Analysis This looks at all of the forces as well as pressures for as well as against change. The process looks to strengthen those forces that support the decision and weaken the impact of those forces in opposition. The forces representing change are listed in one column, with those against change listed in the other, then a score is assigned from 1, representing weak, to 5, representing strong are used (Lewin, 1951)[11]. Six Thinking Hats Looking at a decision representing all the possible points of view is the basis for this technique. The method forces thinking outside of habitual styles and employs emotional, creative, intuitive, creative as well as negative views so that resistance to change and other factors are considered (de Bono, 1999)[12]. Cost/Benefit Analysis This relatively simple method entails adding up the relative value of a course of action’s benefits and then subtracting the costs that are associated with it. These costs may be one time or ongoing. Time is factored into the equation by looking at the period required for payback or breakeven as well as the costs (risks) involved (Gramlich, 1981)[13]. Budgetary planning represents actions and activities undertaken by a company over a specified period of time whereby the costs and results are contained in forecasts and projections that consider the factors resulting from the decision making process to arrive at the courses of action (Otley, 1978)[14] ). While decision-making is utilized to arrive at the answers or solutions, budgetary planning uses elements that have already been decided upon and worked into a coherent plan. Decision-making represents the phase when possibilities are considered, whereby budgetary planning entails utilizing elements that are parts of the overall plan for the business entity, both new as well as existing. 2.5 Proposals for new revenue sources The manager of the Aberdare mini market was approached by one of the departmental managers who suggested that an unutilized space in the General Groceries section could be used for photograph development, enlargement, etc. The manager presented the following facts to support the recommendation: Equipment utilized in the process of developing and enlargement cost  £18,000 with a useable life cycle of three (3) years. Operation of the service would entail hiring an additional employee at  £15,000 per annum. The cost of photographic paper would total  £0.75, and would represent 36 prints per sheet. The cost of chemicals to develop 36 prints would total  £0.40 It was suggested that a good marketing promotion would consist of giving customers a free album with each roll of film that was developed. The cost of each album was presented as  £0.80. Competitive pricing put the figure for developing 36 prints at  £5.50. In order to retain customers it was recommended that an offer of a free roll of film be provided customers for each roll brought in for developing. Film could be obtained from Fuji at  £0.75 per roll. In conjunction with the foregoing the manager of the Aberdare mini market prepared a demand forecast representing film development for the years 2005 through 2007: Table 8 Demand Forecast for Films Developed 2005-2007 Year 2005 2006 2007 Films Processed 11,000 12,500

Super Bowl Commercials :: essays research papers

Super Bowl advertising: What really works? Introduction. 1. Introduction. Once a year almost the entire U.S. population sits down to watch the same program, the Super Bowl. But they are also watching scores of brand new commercials. The commercials they are watching are produced by the best and the brightest in the business using immense amounts of money. At a record average of $2.2 million dollars per 30-second spot, 25 percent more than 1999 commercial spots, each commercial is very special or at least should be.( ) Research shows that Super bowl commercials are recalled at more than double the rate of commercials run during "normal" prime time programming. ( ) And with 58 commercials scheduled, it's important to be special, creative, and original. It would be a colossal waste of money, after all, if viewers turned sponsors' shill time into opportunities for refrigerator runs and bathroom breaks. The Superbowl ads cost $165 million dollars to make and then display. ( ) A BC estimated 130,745,000 people watched the game, making it the fifth-biggest audience for any TV telecast. 1999's Super bowl game, broadcast by Fox, was watched by 127.5 million. ( ) Commercials aired during the Super Bowl can generate almost as much attention as the football itself. If the game fails to be comparative early on, there can be significant fall off in viewers. Advertisers whose commercials air in the fourth quarter of a lopsided game can take as much of beating as the losing team. The reverse also can be true, however. If the game is close, no one will be going anywhere and more people will view the commercials. Purpose for the study. The purpose of this study is to determine whether or not it is financially feasible for Super Bowl advertisers to pay high cost commercials spots shown during the prime time. The Super Bowl telecast typically attracts the biggest TV audience of the year and it has become a showcase for advertising as well, allowing the network that carri es it to charge seemingly endlessly escalating prices. To millions of people, half the fun of watching the Super Bowl is the commercials. But do people really pay attention to what is advertised or do they just watch the commercials to find out if they are funny? The study will focus on audience's retention, and advertising effectiveness. This study will be a valuable tool for companies that wish to advertise during future Super bowl events.

How does Wal-Mart Keep their competitive advantage Essay

Founded in 1962 by Sam Walton, Wal-Mart has grown to be the largest discount retail chain in the world. Wal-Mart currently has over 6,500 thousand stores in 14 different countries, 1.8 million plus associates and nets sales this last quarter of over 85 billion dollars, an increase of 8.3 percent (walmart.com). The only other corporation larger than Wal-Mart to date is Exxon Mobile. So how does Wal-Mart keep their competitive advantage and sustain their position in discount retailing?Historically Wal-Mart main competitive advantage has been their low price of brand name goods. Though their most important competitive advantage, it is not their only one. Wal-Mart’s competitive advantage is based off of many key strategic choices, not just their low prices. Their strategic choice of location has given Wal-Mart a first mover advantage. By Wal-Mart strategically placing their stores within the proximity of their distribution centers, Wal-Mart is able to keep their in-house inventory at a minimal. Their distribution network is based on the hub-and spoke concept, which places stores no more than a day’s drive from its distribution centers and replaces goods within 24 hours (refrigeratedtrans.com). Their distribution centers carry more than 85 percent of all merchandise sold by Wal-Mart. With over 3,000 tractors and 12,000 trailers, Wal-Mart has one of the largest private fleets in the country with an on-time delivery record of 99.5 percent, which Mauldin believes is not good enough, that anything less the 100% is unacceptable (refrigeratedtrans.com). Not only has Wal-Mart’s strategic placement of their stores and distribution centers given them a competitive advantage, their strategic operations and inventory management has played a vital role in their success. Wal-Mart’s in-store inventory is kept at a minimum, allowing them to achieve maximum efficiency of their store floor space. Inventory is tracked by UPC scanners allowing Wal-Mart to better communicate with vendors via satellite when supplies need to be replenished. This strategy helps Wal-Mart lower inventory cost, which allows them the ability to meet the demands of local consumers, and the ability to avoid overstocking. Thus in return giving them a higher operational efficiency and keeping their prices significantly lower  that other discount retail stores. According to A.T. Kearney, Wal-Mart’s three-biggest sources of cost advantage are low corporate overheads, the efficiencies of its supply chain and above all, it’s low labor cost. However, I believe their biggest source of cost advantage is their corporate culture. Not only is this their biggest source, it is also the one source that will help Wal-Mart sustain their position in the future. Wal-Mart’s corporate culture dates back to the beginning when Sam Walton founded Wal-Mart in 1962 with a vision to keep prices as low as possible. He also emphasized frugality, customer service, an open book policy, building loyalty among associates, suppliers and customers (Wilbert, 2007). He built Wal-Mart from leading by example, and instilling in his people and his business a belief system that is still currently in place today (walmart.com). Sam Walton had three basic beliefs and 10 rules for building a business that he believed to be the secret of their success. His three basic beliefs were respect the individual; service to the customer; and strive for excellence. He believed that applying these beliefs would make an associate a better person, which in return would make a better organization. All great beliefs and are still followed today (walmart.com). However it is the 10 basic principals where I believe gave Wal-Mart the competitive advantage and defines their culture. These basic principals are:†¢The customer is always right†¢We are a merchandise-driven company†¢Our people make the difference†¢We communicate with our associates†¢We maintain a strong work ethic†¢Associates are partners†¢Our leaders are also servants†¢Associates are empowered†¢We have integrity in all we do†¢We control our expensesThese basic principal are the driving force of Wal-Mart. Sam Walton knew that in order to be successful that the associates held the key. That an unhappy associate could project their feelings to the customer and a business could not succeed by attracting one-time customers (walmart.com). Walton also knew that in order to develop a successful corporate culture,  both management and employees had to work together, with the sole purpose of serving the customer. Wal-Mart has followed this culture for the past 45 years. Wal-Mart’s cost-leadership, culture, operations, geographic location, distribution system and organization strategy has all played a vital role in Wal-Mart’s success and will continue to play a vital role in their future. Though some more important than others, without each one Wal-Mart could not duplicate their competitive advantage. Wal-Mart is an organization that shows a strong culture. Associates as well as outsiders can observe many elements of the culture within Wal-Mart. Every aspect of the culture has been instilled in each associate of this company and has helped make Wal-Mart successful and will continue to help them be successful (Berg, 2001). Wal-Mart is a large corporation which stands for the small town community values, that operates with the efficiency of a major corporation. References Berg (2001, July 2). Wal-Mart and Organizational Culture. Retrieved on May 26, 2007 from http://academic.emporia.edu/smithwil/001smmg443/eja/ardmg443ej.htmBernstein, J. and Bivens, J. (2006, June 15). The Wal-Mart Debate. A False Choice between Price and Wages. Economic Policy Institute. Issue Brief #223Corporate Culture Provides Wal-Mart Competitive Advantage. 2002, July 1. Refrigerated Transporters. Retrieved on May 26, 2007 from http://refrigeratedtrans.com/mag/transportation_corporate_culture_provides/Wal-Mart Home Page. Retrieved on May 26, 2007 from http://walmart.comWilbert, C (2006). How Wal-Mart Works. How Stuff Works. Retrieved May 26, 2007 from http://money.howstuffworks.com/wal-mart.htm

Propaganda and women during Essay

Propaganda was used in World War One to make sure that people only knew what the Government wanted them to. To make sure everyone thought the same way as the government all information was controlled. Newspapers were expected to print what the government wanted and the newspapers started using emotional headlines, even if they weren’t true. Some examples of these headlines are: -â€Å"Belgium child’s hands cut off by Germans† -â€Å"Germans crucify Canadian officer† Anyone caught spreading the truth would be arrested. Propaganda aimed at Women While the men were fighting it was left to the women to do the men’s jobs and treat injured soldiers. To get the women to do this propaganda was used. The Red Cross used pride in this poster to try and get women to join. Propaganda aimed at Men This poster uses pride to try and get the men to join the army, this poster is showing a man’s children asking him what he did in the war. The government are trying to say that if you fight in the war your family would be proud of you. Untrue stories â€Å"Monks in Antwerp were being forced to ring bells to celebrate the Germans invading the city. The monks refused to do this so were tied to the clappers of the bells and being used as human clappers which killed them.† This was untrue but a brilliant way for the British government to make people hate the Germans even more. German Newspaper headlines -English soldiers put plague germs in German wells. -German prisoners blinded by their Allied Captors. Women during WW1 While the men were fighting someone had to do their jobs so this usually fell to the women. Some of the jobs they were given were; nurses, working in munitions factories (which often turned their hair and skin yellow due to the chemicals), in public transport, as police women, ambulance drivers, fire fighters, in post offices, making weapons and farming. Towards the end of the war some women were being recruited into the army as cooks, clerks and electricians so that all the men could fight. Most women would still have to do the cooking, cleaning and other household chores as well as their day jobs. The women also knitted scarves, hats and gloves to send to the soldiers. This is not often recognised and they didn’t always get there but if they did the soldiers were grateful. The Women’s Land Army In WW1 the German navy stopped food being imported to England and this made up 50% of the food eaten in England. In 1917 the harvest failed and there were not many reserves. Rations were put in place and the British made do. There was also a shortage of farm labourers as most men were out fighting. The government set up the land army which allowed women to become farm labourers which would not have been allowed before. By 1918 there were 23,000 Land girls that would milk the cattle, plough the fields and herd the cattle. The Land army stopped in 1919 as the men returned home and food was able to imported again.

Free Essays on Liberal Intergovernmentalism

PAPER ON â€Å"LIBERAL INTERGOVERNMENTALISM† CAN WE APPLY THE LIBERAL INTERGOVERNMENTALIST THEORY TO THE BARGAINS OF THE EUROPEAN AGREEMENTS WITH THE VISEGRAD COUNTRIES (1990-1991) ? The historical events of 1989 with the collapse of the Iron Curtain created a unique historical situation in Europe: a new reintegration period between two political parties of the continent. The European Agreements were the first attempt of this reintegration period. When we look at the European Agreements made between the European Union and the Visegrad Countries (Poland, Czechoslovakia and Hungary) in 1990-1991, we see that they were signed after long bargaining period between both parties. In order to answer the topic question, we have to look at the basic aspects of the theory and the practices of the bargains of the European Agreements. Basically liberal intergovernmentalism includes a preference analysis (demand) and an intergovernmental bargain (supply) analysis. The former should be reflected by the interests of the European Union and the Visegrad Countries as the two parties, but there was the problem of diversified trade interests between the South and North countries within the European Union. The latter was purely existing in this bargaining process and showed the strength of the European Union in the trade regime. The Visagrad Countries were the regime takers, and suffered for their weak bargaining position. Another point was, that the European Agreemants had to be ratified in each member country just as constitutional changes have to, which illustrates the strong role of the state in the decision making structure, and this is also a main point in liberal intergovernmentalism. Shortly, the answer of the topic question is positive and the bargaining process of the European Agreements between the European Union and the Visegrad Countries can be explained with the liberal intergovernmentalist theory. Although there was some... Free Essays on Liberal Intergovernmentalism Free Essays on Liberal Intergovernmentalism PAPER ON â€Å"LIBERAL INTERGOVERNMENTALISM† CAN WE APPLY THE LIBERAL INTERGOVERNMENTALIST THEORY TO THE BARGAINS OF THE EUROPEAN AGREEMENTS WITH THE VISEGRAD COUNTRIES (1990-1991) ? The historical events of 1989 with the collapse of the Iron Curtain created a unique historical situation in Europe: a new reintegration period between two political parties of the continent. The European Agreements were the first attempt of this reintegration period. When we look at the European Agreements made between the European Union and the Visegrad Countries (Poland, Czechoslovakia and Hungary) in 1990-1991, we see that they were signed after long bargaining period between both parties. In order to answer the topic question, we have to look at the basic aspects of the theory and the practices of the bargains of the European Agreements. Basically liberal intergovernmentalism includes a preference analysis (demand) and an intergovernmental bargain (supply) analysis. The former should be reflected by the interests of the European Union and the Visegrad Countries as the two parties, but there was the problem of diversified trade interests between the South and North countries within the European Union. The latter was purely existing in this bargaining process and showed the strength of the European Union in the trade regime. The Visagrad Countries were the regime takers, and suffered for their weak bargaining position. Another point was, that the European Agreemants had to be ratified in each member country just as constitutional changes have to, which illustrates the strong role of the state in the decision making structure, and this is also a main point in liberal intergovernmentalism. Shortly, the answer of the topic question is positive and the bargaining process of the European Agreements between the European Union and the Visegrad Countries can be explained with the liberal intergovernmentalist theory. Although there was some...