The Development of the Rock Musical in the Late 20th...

Rock Opera Term Paper The Development of The Rock Musical In the Late 20th Century Rock opera in its narrow definition seems to be a purely British phenomenon, possibly because at the time of its arrival England, as opposed to the United States, had not found its musical theater voice yet: while musical theater was booming in the United States from the early twentieth century onwards, England didnt develop a popular musical tradition until the late 1960s, when Andrew Lloyd Webber started to write and produce large-scale musicals for the London theaters. To provide an overview of the scope of the genre of rock opera, I will briefly discuss some of the most renowned works. It is usually the British rock band†¦show more content†¦Pink Floyds The Wall is one of the most successful albums in rock history, topping the United States album chart for fifteen weeks in 1980 and spanning off the hit single Another Brick in the Wall (Part 2), which remained at No. 1 on the United States singles chart for four weeks. In the 1980s The Wall was made into a movie directed by Alan Parker and starring Bob Geldof in the lead role as Pink. Pink Floyd took The Wall on tour, with the most famous, if not complete performance taking place in Berlin after the fall of the Berlin Wall in 1989. The Wall is a double album about a fictional, emotionally crippled, depressed rock star, Pink, who is unable to cope with the pressures of life and therefore builds a wall around him. The wall is obviously a metaphor for his psychological isolation, for the barr ier he creates to distance himself from his pain. As parts of his life spin out of control, the wall grows and Pink ultimately blames everyone, particularly women, for his incapability to deal with his neuroses. The origins of his deplorable state is illustrated by flashbacks in individual songs, such as Pinks childhood memories of his fathers death in World War II (Another Brick in the Wall [Part I]), his overprotective mother (Mother), the repressive school system, and his fascination with and fear of sex (Young Lust).Show MoreRelatedThe Evolution Of The 1960s Protest Song1151 Words   |  5 Pagesactivism. More than just a vestige of the late 1960s, Mitchell continued to write protest songs long after many other artists from the 1960s had changed their lyrical content. In the â€Å"mellow turn† of early 1970s country rock and folk music, Mitchell represented a new environmental shift that moved away from the proto-typical antiwar songs of the 1960s. Mitchell, along with other musicians of this era, defined a shifting musical focus on songwriting and musical presentation during the early 1970as: TheRead MoreWhat Kind Of Music Is Acoustic Music?1731 Words   |  7 Pages Guitars are the amazing instrument to play anywhere you go as it is portable to carry. Because of its popularity, nowadays we can find different kinds of guitar. One of them is Acoustic guitar. It is considered as the most important musical instrument today. The main source of sound in acoustic music is the string, which is plucked with the finger or with a plectrum. Then the sound is produced by transferring the vibration of the string to the air, as opposed to relying on electric amplificationRead MoreEvolution Of Jazz And Blues. The Music Styles Of Jazz And1364 Words   |  6 PagesEvolution of Jazz and Blues The music styles of Jazz and Blues are both considered to be great American musical art forms (Covach, 2015). These styles are also two very important â€Å"roots† of music and have evolved from the late 19th century and early 20th century to lead to the development of Rock and Roll. Jazz and Blues both originated from African-American communities when slaves were brought over to North America from Africa (Schuller, 1986). As time passed and the culture of America was constantlyRead MoreBand Music : Rock And Roll Music1383 Words   |  6 PagesRock and Rolls Music The United States is the origin of rock and roll music. It evolved as a popular music in the 1940’s and 1950’s from a combination of Afro-American genres such as jazz, blues, country music, gospel music. Rock and roll music has some elements that are evident in blues and country music of 1920’s. However, Rock music attained its status and name in 1950’s. Saxophone and Piano were the first instruments to be used in the performance of rock and roll music but were later supplementedRead MoreHow Elvis Influenced And Changed The Entertainment Industry Of Rock N Roll Era1408 Words   |  6 Pagesthe entertainment industry of Rock ‘n’ Roll† the reader must first clearly define and understand the timing and age of the development of his musical career as well as the characteristics of his music. When attempting to clearly understand the implications of his influence on the era, the reader must fully comprehend his early life and the developme nt of his musical career, the type of music he portrayed to his audience, and how he revolutionized and influenced Rock ‘n’ Roll. These facts will beRead MoreBreaking The Limitations Of Music2045 Words   |  9 Pagesthe 20th century things have begun to change. Musicians are breaking away from the traditions of the past and reaching new areas of music. Technology is developing to creating new sounds and instruments can change how to be played and used. That musical styles have been developed and the compositions have altered with devices that can record and playback music in your own home without any instruments. Music has found new limits and as modernists say during all of this is that the development of musicRead MoreAn Analysis of the Prologue to Nathaniel Hawthornes The Scarlet Letter1278 Words   |  5 Pagesentitled The Custom House, Nathaniel Hawthorne warned the reader to beware of the noxious effects of Uncle Sams gold. Although the terms for monetary compe nsation may have changed at the outset of the 21st century, the central concept that Hawthorne discussed during his 19th century manuscript is certainly valid. Commercial success and an influx of money have a negative effect on popular music that once resonated with people and contributed to larger social movements. The three primary deleteriousRead MoreThe Blues And Bebop Are Two Forms Of Jazz That Have Given1363 Words   |  6 Pagesarrangements still have relevancy in our society today. Because of their emergence, our musical inventory has expanded greatly. This essay will review these two forms of Jazz while comparing their similarities and difference while also discussing some of the artists who were within their musical genres. Progression to the Blues The blues is a genre of jazz that developed in its earliest development. It evolved from early musical practices of African slaves in the form of Spirituals and Work songs when slavesRead MoreHip Hop And Its Influence On The Culture Essay2067 Words   |  9 PagesHip hop is one of the most prominent component in life and culture today. Today, it is often affiliated as being a musical genre and style that is debatably the leading factor in music today. But hip hop is far more than that. It is a culture and a way life. It has helped form most what we know today. It has greatly influenced many ways that we choose to define ourselves. Clothing styles, all forms of art media, storytelling, and many other canvases that we typically use in our everyday life hasRead MoreThe Era Of Rock And Roll1533 Words   |  7 PagesThere are many genres and eras of music that helped shape music today. Rock and roll for example, is by far the most influential and diverse genre in the music business. The most significant era of rock and roll is The British Invasion including music by The Beatles, The Rolling Stones, The Who and Fleetwood Mac. These artists helped to establish The British music industry by serving as a viable center for music creativity and help make other artists achieve international success. The British Invasion

The Dos and Donts of Essay Samples for 6th Graders

The Do's and Don'ts of Essay Samples for 6th Graders Life, Death and Essay Samples for 6th Graders Keeping a consistent voice within the body paragraphs, together with the remainder of the essay, is also an additional ability that sixth-grade teachers are likely to be on the lookout for when grading. Keep in mind you will have to experience a vast pile of old papers to get what you desire. Daily writing prompts are among the absolute most productive strategies to help kids learn to express themselves and that their ideas and ideas matter. There are things which are the very same and a few other things which are really different. There are not any yellow school buses in my previous city. What's more, homework teaches children personal responsibility that could be of terrific use for their upcoming life. In summary, at the present moment school is a significant stage of my life. It didn't come easily for a few of my children, however, and that was heart breaking for every o ne of us. Writing a literary essay in the sixth grade is a somewhat straightforward procedure that should take just a few hours to finish. They are presently reading to learn. Your instructor will be searching for this! Also, I believe that you may find that your students will work harder through books in which they have an interest, even when reading level is a little high. The Essay Samples for 6th Graders Stories When practicing writing, it's not essential to write about a specific topic or have a crystal clear goal in mind. By focusing on a number of these topics it becomes less difficult for you to discuss and share your ideas in a fashion such that the teacher will have the ability to appreciate your hard work. The theory behind a persuasive essay is to assist the student pass their ideas through the audience. They've a notion of the work involved in making a story and are a little more interested in the stories of others. The Rise of Essay Samples for 6th Graders By 6th Grade Writing class, most children have the ability to write from memory, but it's Grammar that's the bugaboo. There are only a few printable worksheet sites which offer much other than quizzes. Sixth Grade is a time when students need to be able to construct sentences by themselves, capitalize and punctuate, and sometimes even diagram simple sentences. Hardly any school methods provide printable sixth grade worksheets that provide practice. There's, naturally, a limit on the variety of pages even our finest writers can produce with a pressing deadline, but generally, we can satisfy all the clients seeking urgent assistance. Despite the fact that you pay for homework, we provide those options free of charge. Keep in mind that the deadline of the previous step should fall a couple of days before the last deadline so you can easily revise, edit, recheck, and correct your part of writing and can make some last changes. When you want an example written by means of a student check out our vast group of completely free student models. New Ideas Into Essay Samples for 6th Graders Never Before Revealed Learning how to read is one particular thing, reading to learn opens the entire world. After discovering our website, you will no longer will need to bother friends and family with these kinds of requests. At times it just requires a shove to receive the information pouring out of you. Click the image below to get to the join page. The very first sentence of each paragraph should play off the previous sentence of the prior paragraph to provide a smooth transition. Students are requested to indicate how a specific sentence may be corrected or improved or the way the organization or development of a paragraph may be strengthened. The very first paragraph should contain the most crucial point which you plan to make about the literary work and ought to give details to support the claim. The 3 body paragraphs are unquestionably imperative to the succes s of the five paragraph essay. The Unusual Secret of Essay Samples for 6th Graders Read your essay to see whether it flows well. At our essay assistance, essays are always delivered in a brief moment. Every essay followed the identical standard structure. How can you compose a very good argumentative essay. Anytime you need to compose a timed essay, you should start out with a frame depending on the parts below. I hope that after you read the rest of this blog post, you are going to have a good comprehension of how to teach and grade five paragraph essays. Reviewing argumentative essay topics 6th grade could function as a good source of inspiration for those students that are tired of classic themes and would like to express their creativity in a new way. Pets should be permitted in school. Now I need to make some new friends at school. Students learn how to write effectively when they write more frequently. They lead busy lives and often forget about an upcoming deadline. Contrary to other companies, we're safe and skillful group of writers that are deeply concerned regarding the academic writing tasks. There are a few distinctive skills needed and some distinctive steps that have to be followed while arranging an answer to any intricate prompt. You would rather not manage th e inconvenience of needing to struggle with writing a paper only to understand your focus all through has been biased. Produces expository text utilizing appropriate form and fashion in response to prompt. The Battle Over Essay Samples for 6th Graders and How to Win It Read the subject of your assignment repeatedly until you fully understand what's being asked. It's known that each amazing thing starts with small measures. The kids who want help will get it and the remainder of your class will obtain a refresher. Read it carefully multiple times to make certain that it is free of errors.

The Intricacies and Challenges in the Realization of Public Housing Delivery in Nigeria. free essay sample

The intricacies and challenges in the realization of public housing delivery in Nigeria. By G. O. Mudashir and M. D. Ahmed, phD. Department of Architecture, Ahmadu Bello University, Zaria. e-mail: [emailprotected] com [emailprotected] yahoo. com Keywords: Housing, development plan, housing quality, housing quantity and housing finance. ABSTRACT While decent housing is important to every individual and nation, housing crisis remains one of the global problems and a grave and rising challenge facing both urban and rural residents, particularly in developing countries. In Nigeria, though housing provision by the government commenced before the country got her political independence from Great Britain on October 1, 1960, the housing problem in Nigeria still remains intractable as many rural and urban populations in the country do not have access to decent, safe, and affordable housing. This paper attempts to show an overview of the housing delivery strategy taken by government in Nigeria over the years, revealing that Nigeria’s impressive housing policies and programs are rarely implemented or haphazardly implemented. The housing delivery strategy in the country is, therefore, a classical example of politics of many words, but little action. The paper suggests that urgent steps need to be taken to bring about the much needed improvement and transformation in the Nigerian housing sector. It also advises the government to back up its many lofty initiatives and efforts with necessary political will and commitment, using cooperatives, development agents, and partnerships through Public Private Sector Participation (PPP). INTRODUCTION Housing (adequate shelter) is recognised world-wide as one of the basic necessities of life and a pre-requisite to survival of man (Onibokun, 1983; Salau, 1990; United Nations, 1992;). A house is a place in which it provides shelter, refuge, comfort, security, and dignity. The housing industry can be a stimulus to national economy (Onibokun, 1983). A house also provides the physical framework in which human, social, economic, and cultural resources are realized, enriched, and integrated. In the traditional African setting, in particular, housing is, in fact, one of the greatly cherished material properties. This is because of the other functions that a house performs in the traditional society includes the protection of family cohesion and values, taking care of the aged through the extended family system, and the protection of the ancestral values, among others. Thus, the importance of providing adequate housing in any country cannot be overemphasized. In spite of this the United Nations’ realization of the need to globally attain adequate shelter for all, the housing crisis remains one of the global problems and a grave and rising challenge facing both urban and rural residents, particularly in most developing countries. It is generally estimated that the world needs to house an additional 68 million to 80 million people (Awake,2005). According to the United Nations Population Fund world population passed 6. 1 billion in 2001 and it is expected to reach between 7. 9 and 10. billion by 2050 (Wikipedia, 2003). Over 90% of the growth during the next two decades is forecast to occur in the developing countries. Those estimates represent a formidable housing challenge. The situation even becomes more serious and worrisome when one realizes the fact that despite a number of political, social, and religious initiatives taken in the past in some of these developing countries, a large proportion of their population still lives in su b-standard and poor housing and in deplorable and unsanitary residential environments. This is particularly so in Nigeria, where housing provision by government commenced before political independence in 1960 and where, despite various government interventions and huge investments in housing provision, the housing problem in the country still remains intractable as many rural and urban populations in Nigeria do not have access to decent, safe and affordable housing. This, according to Onibokun (1990), the level of production of housing in a developing country like Nigeria is only 2 dwelling units per thousand people, compared to the required rate of about 8-10 dwelling units per 1,000 population as recommended by the United Nations (Anthonio, 2002). It is against this backdrop that this paper attempts an overview of government housing delivery strategies in Nigeria over the years with a view to identifing corrective measures that are needed to better the shelter and living conditions of the generality of Nigerians. The paper is structured into four parts. Following this introduction, section two focuses on the characteristics of the Nigerian housing scene, while section three gives a detailed review of successive government interventions in housing. The paper ends with concluding remarks including the way forward to arrest the worsening housing situation in the country. CHARACTERISTICS OF THE NIGERIAN HOUSING SCENE The ever mounting crisis in the housing sector of the developing world has various dimensions, which range from absolute housing units shortages, to the emergence and proliferation of the slums/squatter settlements, the rising cost of housing rent, and the growing inability of the average citizen to own their own houses or procure decent accommodation of their taste in the housing market. In Nigeria, even though there are no accurate data on the nation’s housing stock, (housing census 2006) earlier studies and observations strongly suggest quantitative and qualitative housing problems across the country (Onibokun, 1983; Abumere, 1987; Federal Office of Statistics. , 1997; Agbola, 1998; Egunjobi, 1999; Adeagbo, 1997; Olatubara, 2008; Mabogunje 2003; Ademiluyi Raji, 2008). Fadahunsi (1985) observed that policymakers in Nigeria are not really aware of the magnitude of the housing problems facing the low income earners in the country, Olateju (1990) was of the view that the increasing rent is a pointer to the fact that there is a decrease in housing stock. A study by Onibokun (1990) estimated that the nation’s housing needs for 1990 to be 8,413,980; 7,770,005 and 7,624,230 units for the high, medium, and low income groups, respectively. The same study projected the year 2000 needs to be 14,372,900; 13,273,291 and 12,419,068, while the estimates for the year 2020 stands at 39,989,286; 155 33,570,900; and 28,548,633 housing units for high, medium and low income groups, respectively (Agbola, 1998; Olokesusi Okunfulure, 2000), Again, the national rolling plan from 1990 to 1992 estimated the housing deficit to increase between 4. 8 million to 5. 9 million by 2000 The 1991 housing policy estimated that 700,000 housing units needed to be built each year if the housing deficit was to be cancelled. The document, in fact, indicated that no fewer than 60 percent of new housing units were to be built in the urban centers (Ogu Ogbuozobe, 2001; Federal Republic Nigeria, 1991). This figure had increased at the time the 1991 housing policy was being reviewed in 2002. In 2006, the Minister of Housing and Urban Development declared that the country needed about ten million housing units before all Nigerians could be sheltered. Another estimate in 2007 by the president put the national housing deficit at between 8 and 10 million (Yar’adua, 2007). Despite this confusion as to the number of new additions, it has been quite obvious that a critical gap exists between the housing supply and demand; the reasons why successive governments have made policy statements, enunciated, and have made efforts to actually deliver new housing units. However, out of their targeted provision, a very minute percentage is always met. This could be attributed to the fact that most government housing programs have been frustrated by corruption, politicization, insufficiency of technical staff at building sites, and lack of infrastructure (Olokesusi Okunfulure, 2000). Housing conditions, especially those portrayed by the availability and efficiency of facilities and utilities, have been worsening since 1980 (Olokesusi Okunfulure, 2000). Toilet facilities, for instance, have more pit constructions than other better and more ideal provisions. This is evident from the construction quota, which increased from 25. 6 percent in 1980/81 to 63. 3 percent in 1993/94 and 62 percent in 1995/96. Existing data shows that while 72. 4% of urban households were connected to electricity in 1980/81, this proportion declined to 54. 4% in 1995/96 (Fedeal Office of Statistics, 1999). The same trend existed for most neighborhood facilities and utilities within the country, especially those concerning water supply road construction, sewage, etc. In response to these housing challenges, Nigerian governments, since pre-independence, have shown a remarkable concern for housing. Also, successive governments in Nigeria have intervened in a number of ways in the housing sect or in order to bring about the much needed improvement and transformation. GOVERNMENT INTERVENTIONS IN HOUSING PROVISION Because shelter is necessary to everyone, the problem of providing adequate housing has long been a concern not only to individuals, but to governments as well. Thus, most nations, in one form or another, continue to place access to affordable housing at the top of their priority lists (Encarta Interactive World Atlas, 2007). In Nigeria, the major steps taken, so far, towards solving the housing crisis in the country include: (i)The establishment, in 1928, of the Lagos Executive Development Board (LEDB). The Board was empowered to carry out slum clearance, land reclamation, and the evelopment of residential and industrial estates. (ii) The setting up of Nigerian Building Society (NBS) in 1956 to provide housing loans to both civil servants and the Nigerian public. (iii)The creation of the National Site and Services Scheme (NSSS) in 1986 to provide land with essential infrastructural facilities, such as roads, drainage and sewage system, water supply, and electricity for housing 156 developments in well-planned environments. The schemes are planned to provide well laid-out and serviced plots in each of the 36 state capitals of the federation, including FCT Abuja. (iv) The establishment of the National Prototype Housing Program (NPHP) by the Federal Ministry of Works and Housing (FMWH) to complement the objectives of the National Site and Services Scheme (NSSS). The project was embarked upon to demonstrate the feasibility of constructing functional, effective, and affordable housing units through imaginative designs, judicious specification of materials, and efficient management of construction. v) The setting up of the State Housing Corporation (SHC) to provide housing to the populace at affordable prices. (vi) The creation of the Federal Mortgage Bank of Nigeria (FMBN) in 1977 to finance housing loans to prospective housing developers at minimal interest rates. (vii) The setting up of the National Housing Program (NHP) in 1991 and the National Housing Fund (NHF) scheme by Decree No 3 of 1992 to provide self loans to prospective housing developers and also monitor developments in the housing sector. viii) The deconsolidation of the Federal Mortgage Bank of Nigeria (FMBN) through the establishment of the Federal Mortgage Finance Limited (FMFL) to take over retail mortgage portfolios previously handled by the bank and also to facilitate effective management of the National Housing Fund (NHF) Scheme. (ix) The setting up of a Housing Policy Council (HPC) to monitor development in the housing sector and also to set up the machinery for the review of the 1978 Land Use Decree (LUD) in order to make more land available for large scale land developers. x) The creation of the ministry of Housing and Urban Development in June 2003. (xi) The review of the mandate given to the Federal Housing Authority (FHA) to include provisions of the National Social housing as part of the strategy towards meeting the Millennium Development Goal. The authority also plans to facilitate the provision of two mil lion housing units within the next four years. xii) Others are the formulation of the National Housing Policy (NHP) in 1984, the establishment of the Infrastructural Development Fund (IDF) in 1985, and the Urban Development Bank (UDB) in 1992 (Federal Republic of Nigeria, 1997). Furthermore, on the legal and regulatory framework for enhancing housing delivery, eight (8) housing related laws are now before the National Assembly. They are: 1. The Federal Mortgage Bank of Nigeria Act 1977 (replacement) 2. The National Housing Fund Act 1992 (replacement) 3. The Mortgage Institution Acts 1992 (replacement) . The Social Insurance Trust Fund Act 1993 (amendment) 5. The Investment and Securities Act 1999 (amendment) 6. The Trustees Investment Act 1962 (amendment) 7. The Insurance Act 2002 (amendment) 8. The Land Use Act 1978 (amendment) 157 In addition to the above, virtually all the introduced National Development Plans (NDPs) from 1962-1985 and the National Rolling Plans (NRPs) from 1990 to date explicitly recognize the importance of providing adequate housing in the country as a tool for stimulating the national economy (Gbolagade, 2005). The First National Development Plan (1962-1968) accorded low priority to housing with focus on accommodating government staff in the regional capitals and Lagos. A low proportion/percentage achievement was recorded. In the Second National Development Plan (1970-1974) the target was to construct 60,000 housing units (15,000 units in Lagos and 400 units in each of the remaining capitals). There was marginal improvement at the end of that period. Efforts were intensified in the Third National Development Plan (1975-1984) to improve the condition of the housing. Highlights of the programs include: direct construction of low-cost housing units by both the federal and state governments; increased construction of housing quarters for government officials, expansion of credit facilities to enhance private housing construction, and increased investment in domestic production of cement. A sum of N2. 5 billion was allocated to the housing sector with a target production of 202,000 units (50,000 units for Lagos and 8,000 units for each of the, then, 19 states). At the end of the period, a success of 13. 3% was recorded. During the plan period, the Federal Ministry of Housing, Urban Development, and Environment was created while the Federal Government bought over the shares held by the Commonwealth Development Corporation in the Nigeria Building Society and converted it to the Federal Mortgage Bank of Nigeria (FMBN) with an enlarged capital base from N21 million to N150 million to provide loans to individuals, state housing corporations, and private estate development firms. During the Fourth National Development Plan (1984-1985) period, three schemes were embarked upon: the direct housing construction, under which 2,000 housing units were to be built in each state annually, while the FHA was to construct about 143,000 low cost housing units across the country. Site and Services Schemes were also to be provided. At the end of the plan period, a success of 20% was recorded. During the 1990-1992 rolling plan period, efforts were intensified on the sites and services scheme. About 2,892 serviced plots were provided in Anambra, Lagos, Imo, Kano, Kwara, Ondo, and Rivers states, while the second phase commenced in other states. On prototype housing schemes, 72 housing units were constructed and allocated in 1990, while the construction of 218 units commenced in Lagos and Abuja. During the plan period, the National Housing Fund Decree No. 3 of 1992 was promulgated and Primary Mortgage Institutions (PMIs) were licensed. The Housing Policy Council was also set up to monitor development in the housing sector. The 1993-1995 rolling plan period witnessed allocation of about 10,474 plots of the three residential categories to the public. The impact of FHA was also felt in Lagos and Abuja. During the 1994-1996 rolling plan, the national housing program was launched with the target of constructing 121,000 housing units of various models all over the country by the end of 1996. However, by the first quarter of 1997, fewer than 2,000 housing units had been completed. The federal and the state governments were expected to spend N2. billion on housing provisions during the 1996-1998 National Rolling Plan (NRP). Over N3. 00 billion was expected to be spent by the two levels of governments during the 1999-2001 National Rolling Plan (Federal Republic of Nigeria, 1998; Federal Republic of Nigeria, 2000). As part of the efforts to increase houses for the masses in the country, the Federal Government in 2004 pledged to adequately fund research pertaining to the manufacture and the use of local materials in 158 the sector, with the aim of providing 40,000 houses with at least 1,000 per state before year 2007. However, as observed by Ademiluyi Raji (2008), little had been done to meet this target barely two months into the year 2007. Despite these interventions and efforts by the governments, actual achievements in terms of providing adequate housing in the country remain essentially minimal for a number of reasons. These include: 1. Problem of plan implementation. There is often a wide gap between what is on paper and what is happening on the ground. For example, only 13. 3% achievement was recorded in the federal government’s housing program in the Third National Development Plan (Mabogunje, 2002). . Lack of adequate data relating to the magnitude of the problem, due partly to the absence of the national data bank on housing. 3. Inconsistency in government policies and programs, including frequent changes of policies with changes of government and without proper assessment of the existing ones. 4. Lack of efficient and sustainable credit delivery to the housing sector. 5. Peopleà ¢â‚¬â„¢s incomes are relatively low in comparison with house market prices, resulting in an affordability problem. 6. High cost of building materials. For example, a recent survey has shown that a 50kg bag of cement has risen from N650 in 2000 to about N1, 600 today. 7. The rapid annual growth rate of the Nigerian population, which was estimated at 3. 3% on the basis of annual birth rate of 49. 3 per 1,000. Coupled with the rapid population growth/urbanization is the problem of an increasing poverty level among the citizenry, which has risen from 65% in 1996 to about 70% in 2007, according to UNDP and World Bank estimates. 8. Lack of effective coordination among Housing Agencies. While all the three tiers of the government are involved in one way or the other in housing matters, their activities are hardly coordinated. 9. Politicization of housing issues, including government involvement in what Onibokun (1983) referred to as the ‘game of number’. For instance, between 1974 and 1980, there the plan to deliver 202,000 housing units to the public, but only 28,500 units representing 14. 1% were delivered. Also, out of 200,000 housing units planned to be delivered between 1981 and 1985 only 47,200 (23. 6%) were constructed. Under the National Housing Fund (NHF) program, initiated in 1994 to produce 121,000 housing units, it was reported that less than 5% was achieved. In spite of a series of government policies towards improved housing delivery, one thing that is clear is that successive governments in Nigeria have not been able to match their words with action. In fact, the situation in the Nigerian housing sector remains like that of a child to whom much is promised but little is delivered. It is no surprise, therefore, that there exists a gap between housing supply and demand. THE WAY FORWARD Housing is an economic activity with an inherent multiplier effects. Once the housing sector is buoyant, it would positively rub on other sectors of the economy, be it finance, building materials, employment, real estate, and land transactions, among others. The government can accomplish a lot in the housing sector through concerted effort and adequate funding. While the record of government interventions in the housing sector in Nigeria looks quite impressive, policies are rarely implemented or haphazardly implemented. In other words, Nigeria seems to be long on policy, but 159 very short on implementation. Thus, one can easily argue that there have been many lofty initiatives and efforts by successive governments in Nigeria capable of arresting the worsening housing situation in the country and that lack of ‘political will’ has been a major barrier to progress. There is, therefore, the need for the government to master the necessary political will and make more concerted efforts to address and solve, for the majority of its citizens, the twin problem of shelter and better living conditions. Also, the government should shift focus from full direct housing construction to that of providing enabling environment for the sector. Individuals and private agencies are known to be more efficient to be in housing construction. Thus, given the same amount of money, individuals and private agencies are likely to build more and better houses than the government or quasi-government agencies, especially in a country like Nigeria where there is a high level of corruption. The government should adopt and vigorously pursue a housing delivery strategy that is ‘end-users driven’ and through the use of cooperatives, development agents, and Public Private sector Participation (PPP). Furthermore, since most housing delivery projects are long-term investments and capital intensive, financial institutions should be encouraged to finance some of these projects. Similarly, cooperative housing should be encouraged because most individuals are able to achieve/perform through cooperative societies. Building materials are believed to constitute about 55% to 65% of total cost of construction input. To achieve sustainable housing delivery in Nigeria, housing developers should shift from over-dependency on imported materials to the use of local materials, such as walls, roofing, and floor materials that are affordable and durable. In conclusion, there are at least five powerful factors involved in the housing crisis and which are, no doubt, beyond an individual’s control, namely, population growth, rapid urbanization, natural disasters, political upheaval, and persistent poverty (Awake, 2005; Olotuah, 2005; Mabogunje, 2002). These factors, among others, must be adequately addressed by the government if appreciable progress is to be made in its quest for providing good housing for all. REFERENCES 1. Ademiluyi, I. A. Raji, B. A. (2008). Public and Private Developers as Agents in Urban Housing Delivery in sub-Saharan Africa: The Situation in Lagos State. Humanity and Social Sciences Journal, Onibukun, R (1990): Urban housing in Nigeria, 2. Anthonio, J. B. (2002). Housing for all by the year 2015. Paper presented at the 2002 Building week seminar. Obafemi Awolowo University, Ile-Ife, Nigeria. 3. Aina, T. A. (1990), â€Å"Petty landlords and poor tenants in a low – income settlement in metropolitan Lagos, Nigeria† in Amis, P. and Lloyd, P. (1990) eds. Housing Africa’s Urban Poor, Manchester University Press, Manchester, pp87 – 102 4. Awake. (2005). The Global Housing Crisis: Is there a solution? Monthly publication of Jehovah witness. 22nd September, 2005. 5. Census Report (2006): as cited by Sagad, 2007. 6. Listokin, D. Burchel, R. W. (2005). Housing. In: Microsoft Encarta Reference Library 2005. Microsoft Corporation. 7. Mabogunje, A. (2002). At Lagos Housing Fair, Mabogunje Lists Deliver y Problems. The Punch. Wednesday, May, 2002. 8. Okupe, O. (2002): Problem of Real Estate Developers in Nigeria. A paper presented at a workshop orgarnised by the Nigerian Institute of Quantity Surveyors. , Abuja. 9. Olomolaiye, (1999): Rural Housing in Nigeria; Concept, Problems and functional approach. Nigerian Institute of town planners. 10. Onibokun, A. G. (1983). Housing Needs and Responses: A planner’s view. Journal of the Nigerian Institute of Town Planners. 11(12). 11. Raji, O. (2008): Public and private developers as agents in Urban Housing delivery in sub-saharan Africa. The situation in lagos state, Humanity of social sciences Journal, Vol. 3, No. 2: pp 143-150 3(2), 143-150.

Race Issues Essays (1218 words) - , Term Papers

Race Issues In the novel, No Hiding Place, by Valerie Wilson Wesley, the main character private investigator Tamara Hayle faces many difficulties in her career in law enforcement. Wesley explores the struggles of a black woman in a white-male dominated police force and at the same time she also comments upon the constant struggle between inner-city blacks and the oppression they face from the police force. The novel is set in the modern-day and takes an introspective look at today's problems. Wesley also uses a few flashbacks from the past in order to give insight into today's problems. As the novel opens Tamara is held up at gunpoint by a black youth. From the boy's fear Tamara can tell that this is the boy's first time robbing somebody. Because he is inexperienced, Tamara is able to escape by bluffing. She tells the boy that she is a cop and that her partner is on his way. This statement in itself makes the youth very nervous. She places the final blow by reminding the youth of the penalty for killing a police officer-life in prison. She also adds that more than likely he will be tried as an adult. This statement sends the boy running away. This situation which opens the novel illustrates the extreme mistrust between inner-city youth and the law-enforcement. The situation also illustrates the severe penalty the indigenous population must pay for striking out against the law. This penalty is massively increased if the law officer happens to be a member of the white race. The opposite, however, does not hold true. White police officers can brutalize black youths and still walk away unreprimanded and unaccountable. Through a situation of blaming the victim the officers can clear their reputations in the name of self-defense. The hand of justice, which falls swiftly and heavily upon the black youth who lashes out on white law enforcement, seems to take a leave of absent when white officials are clearly guilty against minorities. This situation is also comparable to the lynching of blacks which greatly increased in the era after the Civil War. According to the book Racial and Ethnic Relations, White lynchers were seldom punished for their crimes, and many lynchings took place with the acquiescence of police officials?[After World War II] public lynchings had largely been replaced by 'legal' and secret lynchings. Legal lynchings included numerous killings of innocent blacks by white police officers (Feagin & Feagin 248). Tamara is very wary of going to the police and she finally decides not to report the youth because she knows first hand the dangers that the boy will face in the hands of the police. Tamara had once been a police officer herself, but she quit the force in part because of the harassment she faced as a black woman, but mostly because of one particular incident. Her own son, Jamal, and one of his friends had been walking through a white neighborhood. The boys were stopped by Tamara's own partner. Then suddenly the officer opened fire and killed Jamal's friend. Tamara had not even been informed of the situation and only came to know about it later on. Another occasion in which the issue of police brutality arises is when Tamara is reminiscing with one of her friends. They remember Newark in its days of glory. It had once been a rich bustling town. White people had lived in Newark, and businesses flourished. As more and more blacks came, the whites left, and with them left the tax base. A fter the whites left, public funds dwindled. Money was no longer allotted for the town's upkeep. The town was allowed to slowly waste away. Besides the loss of tax money, greedy politicians also took advantage of the city. The final heavy blow upon the city was due to the riots. The police had murdered a youth and the riot erupted. The National Guard was sent in and innocent people were killed in the streets and within their own houses as well. Finally the introduction of crack toppled the town downward to rock bottom. Authors Joe and Clairece Feagin point out that white officials have often created riots through their violence against minorities (251).

Leading the revolution †Book Review

Leading the revolution – Book Review Free Online Research Papers Leading the revolution Book Review Primero le quitarn los clientes; luego, se llevarn a sus empleados y finalmente lo sacarn del negocio.  ¿Quienes?: empresas como Sephora, eBay, Virgin, Dell, Gap, Amazon.com, AOL, o E-trade, que son las nuevas revolucionarias de los negocios; las que con su impulso renovador se estn infiltrando e influyendo sobre todas las industrias del mundo. Aun asà ­, en vez de temerles, la comunidad empresaria deberà ­a desarrollar modelos innovadores de negocios para imitarlas. Las flamantes compaà ±Ãƒ ­as revolucionarias estn tirando abajo los viejos esquemas y construyendo nuevos modelos. Entre el personal de las nuevas revolucionarias pueden encontrarse activistas, radicales y guerrilleros: se trata de personajes poco convencionales que estn construyendo un nuevo orden en la industria, donde la imaginacià ³n cuenta ms que el capital y romper con las reglas es ms trascendente que el conocimiento. Pero el desafà ­o no alcanza sà ³lo a las recià ©n llegadas: tambià ©n las empresas experimentadas, las revolucionarias de cabellos grises son bienvenidas a la aventura.  ¿Cà ³mo lograrlo? Estimulando la imaginacià ³n en cada uno de sus empleados, desarrollando nuevos parmetros financieros que se concentren en crear nueva riqueza y organizando un mercado interno rebosante de nuevas ideas, capital y talento. En suma, Leading the Revolution describe la innovacià ³n, pero sin mostrar nuevos productos y tecnologà ­as; en cambio, prueba que de ahora en ms la innovacià ³n debe ser concebida como un modelo de negocios radicalmente nuevo. Segà ºn Hamel, sà ³lo las compaà ±Ãƒ ­as capaces de crear revoluciones industriales y de guiarse por ese imperativo revolucionario, llegan a prosperar en la Nueva Economà ­a. A lo largo de su obra, Hamel provee un detallado manual sobre lo que cada ejecutivo puede hacer para comenzar la revolucià ³n en su propia corporacià ³n. Al final, traza una agenda para hacer de la innovacià ³n tanto una capacidad ubicua como un servicio de calidad para el cliente. Su lema es que el cambio radical es la ventaja competitiva del nuevo milenio, y por eso las empresas deben reinventarse continuamente, no sà ³lo cuando estn en crisis. La clave del à ©xito de las empresas de Silicon Valley no es la e del comercio electrà ³nico, tampoco su valor tecnolà ³gico, sino la i con que empiezan las expresiones imaginacià ³n e innovacià ³n. Las tecnolà ³gicas y las punto-com, por ejemplo, son empresas jà ³venes, hambrientas y totalmente despojadas de tradicià ³n. Es el poder de las i, ms que el de las e, lo que determinar quià ©nes sern los ganadores y quià ©nes los perdedores en la economà ­a del siglo XXI. Tambià ©n estn los casos de compaà ±Ãƒ ­as como Nokia, Enron y Charles Schwab, que han demostrado ser capaces de reinventarse continuamente a sà ­ mismas y a sus mercados, probndole al mundo que las grandes compaà ±Ãƒ ­as sà ­ pueden innovar, aunque muy pocas lo hagan. Las herramientas para encabezar la revolucià ³n del cambio estn a continuacià ³n. El fin de la era del Progreso La era del Progreso comenzà ³ en el Renacimiento, alcanzà ³ su adolescencia exuberante durante el Iluminismo, logrà ³ su madurez rotunda en la era industrial, y murià ³ con el comienzo del siglo XXI. Ahora comenzà ³ un nuevo tiempo: la era de la Revolucià ³n. En esta nueva era, cualquier compaà ±Ãƒ ­a que se se desenvuelva lentamente est transitando el camino hacia su propia extincià ³n. En primer lugar, los revolucionarios de la nueva era tomarn el mercado y los clientes de aquellas compaà ±Ãƒ ­as que no se renueven. Luego, se llevarn a sus mejores empleados. Y, por à ºltimo, tomarn sus acciones. La pelea est servida: la vieja guardia versus la vanguardia; la oligarquà ­a versus la revolucià ³n; el poder de la incumbencia versus el poder de la imaginacià ³n. Y en la disyuntiva, cada organizacià ³n elige quà © camino tomar. Sin embargo, no hay de quà © preocuparse porque la Revolucià ³n tambià ©n presenta oportunidades que no se pueden desperdiciar. Por primera vez en la historia es posible trabajar sobre la imaginacià ³n y no sobre lo hecho en el pasado; explorar nuevos mundos, revertir el paso de los aà ±os y trascender las distancias. En la era de la Revolucià ³n, el futuro ser distinto del pasado, y quizs infinitamente mejor. El mundo corporativo atraviesa un momento en el cual el à ºnico là ­mite que existe es la imaginacià ³n. Por otra parte, en un mundo no-lineal sà ³lo las ideas no-lineales sern capaces de crear riqueza. La innovacià ³n no-lineal significa que las compaà ±Ãƒ ­as deben romper con las ataduras del pasado e imaginar soluciones completamente nuevas para las necesidades de sus clientes. En consecuencia, los revolucionarios ya saben que la competencia no est planteada en tà ©rminos de productos o servicios, sino de conceptos de negocios. La novedad no est dada por caracterà ­sticas fà ­sicas de lo que se compra, sino por las nuevas relaciones. Por ejemplo, comprar un seguro a travà ©s de Internet es un modelo de negocios radicalmente distinto del acostumbrado, en el cual las personas debà ­an acudir a una direccià ³n fà ­sica y realizar una transaccià ³n de tipo personal; el nuevo modelo planteado por el comercio electrà ³nico presenta relaciones virtuales con caracterà ­sticas propias y, adems, permite comparar las pà ³lizas al instante y asegurarse de que se est tomando la de m enor precio. El desafà ­o de la innovacià ³n Los innovadores son aquellas personas capaces de repensar los modelos de negocios existentes y convertirlos en nuevas formas de crear valor para los clientes, sorprender a los competidores y proveer nuevas ganancias a sus inversores. Pregà ºntese a usted mismo si conoce y practica las claves para llevar a cabo la Revolucià ³n. Soà ±ar, crear, explorar, inventar, imaginar, ser pionero  ¿es eso lo que usted hace en su organizacià ³n? Si no es asà ­, usted aà ºn es una persona irrelevante en su empresa, y probablemente su compaà ±Ãƒ ­a està © volvià ©ndose irrelevante tambià ©n. La agenda de la nueva era de la Revolucià ³n est construida sobre lo que ya existe, pero tiene el deseo de ir ms all. Y se sostiene sobre las siguientes bases: Mejora continua ms innovacià ³n no-lineal. Innovacià ³n de productos y servicios ms innovacià ³n de conceptos de negocios. Liberacià ³n de riqueza ms creacià ³n de riqueza. Suerte ms capacidad. Visionarios ms activistas. Cientà ­ficos, marketineros ms Silicon Valley. Aquellos que se comprometan con esta nueva agenda pronto descubrirn que la era de la Revolucià ³n tambià ©n es la era de las oportunidades. Las expectativas de los accionistas No se engaà ±e creyendo que la buena suerte de las compaà ±Ãƒ ­as jà ³venes y calientes a la hora de cazar inversores durar para siempre: pasada la fiebre por las compaà ±Ãƒ ­as capaces de generar beneficios a gran velocidad, los inversores querrn que esas expectativas iniciales coincidan con una buena performance de ganancias a largo plazo. La pregunta a continuacià ³n es cà ³mo crecer para mostrarles a los accionistas (que son cada vez ms exigentes) que puede crear valor para ellos. Y el desafà ­o no es sà ³lo para las firmas de la vieja economà ­a, sino tambià ©n para las recià ©n llegadas: muchos de los programas corporativos de està ­mulo a la eficiencia, share buybacks, o fusiones que suelen disparar las cotizaciones accionarias de las empresas en un primer momento, terminan causando rendimientos decrecientes. La razà ³n es que tales decisiones estn focalizadas en liberar riqueza, pero no en crearla. Asà ­, la atencià ³n corporativa sigue puesta en los procesos y sistemas internos de la corporacià ³n, con lo cual à ©sta pierde diferenciacià ³n respecto de sus competidores. En cambio, los inversores premiaron a firmas como Cisco, Home Depot, Pfizer, Charles Schwab, Intel, y otras, porque fueron capaces de crear nuevas industrias, nuevos productos, nuevos servicios y, por sobre todo, nuevos modelos de negocios. Han sido revolucionarias en sus mà ©todos de generacià ³n de riqueza y por eso estn entre las preferidas por los inversores. Claro que por estos dà ­as a las empresas les resulta imposible satisfacer las crecientes expectativas de los accionistas si no crean nuevas ganancias; para crearlas deben innovar buscando una fà ³rmula que la competencia no haya empleado. Es que, en la nueva economà ­a, los inversores no buscan administradores, sino emprendedores heroicos. Mientras que los administradores se concentran en desbloquear los retornos existentes para los accionistas (asegurando que a travà ©s de tercerizaciones, fusiones, sinergias o recortes de gastos podrà ­a ser liberada), los segundos estn obsesionados por el desafà ­o de generar nuevos retornos. De igual manera, en el universo corporativo abundan las compaà ±Ãƒ ­as que en los à ºltimos aà ±os distribuyeron saludables retornos para sus accionistas, pero al mismo tiempo registraron muy poco o ningà ºn crecimiento en su valor total de mercado. Algunas de ellas son Dun Bradstreet, Times Mirror, Fortune Brands y Philip Morris. En general, las firmas que generan valor poseen estrategias altamente diferenciadas. Adems de enfrentar con solvencia a sus competidores, tienen capacidades à ºnicas, activos à ºnicos, valores à ºnicos, y un posicionamiento de mercado à ºnico. Esto confirma que la estrategia de cada corporacià ³n debe ser diferenciada, porque bastar observar si el crecimiento de sus rendimientos, el retorno de la inversià ³n, los mrgenes de operaciones y la relacià ³n precio-ganancia se parecen al promedio de las otras empresas del sector, para saber si hay problemas. Si tales parmetros resultan muy similares a los de las otras empresas de la misma industria, entonces la empresa no es innovadora y no est haciendo nada para obtener ganancias de fuentes no tradicionales.  ¿Est usted diferencindose de sus competidores o convergiendo con sus estrategias? Para saberlo, pregà ºntese lo siguiente: 1)  ¿Dejamos que los otros definan las expectativas de nuestros clientes? 2)  ¿Cà ³mo nos ven nuestros competidores: como disciplinados ante las normas establecidas o expertos en desobedecerlas? 3)  ¿Nuestra estrategia cambià ³ radicalmente en los à ºltimos dos aà ±os? (los à ºltimos dos meses si se trata de compaà ±Ãƒ ­as de Internet) 4)  ¿Ha habido algà ºn tipo de erosià ³n de nuestro price premium o cost advantage? 5)  ¿Se nos ha vuelto cada vez ms difà ­cil atraer talentos de categorà ­a internacional? Tarde o temprano, todo modelo de negocios llega a una situacià ³n de rendimientos decrecientes; y en los dà ­as que corren, ese momento llega cada vez ms pronto. Si desea escapar de los temidos rendimientos decrecientes, admita que no todo est marchando bien en su empresa, y asuma el compromiso de crear nuevas ganancias como fundamento para una estrategia de innovacià ³n. La cadena de tiendas minoristas Gap, por ejemplo, pasà ³ de vender jeans y un surtido de prendas para adolescentes bajo un formato poco diferenciado, a crear un inmejorable portfolio de marcas propias que se venden en tiendas exclusivas. Harley Davidson pasà ³ de venderles motos a algunos rebeldes, a venderles un concepto de rebeldà ­a a personas adineradas e inmersas en la crisis de la mediana edad. Negocios que se reinventan En la nueva economà ­a, la unidad de anlisis para la innovacià ³n no es un producto o una tecnologà ­a, sino el concepto en el cual se basa cada negocio. La renovacià ³n de un concepto de negocios es la capacidad de imaginar formas dramticamente nuevas para diferenciarse de lo existente, y la meta de toda innovacià ³n es introducir mayor variedad estratà ©gica en una industria o segmento competitivo. Cuando esto efectivamente sucede, y los consumidores perciben esa estrategia de diferenciacià ³n, aumentan las posibilidades de que la empresa se convierta en la creadora de ganancias, pues los consumidores tambià ©n valoran en forma positiva la innovacià ³n. Para ser revolucionarias en su sector, las empresas deben desarrollar una capacidad instintiva para pensar los modelos de negocios como una totalidad. Para lograrlo, debe saberse que cada modelo de negocios est compuesto por: Una estrategia central, es decir, la forma en que la firma elige competir. Incluye la misià ³n del negocio, el alcance del producto en el mercado, y cà ³mo se diferencia de otros. Recursos estratà ©gicos. Son las competencias centrales, los activos estratà ©gicos, y los procesos involucrados. Cambiar dramticamente la base de recursos que se usan para competir, puede ser una importante fuente de innovacià ³n. Interfaz con el cliente. Est compuesta por cuatro elementos: grado de cumplimiento y apoyo, informacià ³n y penetracià ³n, dinmica de las relaciones y estructura de precios. Cadena de valor. Se trata de todo aquello que rodea a la firma, que complementa y amplà ­a sus recursos. Incluye a los proveedores, socios y alianzas. La forma en que est diseà ±ado y cà ³mo se maneja este elemento puede convertirlo en factor de innovacià ³n. Ahora, estos componentes se describirn ms en detalle: Configuracià ³n: se refiere a la forma à ºnica en que las competencias, activos y procesos de la empresa se combinan e interrelacionan para apoyar una estrategia en particular. Por ejemplo, la mayorà ­a de los bancos envà ­an a sus clientes un resumen para la tarjeta de crà ©dito, otro para la hipoteca, otro para informar sobre el estado de cuenta, otro para ahorros e inversiones, y otro para prà ©stamos obtenidos. La combinacià ³n de resà ºmenes que cada uno recibe por mes refleja la configuracià ³n interna de casi todos los bancos - cada rea de producto es un centro de ganancias separado. Sin embargo, el Virgin Direct, a travà ©s de su Virgin One Account, supo diferenciarse de sus competidores estableciendo una nueva configuracià ³n: envà ­a un solo resumen de cuenta a sus clientes, en el cual concentra todas las operaciones de la relacià ³n entre el cliente y el banco. Beneficios para el cliente: se refiere a las necesidades y deseos del cliente que estn siendo satisfechos por el producto o servicio actual. Los beneficios vinculan la estrategia central con las necesidades del cliente. Entorno: hace referencia a lo que la firma hace por sà ­ misma y lo que contrata de los distintos miembros de la cadena de valor. Cambiar el entorno contribuye a menudo a innovar en el concepto de negocio. Adems, existen cuatro factores que apoyan el modelo de negocios de una compaà ±Ãƒ ­a y que determinan si à ©ste ser capaz de crear valor: Eficiencia: implica que el valor que el cliente establece sobre los beneficios que recibe excede el costo de producir tales beneficios. Es un modelo de negocios difà ­cil de sostener en el largo plazo. Diferenciacià ³n: cuanto ms à ºnico, exclusivo y diferenciado sea el modelo de negocios, aumenta la posibilidad de obtener resultados por encima del promedio. Compatibilidad: un concepto de negocios tiene que ser internamente consistente, es decir, que todas sus partes deben trabajar en forma conjunta, y demostrar asà ­ compatibilidad, para alcanzar el mismo objetivo final. Multiplicadores de ganancias, que a su vez se dividen en cuatro grupos: 1) Rendimientos crecientes. Para beneficiarse de ellos un modelo de negocios tiene que aprovechar alguna de sus tres fuerzas subyacentes: los efectos de redes, los efectos positivos del feedback, o los efectos del aprendizaje. Con relacià ³n al primero, Visa, MasterCard o American Express son buenos ejemplos. Cuanto ms comerciantes aceptan estas tarjetas, mayor es la posibilidad de que la gente quiera tenerlas. Y cuanto ms gente las tenga, ms comerciantes las aceptarn. Se trata de un cà ­rculo virtuoso. El concepto de feedback se utiliza en un sentido similar, es decir, que el aprendizaje es un multiplicador de ganancias, siempre y cuando la empresa desarrolle los mecanismos necesarios para internalizar su propia experiencia y conocimientos mejor que sus competidores. 2) Desplazamiento del competidor. Se trata de encontrar una ventana de oportunidades, que ofrezca ventajas competitivas, atravesarla y cerrarla una vez adentro. Esto puede realizarse a travà ©s de la apropiacià ³n (ser el primero), obstruccià ³n (establecer algà ºn estndar tecnolà ³gico, controlar alguna infraestructura costosa, tener acceso preferencial a un comprador del gobierno, o tener una patente), o capturar a los clientes (a travà ©s de, por ejemplo, contratos de largo plazo). 3) Economà ­as estratà ©gicas. En sus tres variantes: escala, foco o alcance. Este à ºltimo, por ejemplo, implica el aprovechamiento de recursos que aumentan la eficiencia, tales como marcas, facilidades, mejores prcticas, talentos escasos o infraestructura tecnolà ³gica. 4) Flexibilidad estratà ©gica. Incluye amplitud del portfolio, agilidad operativa y bajo breakeven. La clave es apropiarse de uno o dos de estos multiplicadores de ganancias para definir un concepto innovador del negocio. Adivinanzas Construir posibles escenarios futuros es una actividad rutinaria para la mayorà ­a de las empresas; para hacerlo, toman sus mayores incertidumbres ( ¿cà ³mo se comportar el precio del petrà ³leo?,  ¿hacia dà ³nde evolucionar el movimiento ecologista?,  ¿quà © pasar con la seguridad global?) y planifican escenarios para construir su futuro posible. En la era de la Revolucià ³n, sin embargo, los managers tienen que imaginar alternativas que rompan con el orden establecido. No se trata sà ³lo de especular sobre lo que podrà ­a llegar a suceder en el futuro, sino de imaginar lo que se puede lograr bajo las circunstancias actuales. Tampoco se trata de hacer predicciones, sino de imaginar cà ³mo ser el futuro. Los revolucionarios piensan como tales, y esa es una visià ³n que sà ³lo ellos pueden desarrollar, sin la ayuda de las firmas consultoras ni de gurà ºes. Cada empresa tiene que desarrollar sus dotes de adivinacià ³n e imaginacià ³n futurista; mirar diferente para ser diferente. Las siguientes herramientas sern à ºtiles para los managers que quieran convertirse en adivinos: Sea un adicto a la novedad. Busque constantemente nuevas experiencias, visite nuevos lugares, aprenda cosas nuevas, contctese con nuevas personas. Sorprà ©ndase a sà ­ mismo. Encuentre las discontinuidades. Si puede responder a las siguientes preguntas, correr con ventaja dentro de su industria:  ¿Dà ³nde y cà ³mo se est creando el potencial para generar nuevas reglas y nuevos espacios?  ¿Cul es el potencial para la revolucià ³n implà ­cito en las cosas que estn cambiando justo ahora o que acaban de cambiar?  ¿Cules son las discontinuidades que se pueden explotar?  ¿Quà © aspecto de lo que est cambiando podemos entender mejor que cualquier otro de nuestros competidores?  ¿Cul es la dinmica que har que nuestro nuevo concepto de negocios sea relevante en este momento? Encuentre tendencias que otros no aprecian. Nadie es el dueà ±o del futuro; lo que alguien sabe sobre lo que est cambiando en el mundo, puede saberlo cualquier otro. La clave est en mirar hacia donde los otros no miran. Encuentre la gran historia. Busque temas trascendentes. Siga la cadena de consecuencias. No se conforme con averiguar los efectos que los acontecimientos tendrn en el corto plazo: piense en las posibles consecuencias inesperadas. Siga cavando para encontrar el oro. Enterarse de que muchos adolescentes pasan cada vez ms tiempo navegando en Internet que mirando televisià ³n no tiene ningà ºn valor. Lo que realmente sirve es preguntarse por el perfil de los que se conectan o a quà © sitios entran, o quà © les da la Red que no encuentran en la televisià ³n. Recuerde que algunas cosas no cambian. Aprenda a usar las nuevas herramientas para satisfacer los deseos histà ³ricamente ms arraigados en los seres humanos. Experimente. La à ºnica forma de entender una discontinuidad es experimentndola; no alcanza con leer acerca de ella. Establezca una rutina. La mayorà ­a de las personas descarta lo que es nuevo o pequeà ±o. Como disciplina, puede proponerse exagerar lo nuevo y lo pequeà ±o. Esto no significa invertir en estas cosas, sino abrir la mente a nuevas posibilidades. Sea un hereje. Son los herejes y no los profetas quienes crean revoluciones. Las empresas pueden concentrarse en ver lo que est cambiando, pero sà ³lo vern las oportunidades si logran escapar a las ataduras de la tradicià ³n. El desafà ­o no es tener un pensamiento de largo plazo, sino desarrollar un pensamiento no-convencional. En conclusià ³n, el problema con el futuro no es lo desconocido: el gran dilema es que el futuro ser diferente. A quienes no sean capaces de pensar en forma diferente, el futuro siempre los tomar por sorpresa. Por ello: Rompa con los dogmas. Nunca deje de preguntarse por quà ©. Celebre lo obvio. Vaya a los extremos, sea radical. Encuentre los y; por ejemplo, piense en un producto que sea econà ³mico y de alta calidad. Distinga entre forma y funcià ³n.  ¿Por quà © la gente piensa que Internet puede matar a los diarios? Porque ven a estos à ºltimos como una forma ms que como una funcià ³n. Comience una nueva conversacià ³n; aplique distintos estndares y conceptos para cada tema. No se puede hablar en los mismos tà ©rminos sobre innovacià ³n que sobre desempeà ±o operacional. Todas las anteriores son opciones confiables que lo ayudarn a descubrir oportunidades para revolucionar su modelo de negocios. Rebeldes corporativos Para que florezca la innovacià ³n en el modelo de negocios, todos los sectores de la empresa deben compartir la responsabilidad en la elaboracià ³n de la estrategia: à ©sta no debe ser una responsabilidad exclusiva de la alta gerencia. En realidad, no se pueden cambiar los modelos de negocios si no se renueva tambià ©n la forma en que se distribuye el poder dentro de las organizaciones. Allà ­ la figura de los activistas ser decisiva: ellos se encargarn de ayudar a construir una jerarquà ­a imaginaria, romper con el organigrama tradicional y trabajar (en el proceso de formulacià ³n de la estrategia) sobre la base de uno nuevo; uno en el que mande el que tiene imaginacià ³n y no el que ocupa el cargo ms alto. Al final, no olvide que los activistas no son anarquistas. Por el contrario, constituyen una oposicià ³n leal dentro de la empresa; su objetivo es crear un movimiento dentro de la misma y una revolucià ³n fuera de ella. Reglas de funcionamiento Cada compaà ±Ãƒ ­a funciona en base a cuatro fà ³rmulas: el modelo operativo, el modelo de negocios, el modelo mental y el modelo de polà ­tica. Si los cuatro se encuentran alineados, entonces no cabe espacio para la innovacià ³n, porque el alineamiento no permite el disenso ni las alternativas. La salida, entonces, es crear los espacios que den lugar a la innovacià ³n alcanzando, por ejemplo, un modelo de las siguientes caracterà ­sticas: Hay que tener presente que en un mundo discontinuo los modelos de negocios no duran para siempre. Y cuando comienzan a decaer, la tentacià ³n lleva a las empresas a invertir la energà ­a humana y el capital para hacer ms eficiente el modelo operativo. En à ºltima instancia, o se inventan nuevos conceptos de negocios, o se reinventan drsticamente los ya existentes. Sin embargo, no hay otra forma de innovar respecto de un concepto de negocios, si no cambia el modelo mental de la compaà ±Ãƒ ­a. Pasos para comenzar la insurreccià ³n Paso 1: Construya un punto de vista que explique cà ³mo est cambiando el mundo, quà © oportunidades hacen posible estos cambios, y cules son los conceptos de negocio que podrà ­an explotar los beneficios de esos cambios. Si logra comprender los principios de la innovacià ³n en el concepto de negocios, si aprendià ³ a ser su propio profeta, entonces usted y su empresa estn en buen camino para desarrollar su propio punto de vista. Este debe ser creà ­ble, coherente, fcil de comunicar, adems de comercial y emocionalmente convocante. Paso 2: Escriba un manifiesto Tener una ideologà ­a personal y corporativa no alcanza: es preciso contagiar a los dems con esas ideas. La clave es escribir un manifiesto que convenza sobre la inevitabilidad de la causa revolucionaria, sobre las necesidades y aspiraciones humanas, que defina claras implicaciones para la accià ³n, y que requiera de apoyo, que es allà ­ donde la gente podr sumarse. Paso 3: Forme una coalicià ³n Nadie puede cambiar el rumbo de su compaà ±Ãƒ ­a con buena voluntad; incluso los presidentes de las empresas tienen que seducir, adular y convencer a sus subalternos para que las cosas se hagan. El camino entonces es formar una coalicià ³n, y asà ­ transformar la autoridad individual en autoridad colectiva. Porque si los rebeldes corporativos estn fragmentados, aislados y no se ponen de acuerdo, ser fcil desanimarlos. Paso 4: Elija sus aliados y sus momentos Tarde o temprano el movimiento revolucionario se convertir en un imperativo. En ese momento, los activistas debern contar con una persona o un grupo que sean los reales apalancadores del poder. Para ello hay que descubrir quià ©nes son las personas dentro de la organizacià ³n dispuestas a dar el primer paso. Una vez identificados los aliados, verifique a quà © presiones estn sujetos, cules son los principales temas de sus agendas, quà © objetivos tienen para sà ­ mismos y para la empresa, y cules de ellos estn buscando ayuda e ideas. Tambià ©n es importante estar preparado para adaptar los propios objetivos, de forma tal que sean compatibles con las metas de sus potenciales aliados. Finalmente, haga una lista de todos los eventos y ocasiones - reuniones, seminarios, conferencias- que podrà ­a aprovechar para influir directamente sobre sus aliados. Paso 5: Sume y neutralice Avergonzar al otro y confrontarlo no son estrategias efectivas en un ambiente corporativo. En cambio, hay que manejarse con proposiciones del tipo ganar-ganar y procurar la reciprocidad. Paso 6: Encuentre un intà ©rprete Muchas veces se habla, pero no se est seguro de que los dems comprenden lo que se est diciendo. Dado que, en variadas oportunidades, los otros manejan lenguajes, valores y experiencias diferentes, los revolucionarios necesitan intà ©rpretes para comunicar sus ideas a la alta gerencia. Paso 7: Gane poco, gane pronto, gane siempre Todo su esfuerzo puede resultar vano si no puede demostrar que sus ideas realmente funcionan. Comience con poco si quiere lograr mucho. Los activistas exitosos como primera medida inventan una serie de experimentos escalonados, diseà ±ados para probar el nuevo concepto de negocios y para justificar las eventuales subas en las necesidades de inversià ³n. Paso 8: Aà ­sle, infiltre, integre En los primeros pasos de su campaà ±a activista, usted querr aislar su proyecto del resto de la organizacià ³n. Sin embargo, para atraer recursos deber dar el salto hacia la infiltracià ³n. Aun asà ­ muchas veces se necesitan ms que recursos, ya que la oportunidad no reside en un nuevo negocio sino en la reconfiguracià ³n de los negocios ya existentes. Por ejemplo, si usted es un comerciante minorista, no puede relegar su comercio electrà ³nico en alguna incubadora de negocios offline. En este punto, ms que infiltracià ³n se necesita integracià ³n. Y recuerde que los activistas deben tener como valores la honestidad, compasià ³n, humildad, pragmatismo y coraje. Todos pueden Hasta tanto una compaà ±Ãƒ ­a no institucionalice el activismo, difà ­cilmente podr reinventarse a sà ­ misma y reinventar su industria. Porque una compaà ±Ãƒ ­a que no pueda re-pensar el sentido ms profundo de su negocio y de la forma en que compite, pronto pasar a ser obsoleta. La clave es, entonces, asumir la revolucià ³n como una forma de vida. Considà ©rese la siguiente matriz simple, de dos por dos, que refleja el desafà ­o doble de reinventar las estrategias centrales y de crear una revolucià ³n en la industria. Las compaà ±Ãƒ ­as que son incapaces de cambiarse a sà ­ mismas o a la industria en la que estn insertas son adictas a la eficiencia. En realidad, ya estn muertas y constituyen polos de atencià ³n para empresas con mayor capacidad de imaginacià ³n que toman para su propio beneficio las habilidades y los activos de las primeras. En contraste, los burà ³cratas lentos podrà ­an haber sido revolucionarios en su industria alguna vez, pero ahora estn presos en su propio invento. Por su parte las compaà ±Ãƒ ­as visionarias por à ºnica vez son aquellas que han logrado reinventarse a sà ­ mismas en algà ºn momento, pero que probablemente no lograrn hacerlo de nuevo. Los revolucionarios con canas, el caso ms raro, son las compaà ±Ãƒ ­as que se han reinventado a sà ­ mismas y a su industria ms de una vez. Las canas provienen no de los aà ±os sino de la experiencia: su estrategia de negocios ha pasado por varios ciclos. Existe un mito generalizado alrededor de este grupo, que dice que las grandes y ms antiguas compaà ±Ãƒ ­as no pueden innovar ni llegar a producir cambios en su propia industria, lo cual es falso. Enron, Charles Schwab, GE Capital, Cisco y otras compaà ±Ãƒ ­as se han reinventado una y otra vez a sà ­ mismas y a los sectores en los cuales operan. Tambià ©n hay ejemplos de empresas ms jà ³venes que han logrado el triunfo en este sentido. Tal es el caso de Amazon y AOL, que han cambiado sus modelos de negocios ms rpido de lo que la mayorà ­a de las compaà ±Ãƒ ­as tardan en renovar sus folletos promocionales. De cualquier manera, todavà ­a ninguna empresa ha logrado internalizar por completo los cà ³digos de la nueva agenda de innovacià ³n. Sin embargo, es conveniente observar a las que ya han comenzado a transitar ese camino - los casos recià ©n mencionados- y aprender de sus experiencias. Las reglas de la innovacià ³n Pregunta:  ¿cà ³mo hacer para construir organizaciones que sean perpetuamente innovadoras? Respuesta: tome en cuenta lo siguiente: Olvà ­dese de las expectativas razonables. Cualquiera que sea el objetivo (crecer en rendimientos, en ganancias o en eficiencia) la innovacià ³n no-lineal nunca comienza con metas razonables. Sà ³lo cuando la gente adhiere a metas que no son razonables aparecen las ideas innovadoras. Haga una definicià ³n elstica del negocio. Muchas compaà ±Ãƒ ­as se definen a sà ­ mismas por lo que hacen ms que por lo que saben hacer (sus competencias centrales), y lo que tienen (sus activos estratà ©gicos). La clave, sin embargo, es lograr una definicià ³n elstica de la compaà ±Ãƒ ­a, considerando la suma de sus competencias centrales y sus recursos estratà ©gicos. Defina una causa, no sà ³lo un negocio. Sin un propà ³sito trascendente, los individuos carecern del coraje para comportarse como revolucionarios. No necesitamos una economà ­a de manos y cabezas sino una economà ­a de corazones, en la que cada empleado pueda sentir que est contribuyendo con alguna causa que puede establecer una diferencia genuina y positiva. Escuche a todos. Si un gerente quiere establecer estrategias revolucionarias debe aprender a escuchar las opiniones de los revolucionarios. Abra el juego a los capitales no tradicionales, al talento y a las ideas de negocios novedosas. Provea incentivos para los empleados que estn dispuestos a tomar un riesgo y que quieren formar parte de la construccià ³n de algo nuevo. Es una buena forma de que los grandes talentos abandonen sus cà ³modas posiciones en oficinas tradicionales y se sumen a su proyecto. Manà ©jese con prudencia. Ser revolucionario no significa que tenga que tomar riesgos enormes para hacer valer sus ideas. Pague lo que corresponde. Los emprendedores no trabajan por un sueldo, pero sà ­ por un promisorio porcentaje de las acciones de la empresa. La nueva agenda En suma, si quiere estar entre los là ­deres de la Revolucià ³n, remueva los cimientos para abrazar la nueva agenda de la innovacià ³n. Examine los fundamentos filosà ³ficos que sostienen sus convicciones acerca del liderazgo, la creacià ³n de riqueza y la competitividad. Y cada vez que encuentre un ladrillo viejo y fracturado, squelo y ponga uno nuevo en su lugar. Para comprometer a su organizacià ³n con la construccià ³n de capacidades para generar una innovacià ³n radical, hay que estar convencido de tres cosas: De que las inversiones en innovacià ³n reportan enormes dividendos. De que su organizacià ³n cuenta con un rico potencial de ideas que claman por desarrollarse y con capacidades emprendedoras que estn desaprovechadas. De que es posible que la innovacià ³n se convierta en una capacidad sistemtica de su empresa. Para que la innovacià ³n sea la prioridad en la agenda corporativa, las empresas deben incorporar los siguientes componentes: Habilidades. La empresa debe estimular a su gente para que reconvierta sus habilidades y pueda enfrentar la era de la Revolucià ³n. La capacitacià ³n es tediosa, y el aprendizaje implica un trabajo duro, pero no hay otro camino para lograrlo. Medidas. Los parmetros tradicionales, tales como costo, eficiencia, velocidad o satisfaccià ³n del cliente, no obligan a una compaà ±Ãƒ ­a a revisar cà ³mo se est desempeà ±ando con relacià ³n a competidores nuevos y poco ortodoxos, en el camino a la creacià ³n de riqueza. Por ello, las empresas necesitan una nueva manera de medir su capacidad relativa para inventar nuevos conceptos de negocio y crear nueva riqueza. Una de esas medidas es el à ­ndice de creacià ³n de riqueza (WCI; Wealth Creation Index), que se obtiene al definir el dominio competitivo (cules son las compaà ±Ãƒ ­as posicionadas por encima y por debajo de la propia, tomadas en el sentido vertical de la cadena de valor), y luego calculando los cambios en el valor de mercado de su compaà ±Ãƒ ­a versus el valor de mercado del dominio completo. Tecnologà ­a de la informacià ³n. Para institucionalizar la innovacià ³n radical, las empresas necesitarn construir mercados electrà ³nicos altamente eficientes para las ideas, el capital y el talento. Mientras lo hagan, ya no ser la funcià ³n de management del conocimiento la que constituya el liderazgo de la tecnologà ­a de la informacià ³n corporativa, sino el mercado de la innovacià ³n. Procesos de management. Existen muchos motivos para pensar que los procesos corporativos establecidos suelen ser hostiles a la innovacià ³n. Muchos de ellos se rigen por el calendario; tienden a la conservacià ³n ms que al crecimiento; toman el modelo de negocios existente como punto de partida; se focalizan en los clientes y mercados actuales; estn formados por defensores del pasado y son militantes anti-riesgo. En tales casos, la solucià ³n es identificar tres o cuatro de los principales procesos de la compaà ±Ãƒ ­a y asignar un equipo que trabaje sobre la redefinicià ³n de cada uno de ellos. Cada equipo deber escribir un nuevo enunciado de la misià ³n de ese proceso; una que incluya explà ­citamente la innovacià ³n no-lineal y la creacià ³n de riqueza. Por à ºltimo, deber considerarse que la innovacià ³n es un proceso dinmico, compuesto por distintos elementos: -Imaginacià ³n Diseà ±o Experimentacià ³n Evaluacià ³n Escala Ideas, que se mueven como una rueda de la siguiente forma: Los herejes y los adictos a la novedad imaginan nuevas posibilidades. Utilizando los principios de la innovacià ³n en el concepto de negocio, diseà ±an modelos de negocios coherentes con esas ideas. Lanzan experimentos de pequeà ±a escala para testear la viabilidad de sus conceptos de negocios y luego los adaptan. Habiendo probado un experimento o dos o tres, evalà ºan lo que han aprendido. Y dependiendo de lo aprendido, deciden escalar, seguir adelante, o bien avanzar con otro ciclo experimental. Para hacer que la rueda corra ms rpido usted puede: Utilizar la aproximacià ³n sucesiva (haga un experimento detrs de otro). Usar a los clientes como socios para desarrollar su idea. Eliminar rpidamente los experimentos perdedores. Adems, considere la posibilidad de contar con un portfolio de innovacià ³n. Piense en los diseà ±os de negocios nacientes o en los experimentos en su fase inicial como opciones para el futuro. Las posibilidades de que su compaà ±Ãƒ ­a pueda crear nueva riqueza son directamente proporcionales al nà ºmero de ideas que desarrolla y al nà ºmero de experimentos que comienza. Por ello, es conveniente contar con un portfolio de ideas (conceptos de negocio creà ­bles aà ºn no testeados), un portfolio de experimentos (el conjunto de las ideas que tiene algà ºn mà ©rito particular), y un portfolio de nuevos negocios (experimentos que aparecen como ms prometedores). Finalmente, tenga en cuenta lo siguiente: La innovacià ³n no es toda la historia, pero es la gran historia. Research Papers on Leading the revolution - Book ReviewAnalysis of Ebay Expanding into AsiaQuebec and CanadaAssess the importance of Nationalism 1815-1850 EuropeHarry Potter and the Deathly Hallows EssayBook Review on The Autobiography of Malcolm XCapital PunishmentRiordan Manufacturing Production Plan19 Century Society: A Deeply Divided EraGenetic EngineeringThe Relationship Between Delinquency and Drug Use

Euphoria

Euphoria Euphoria Euphoria By Maeve Maddox This word from the Greek referred originally to the ease and comfort felt by people who enjoy good health. The Greek elements are eu (well) and pherein (to bear/carry). Etymologically, euphoria is a feeling of well-being. The earliest use of euphoria in English (1684) is as a medical term. The right medicine could produce a feeling of euphoria in a sick person (i.e., make a sick person feel well). The adjective, introduced in 1888, is euphoric: euphoric: characterized by a feeling of well-being, cheerful; also, producing or causing cheerfulness. In modern usage, euphoria refers to a heightened feeling of well-being, such as the phenomenon referred to as â€Å"runner’s high†: runners high   (noun): a feeling of well-being or euphoria resulting from physical exercise, especially running. M-W Online defines euphoria as: â€Å"a feeling of well-being or elation; especially one that is groundless, disproportionate to its cause, or inappropriate to one’s life situation.† Here are some examples of usage from the Web: The few truly euphoric moments Ive experienced as a Steelers  fan The [prayer-induced] experience lasted probably only a second or two, but after it left my body I was left with this euphoria. Almost feeling like I was floating. At 2:49 p.m. on Monday, city native George Lobaton experienced the euphoria of crossing the finish line of the 26.2-mile Boston Marathon. What is it like to finish a novel? The first time you do it, you feel utter euphoria, and you should.   For [Ebola] survivors, the euphoria of having beaten the disease is soon followed by the battle to live with the stigma. [Volunteers helping the homeless] experience the euphoria that comes from doing something good for someone who can’t help you in return. Euphoria doesn’t last. The verbs commonly used to indicate its passing or dissolution are dissipate, evaporate, wear off, die down, and fade: Now that the euphoria has  worn off the cold hard facts remain. But now the euphoria has  subsided and the market [has undergone] a painful correction.   But now the euphoria has  faded - partly no doubt because Spain is settling down to normal democratic apathy   Now the euphoria has died down, its back to business as usual. Unfortunately, that euphoria typically dissipates when companies realize that the cloud technology they’ve invested in isn’t as easy or reliable as they thought it would be. But little remains of the euphoria from those winter days when the beginning of a new era seemed to be dawning in Ukraine. That euphoria, however, has evaporated. Here are some other nouns to name feelings of happiness and well-being: elation happiness joy delight glee excitement exhilaration jubilation exultation ecstasy bliss rapture Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:50 Idioms About Talking50 Types of Propaganda40 Idioms with First

Global Perspective of a Nursing Theory Essay Example | Topics and Well Written Essays - 1500 words

Global Perspective of a Nursing Theory - Essay Example ry by Selye as well as Lararus writing on coping and stress are all great inspirations, which influenced the birth of the theory of systems by Neuman. It was based on many assumptions, which include that every individual client’s system is distinct and unique. There exist very many stressors, which are universal while other universally known while others are still unknown. Particular interrelationships by variables in a client determine the level of defense that a patient enjoys from a particular line of defense. Environmental factors are major influences to the evolution of the lines of defense as described previously. Lines of resistance explain the uniqueness of individual clients capacity to challenge and take defense against the stressors. Primary prevention strategies define the possible or the actual risk factors that are associated to individual client condition. The secondary factors provides the practitioner with direction to address the outcome of a particular treat ment administered to a particular client in regard to stress. The tertiary level on the other hand explains reconstitution adjustive processes to be adopted for addressing the stress and factor causes. However, bottom line to the theory is that the client system is quite dynamic and involves constant exchange of energy between the client and the environment. A client system according to this theory is the depiction of the interplay of the internal and environmental factors as variables to individual person. Selection of a Nursing theory and reasons for selection The selection of this theory for discussion in this paper has been influenced by various factors. The theory has been in application in nursing discipline in the understanding that an individual client is a person as at the bottom line... This essay approves that the systems theory as developed and used by the theorist had basic conceptual framework in management of stress for the clients, which is associated for both internal and external factors. The internal factors are the inherent factors such as the disease conditions and as such, management of the stress resultant is best addressed from the perspective of treating the disease first. On the other hand, environmental factors such as would cause the diseases are blamed on causing the stress that is externally influenced. In this regard in addition, management of the stress by practicing nurses and the clients designing and application of lines of defense that span from appreciating these causative factors. This report makes a conclusion that theorist Betty Neuman is globally acknowledged as one of the most dynamic contributors to the nursing model based theories in the nineteenth century. She developed the conceptual framework through which the particular roles of nurses and the patients are defined concerning the management of stress. She derived her inspiration from various other works of philosophy, which had the inclination to understanding stress and the management. The client is depicted as a system, which comprises of psychological, physiological, social cultural, developmental as well as spiritual dimensions. In sum, the study reveals that Newman’s work in nursing has had great impact towards the universal discipline of nursing. Having great foundation in other theorists works, the theory of stress as developed by her have undergone great evolution over time and is most celebrated in changes notable in nursing research, education and curriculum development among other ar eas.

FBI Essay Example | Topics and Well Written Essays - 250 words

FBI - Essay Example Department of Justice 1). FBI is one of the powerful and the largest agency in the world that not only deals with the law enforcement but also aim to end terrorism. Its official mission is upholding the law through investigating violation of the criminal law, protecting the United States from external attacks such as terrorists’ activities, and providing leadership and support to both local and international authorities (U.S. Department of Justice 1). The FBI performs its responsibilities in accordance to the constitution and in line with the public needs. The FBI does have the power to prosecute or take charge of any case from the local agencies. FBI also has different divisions that are in charge of processing information and handling different incidents under the justice department. The three FBI divisions include the IT Management Division, the IT Services Division, and the IT Engineering Division (U.S. Department of Justice 1). The FBI operates on a culture that seeks to serve America and its citizens. FBI Agents cannot wiretap suspects unless they have a court order to do so and it is regarded as felony incase wiretapping is done without a court order. Director James Comey is the current head of the FBI department (U.S. Department of Justice

Monopoly and marginal cost Essay Example for Free

Monopoly and marginal cost Essay Practice Questions and Answers from Lesson III-3: Monopoly Practice Questions and Answers from Lesson III-3: Monopoly The following questions practice these skills: ? Explain the sources of market power. ? Apply the quantity and price affects on revenue of any movement along a demand curve. ? Find the profit maximizing quantity and price of a single-price monopolist. ? Compute deadweight loss from a single-price monopolist. ? Compute marginal revenue. ? Define the efficiency of P = MC. ? Find the profit-maximizing quantity and price of a perfect-price-discriminating monopolist. ? Find the profit-maximizing quantity and price of an imperfect-price-discriminating monopolist. Question: Each of the following firms possesses market power. Explain its source. a. Merck, the producer of the patented cholesterol-lowering drug Zetia b. Chiquita, a supplier of bananas and owner of most banana plantations c. The Walt Disney Company, the creators of Mickey Mouse Answer to Question: a. Merck has a patent for Zetia. This is an example of a government-created barrier to entry, which gives Merck market power. b. Chiquita controls most banana plantations. Control over a scarce resource gives Chiquita market power. c. The Walt Disney Company has the copyright over animations featuring Mickey Mouse. This Is another example of a government-created barrier to entry that gives the Walt Disney Company market power. Question: Skyscraper City has a subway system, for which a one-way fare is $1. 50. There is pressure on the mayor to reduce the fee by one-third, to $1. 00. The mayor is dismayed, thinking that this will mean Skyscraper City is losing one-third of its revenue from sales of subway tickets. The mayor’s economic adviser reminds her that she is focusing only on the price effect and ignoring the quantity effect. Explain why the mayor’s estimate of a one-third loss of revenue is likely to be an overestimate. Illustrate with a diagram. Answer to Question: A reduction in fares from $1. 50 to $1. 00 will reduce the revenue on each ticket that is currently sold by one-third; this Is the price effect. But a reduction in price will lead to more tickets being sold at the lower price of $1. 00, which creates additional revenue; this is the quantity effect. The price effect is the loss of revenue on all the currently sold tickets. The quantity effect is the increase in revenue from increased sales as a result of the lower price. Question: Consider an industry with the demand curve (D) and marginal cost curve (MC) shown in the accompanying diagram. There is no fixed cost. If the industry is a single-price monopoly, the monopolist’s marginal revenue curve would be MR. Answer the following questions by naming the appropriate points or areas. Practice Questions and Answers from Lesson III-3: Monopoly a. If the industry is perfectly competitive, what will be the total quantity produced? At what price? b. Which area reflects consumer surplus under perfect competition? c. If the industry is a single-price monopoly, what quantity will the monopolist produce? Which price will it charge? d. Which area reflects the single-price monopolist’s profit? e. Which area reflects consumer surplus under single-price monopoly? f. Which area reflects the deadweight loss to society from single-price monopoly? g. If the monopolist can price-discriminate perfectly, what quantity will the perfectly price-discriminating monopolist produce? Answer to Question: a. In a perfectly competitive industry, each firm maximizes profit by producing the quantity at which price equals marginal cost. That is, all firms together produce a quantity S, corresponding to point R, where the marginal cost curve crosses the demand curve. Price will be equal to marginal cost, E. b. Consumer surplus is the area under the demand curve and above price. In part a, we saw that the perfectly competitive price is E. Consumer surplus in perfect competition is therefore the triangle ARE. c. A single-price monopolist produces the quantity at which marginal cost equals marginal revenue, that is, quantity I. Accordingly, the monopolist charges price B, the highest price it can charge if it wants to sell quantity I. d. The single-price monopolist’s profit per unit is the difference between price and the average total cost. Since there is no fixed cost and the marginal cost is constant (each unit costs the same to produce), the marginal cost is the same as the average total cost. That is, profit per unit is the distance BE. Since the monopolist sells I units, its profit is BE times I, or the rectangle BEHF. e. Consumer surplus is the area under the demand curve and above the price. In part c, we saw that the monopoly price is B. Consumer surplus in monopoly is therefore the triangle AFB. f. Deadweight loss is the surplus that would have been available (either to consumers or producers) under perfect competition but that is lost when there is a single-price monopolist. It is the triangle FRH. g. If a monopolist can price-discriminate perfectly, it will sell the first unit at price A, the second unit at a slightly lower price, and so forth. That is, it will extract from each consumer just that consumer’s willingness to pay, as indicated by the demand curve. It will sell S units, because for the last unit, it can just make a consumer pay a price of E (equal to its marginal cost), and that just covers its marginal cost of producing that last unit. For any further units, it could not make any consumer pay more than its marginal cost, and it therefore stops selling units at quantity S. Practice Questions and Answers from Lesson III-3: Monopoly Question: Bob, Bill, Ben, and Brad Baxter have just made a documentary movie about their basketball team. They are thinking about making the movie available for download on the Internet, and they can act as a single-price monopolist if they choose to. Each time the movie is downloaded, their Internet service provider charges them a fee of $4. The Baxter brothers are arguing about which price to charge customers per download. The accompanying table shows the demand schedule for their film. Price of download Quantity of downloads demanded $10 0 $8 1 $6 3 $4 6 $2 10 $0 15 a. Calculate the total revenue and the marginal revenue per download. b. Bob is proud of the film and wants as many people as possible to download it. Which price would he choose? How many downloads would be sold? c. Bill wants as much total revenue as possible. Which price would he choose? How many downloads would be sold? d. Ben wants to maximize profit. Which price would he choose? How many downloads would be sold? e. Brad wants to charge the efficient price. Which price would he choose? How many downloads would be sold? Answer to Question: a. The accompanying table calculates total revenue (TR) and marginal revenue (MR). Recall that marginal revenue is the additional revenue per unit of output Price of download Quantity of downloads TR MR demanded $10 0 $0 $8 1 $8 $8 $6 3 $18 $5 $4 6 $24 $2 $2 10 $20 $-1 $0 15 $0 $-4 b. Bob would charge $0. At that price, there would be 15 downloads, the largest quantity they can sell. c. Bill would charge $4. At that price, total revenue is greatest ($24). At that price, there would be 6 downloads. d. Ben would charge $6. At that price, there would be 3 downloads. For any more downloads, marginal revenue would be below marginal cost, and so further downloads would lose the Baxters’ money.e. Brad would charge $4. A price equal to marginal cost is efficient. At that price, there would be 6 downloads. Practice Questions and Answers from Lesson III-3: Monopoly Question: Suppose that De Beers is a single-price monopolist in the market for diamonds. De Beers has five potential customers: Raquel, Jackie, Joan, Mia, and Sophia. Each of these customers will buy at most one diamond—and only if the price is just equal to, or lower than, her willingness to pay. Raquel’s willingness to pay is $400; Jackie’s, $300; Joan’s, $200; Mia’s, $100; and Sophia’s, $0. De Beers’s marginal cost per diamond is $100. This leads to the demand schedule for diamonds shown in the accompanying table. Price of Diamond Quantity of Diamonds Demanded $500 0 $400 1 $300 2 $200 3 $100 4 $0 5 a. Calculate De Beers’s total revenue and its marginal revenue. From your calculation, draw the demand curve and the marginal revenue curve. b. Explain why De Beers faces a downward-sloping demand curve. c. Explain why the marginal revenue from an additional diamond sale is less than the price of the diamond. d. Suppose De Beers currently charges $200 for its diamonds. If it lowers the price to $100, how large is the price effect? How large is the quantity effect? e. Add the marginal cost curve to your diagram from part a and determine which quantity maximizes De Beers’s profit and which price De Beers will charge. Answer to Question: a. Total revenue (TR) and marginal revenue (MR) are given in the accompanying table. Price of Diamond Quantity of Diamonds TR Demanded $500 0 $0 $400 1 $400 $300 2 $600 $200 3 $600 $100 4 $400 $0 5 $0 MR $400 $200 $0 -$200 -$400 The accompanying diagram illustrates De Beers’s demand curve and marginal revenue (MR) curve. b. De Beers is the only producer of diamonds, so its demand curve is the market demand curve. And the market demand curve slopes downward: the lower the price, the more customers will buy diamonds. c. If De Beers lowers the price sufficiently to sell one more diamond, it earns extra revenue equal to the Practice Questions and Answers from Lesson III-3: Monopoly price of that one extra diamond. This is the quantity effect of lowering the price. But there is also a price effect: lowering the price means that De Beers also has to lower the price on all other diamonds, and that lowers its revenue. So the marginal revenue of selling an additional diamond is less than the price at which the additional diamond can be sold. d. If the price is $200, then De Beers sells to Raquel, Jackie, and Joan. If it lowers the price to $100, it will also sell a diamond to Mia. The price effect is that De Beers loses $100 (the amount by which it lowered the price) each from selling to Raquel, Jackie, and Joan. So the price effect lowers De Beers’s revenue by 3 ? $100 = $300. The quantity effect is that De Beers sells one more diamond (to Mia), at $100. So the quantity effect is to raise De Beers’s revenue by $100. e. The marginal cost (MC) curve is constant at $100, as shown in the diagram. Marginal revenue equals marginal cost at a quantity of 2 diamonds. So De Beers will sell 2 diamonds at a price of $300 each. Question: Use the demand schedule for diamonds given in the previous question. The marginal cost of producing diamonds is constant at $100. There is no fixed cost. a. If De Beers charges the monopoly price, how large is the individual consumer surplus that each buyer experiences? Calculate total consumer surplus by summing the individual consumer surpluses. How large is producer surplus? Suppose that upstart Russian and Asian producers enter the market and the market becomes perfectly competitive. b. What is the perfectly competitive price? What quantity will be sold in this perfectly competitive market? c. At the competitive price and quantity, how large is the consumer surplus that each buyer experiences? How large is total consumer surplus? How large is producer surplus? d. Compare your answer to part c to your answer to part a. How large is the deadweight loss associated with monopoly in this case? Answer to Question: a. The monopoly price is $300. At that price Raquel and Jackie buy diamonds. Raquel’s consumer surplus is $400 ? $300 = $100; Jackie’s is $300 ? $300 = $0. So total consumer surplus is $100 + $0 = $100. Producer surplus is $300 ? $100 = $200 for each diamond sold; 2 ? $200 = $400. b. In a perfectly competitive market, P = MC. That is, the perfectly competitive price is $100, and at that price 4 diamonds will be sold—to Raquel, Jackie, Joan, and Mia. c. At the competitive price, Raquel’s consumer surplus is $400 ? $100 = $300; Jackie’s, $300 ? $100 = $200; Joan’s, $200 ? $100 = $100; and Mia’s, $100 ? $100 = $0. So total consumer surplus is $300 + $200 + $100 + $0 = $600. Since the price is equal to marginal cost, there is no producer surplus. d. Under perfect competition, the sum of consumer and producer surplus is $600 + $0 = $600. Under monopoly, the sum of consumer and producer surplus is $100 + $400 = $500. So the loss of surplus to society from monopoly—the deadweight loss—is $600 ? $500 = $100. Question: Use the demand schedule for diamonds given in the previous questions. De Beers is a monopolist, but it can now price-discriminate perfectly among all five of its potential customers. De Beers’s marginal cost is constant at $100. There is no fixed cost. a. If De Beers can price-discriminate perfectly, to which customers will it sell diamonds and at what prices? b. How large is each individual consumer surplus? How large is total consumer surplus? Calculate producer surplus by summing the producer surplus generated by each sale. Practice Questions and Answers from Lesson III-3: Monopoly Answer to Question: a. If De Beers can price-discriminate perfectly, it will charge each customer that customer’s willingness to pay. That is, it will charge Raquel $400, Jackie $300, Joan $200, and Mia $100. De Beers does not want to sell to Sophia since she will only buy at a price of $0, and that would be below De Beers’s marginal cost. b. Since each consumer is charged exactly her willingness to pay, there is no consumer surplus. De Beers’s producer surplus is $400 ? $100 = $300 from selling to Raquel; $300 ? $100 = $200 from selling to Jackie; $200 ? $100 = $100 from selling to Joan; $100 ? $100 = $0 from selling to Mia. So producer surplus is $300 + $200 + $100 + $0 = $600. Question: Download Records decides to release an album by the group Mary and the Little Lamb. It produces the album with no fixed cost, but the total cost of downloading an album to a CD and paying Mary her royalty is $6 per album. Download Records can act as a single-price monopolist. Its marketing division finds that the demand schedule for the album is as shown in the accompanying table. Price of album Quantity of albums demanded $22 0 $20 1,000 $18 2,000 $16 3,000 $14 4,000 $12 5,000 $10 6,000 $8 7,000 a. Calculate the total revenue and the marginal revenue per album. b. The marginal cost of producing each album is constant at $6. To maximize profit, what level of output should Download Records choose, and which price should it charge for each album? c. Mary renegotiates her contract and now needs to be paid a higher royalty per album. So the marginal cost rises to be constant at $14. To maximize profit, what level of output should Download Records now choose, and which price should it charge for each album? Answer to Question: a. Total revenue (TR) and marginal revenue per album (MR) is shown in the following table: Price of album Quantity of albums TR MR demanded $22 0 $0 $20 1,000 $20,000 $20 $18 2,000 $36,000 $16 $16 3,000 $48,000 $12 $14 4,000 $56,000 $8 $12 5,000 $60,000 $4 $10 6,000 $60,000 $0 $8 7,000 $56,000 -$4 b. If the marginal cost of each album is $6, Download Records will maximize profit by producing 4,000 albums, since for each album up to 4,000, marginal revenue is greater than marginal cost. For any further albums, marginal cost would exceed marginal revenue. Producing 4,000 albums, Download Records will charge $14 for each album. c. If the marginal cost of each album is $14, Download Records will maximize profit by producing 2,000 albums, and it will charge $18 per album. Practice Questions and Answers from Lesson III-3: Monopoly Question: The movie theater in Collegetown serves two kinds of customers: students and professors. There are 900 students and 100 professors in Collegetown. Each student’s willingness to pay for a movie ticket is $5. Each professor’s willingness to pay for a movie ticket is $10. Each will buy at most one ticket. The movie theater’s marginal cost per ticket is constant at $3, and there is no fixed cost. a. Suppose the movie theater cannot price-discriminate and needs to charge both students and professors the same price per ticket. If the movie theater charges $5, who will buy tickets and what will the movie theater’s profit be? How large is consumer surplus? b. If the movie theater charges $10, who will buy movie tickets and what will the movie theater’s profit be? How large is consumer surplus? c. Now suppose that, if it chooses to, the movie theater can price-discriminate between students and professors by requiring students to show their student ID. If the movie theater charges students $5 and professors $10, how much profit will the movie theater make? How large is consumer surplus? Answer to Question: a. If the movie theater charges $5 per ticket, both students and professors will buy tickets. The movie theater will sell to 1,000 customers (students and professors), at a price of $5 each. Since the movie theater’s cost per ticket is $3, its profit is $2 per ticket for a total profit of 1,000 ? $2 = $2,000. Students will experience no consumer surplus, but each of the 100 professors will experience consumer surplus of $10 ? $5 = $5 for a total consumer surplus of 100 ? $5 = $500. b. If the movie theater charges $10 per ticket, only professors will buy tickets. The movie theater will sell to 100 customers (professors) at a price of $10 each. Since the movie theater’s cost per ticket is $3, its profit is $7 per ticket for a total profit of 100 ? $7 = $700. Students experience no consumer surplus since they do not buy any tickets. Each of the 100 professors experiences no consumer surplus since the price is equal to their willingness to pay. So consumer surplus is $0. c. If the movie theater charges students a price of $5, it sells 900 tickets at a profit of $5 ? $3 =$2 each for a profit from selling to students of 900 ? $2 =$1,800. Charging professors $10, it sells 100 tickets at a profit of $10 ? $3 =$7 each for a profit from selling to professors of 100 ? $7 =$700. So the theater’s total profit is $1,800 + $700 =$2,500. Since each customer is charged exactly his or her willingness to pay, there is no consumer surplus. Question: A monopolist knows that in order to expand the quantity of output it produces from 8 to 9 units that it must lower the price of its output from $2 to $1. Calculate the quantity effect and the price effect. Use these results to calculate the monopolist’s marginal revenue of producing the 9th unit. The marginal cost of producing the 9th unit is positive. Is it a good idea for the monopolist to produce the 9th unit? Answer to Question: The quantity effect is $1 (the increase in total revenue from selling the 9th unit at $1). The price effect is 8 ? (? $1) =? $8 (the decrease in total revenue from having to lower the price of 8 units by $1 each). So the marginal revenue of producing the 9th unit is $1 ? $8 =? $7. Since marginal revenue is negative, producing the 9th unit is definitely not a good idea: it lowers revenue (since marginal revenue is negative), and it increases the total cost (since marginal cost is positive). So it will definitely lower profit. Instead, the monopolist should produce less output.