The Hunters: Phantom Chapter 11

Elena hung up the phone. She and Bonnie had discussed everything that was going on, from the mysterious appearance of Celia's and Meredith's names to Margaret's upcoming dance recital. But she hadn't been able to bring up what she had real y cal ed to talk about. She sighed. After a moment, she felt under her mattress and pul ed out her velvet-covered journal. Dear Diary, This afternoon, I talked with Caleb Smallwood on the front lawn of my house. I barely know him, yet I feel this visceral connection with him. I love Bonnie and Meredith more than life itself, but they have no idea what it's like to lose your parents, and that puts a space between us. I see myself in Caleb. He's so handsome and seems so carefree. I'm sure most people think his life is perfect. I know what it's like to pretend to have it together, even when you're coming apart. It can be the loneliest thing in the world. I hope he has a Bonnie or a Meredith of his own, a friend he can lean on. The strangest thing happened while we were talking. A crow flew straight at us. It was a big crow, one of the biggest I've ever seen, with iridescent black feathers that shone in the sun and a huge hooked beak and claws. It might have been the same one that appeared on my windowsill yesterday morning, but I wasn't sure. Who can tell crows apart? And, of course, both the crows reminded me of Damon, who watched me as a crow before we even met. What's strange – ridiculous, really – is this dawning feeling of hope I have deep inside me. What if, I keep thinking, what if somehow Damon's not dead after all? And then the hope collapses, because he is dead, and I need to face that. If I want to stay strong I can't lie to myself. I can't make up pretty fairy tales where the noble vampire doesn't die, where the rules get changed because it's someone I care about. But that hope comes sneaking up on me again: What if? It would be too cruel to say anything about the crow to Stefan. His grief has changed him. Sometimes, when he's quiet, I catch a strange look in his leaf green eyes, like there's someone I don't know in there. And I know he's thinking of Damon, thoughts that take him somewhere I can't follow anymore. I thought I could tell Bonnie about the crow. She cared about Damon, and she wouldn't laugh at me for wondering whether there were some way he might still, in some form, be alive. Not after she suggested the very same thing earlier today. At the last minute, though, I couldn't talk to her about it. I know why, and it's a lousy, selfish, stupid reason: I'm jealous of Bonnie. Because Damon saved her life. Awful, right? Here's the thing: For a long time, out of millions, there was one human Damon cared about. Only one. And that one person was me. Everyone else could go to hell as far as he was concerned. He could barely remember my friends' names. But something changed between Damon and Bonnie, maybe when they were alone in the Dark Dimension together, maybe earlier. She's always had a little crush on him, when he wasn't being cruel, but then he started to take notice of his little redbird. He watched her. He was tender with her. And when she was in danger, he moved to save her without a second thought as to what it might cost him. So I'm jealous. Because Damon saved Bonnie's life. I'm a terrible person. But, because I am so terrible, I don't want to share any more of Damon with Bonnie, not even my thoughts about the crow. I want to keep part of him just for me. Elena reread what she had written, her lips pressed tightly together. She wasn't proud of her feelings, but she couldn't deny they existed. She leaned back on her pil ow. It had been a long, exhausting day, and now it was one o'clock in the morning. She'd said good night to Aunt Judith and Robert a couple of hours ago, but she didn't seem to be able to make it into bed. She'd just puttered around after changing into her nightdress: brushing her hair, rearranging some of her possessions, flipping through a magazine, looking with satisfaction at the fashionable wardrobe she hadn't had access to in months. Cal ing Bonnie. Bonnie had sounded odd. Distracted, maybe. Or perhaps just tired. It was late, after al . Elena was tired, too, but she didn't want to go to sleep. She final y admitted it to herself: She was a little afraid to go to sleep. Damon had been so real in her dream the other night. His body had felt firm and solid as she held him; his silky black hair had been soft against her cheek. His smooth voice had sounded sarcastic, seductive, and commanding by turns, just like the living Damon's. When she had remembered, with a sickening horror, that he was gone, it had been as if he had died al over again. But she couldn't stay awake forever. She was so tired. Elena switched off the light and closed her eyes. She was sitting on the creaky old bleachers in the school gym. The air smel ed of sweaty athletic shoes and the polish they used on the wooden floor. â€Å"This is where we met,† said Damon, who she now realized was sitting beside her, so close the sleeve of his leather jacket brushed her arm. â€Å"Romantic,† Elena replied, raising one eyebrow and looking around the big empty room, the basketbal hoops hanging at each end. â€Å"I try,† Damon said, a tinge of a laugh coloring his dry voice. â€Å"But you chose where we are. It's your dream.† â€Å"Is it a dream?† Elena asked suddenly, turning to study his face. â€Å"It doesn't feel like one.† â€Å"Wel ,† he said, â€Å"let me put it this way. We're not actual y here.† His face was serious and intent as he gazed back at her, but then he flashed one of his sudden, bril iant smiles and his eyes slid away. â€Å"I'm glad we didn't have gymnasiums like this when I did my studies,† he said casual y, stretching out his legs in front of him. â€Å"It seems so undignified, with the shorts and the rubber bal s.† â€Å"Stefan said that you played sports then, though,† Elena said, distracted despite herself. Damon frowned at Stefan's name. â€Å"Never mind,† she said hastily. â€Å"We might not have much time. Please, Damon, please, you said you're not here, but are you anywhere? Are you al right? Even if you're dead†¦ I mean real y dead, dead for good, are you somewhere?† He looked at her sharply. His mouth twisted a little as he said, â€Å"Does it matter that much to you, princess?† â€Å"Of course it does,† Elena said, shocked. Her eyes were fil ing with tears. His tone was light, but his eyes, so black she couldn't tel where the iris ended and the pupil began, were watchful. â€Å"Everyone else – al your friends – this town – they're al okay, though, aren't they? You have your world back. There are such things as col ateral damages you have to expect if you're going to get what you want.† Elena could tel from Damon's expression that what she said next would matter dreadful y. And, in her heart of hearts, hadn't she admitted to herself the other day that, as much as she loved Damon, things were better now, that everything could be good again with the town saved and her returned to her old life? And that she wanted it that way, even if it meant Damon was dead? That Damon was what he said: collateral damage? â€Å"Oh, Damon,† she said at last, helplessly. â€Å"I just miss you so much.† Damon's face softened and he reached for her. â€Å"Elena – â€Å" â€Å"Yes?† Elena murmured. â€Å"Elena?† A hand was gently shaking her. â€Å"Elena?† Someone stroked her hair, and Elena nuzzled sleepily into the touch. â€Å"Damon?† she said, stil half dreaming. The hand paused in its stroking and then withdrew. She opened her eyes. â€Å"Just me, I'm afraid,† said Stefan. He was sitting next to her on her bed, his mouth a straight, tight line, his eyes averted. â€Å"Oh, Stefan,† said Elena, sitting up and throwing her arms around him. â€Å"I didn't mean – â€Å" â€Å"It's al right,† Stefan said flatly, turning away from her. â€Å"I know what he meant to you.† Elena pul ed him toward her and looked up into his face. â€Å"Stefan. Stefan.† His green eyes had a distant expression. â€Å"I'm sorry,† she said pleadingly. â€Å"You have nothing to apologize for, Elena,† he said. â€Å"Stefan, I was dreaming about Damon,† she confessed. â€Å"You're right, Damon was important to me, and I†¦ miss him.† A muscle twitched at the side of Stefan's face, and she stroked his jaw. â€Å"I wil never love anyone more than I love you, Stefan. It would be impossible. Stefan,† she said, feeling like she might cry, â€Å"you're my true love, you know that.† If only she could reach out and show him with her mind, make him understand what she felt for him. She'd never ful y explored her other Powers, never ful y claimed them, but losing their telepathic connection felt like it might kil her. Stefan's expression softened. â€Å"Oh, Elena,† he said slowly, and wrapped his arms around her. â€Å"I miss Damon, too.† He buried his face in her hair and his next words were muffled. â€Å"I've spent hundreds of years fighting with my only brother, with us hating each other. We killed each other when we were human, and I don't think either of us ever got over the guilt and the shock, the horror of that moment.† She felt a long shudder go through his body. He sighed, a soft, sad sound. â€Å"And when we final y started to find our way back to being brothers again, it was al because of you.† His forehead stil resting on her shoulder, Stefan took Elena's hand and held it between both of his, turning it over and stroking it as he thought. â€Å"He died so suddenly. I guess I never expected†¦ I never expected Damon to die before I did. He was always the strong one, the one who truly loved life. I feel†¦Ã¢â‚¬  He smiled a little, just a sad twist of his lips. â€Å"I feel†¦ surprisingly lonely without him.† Elena entwined her fingers with Stefan's and held his hand tightly. He turned his face toward hers, meeting her eyes, and she pul ed back a little so she could see him more clearly. There was pain in his eyes, and grief, but there was also a hardness she had never seen there before. She kissed him, trying to erase that hard edge. He resisted her for half a second, and then he kissed her back. â€Å"Oh, Elena,† he said thickly, and kissed her again. As the kiss deepened, Elena felt a sweet, satisfying sense of rightness sweep through her. It was always like this: If she felt distanced from Stefan, the touch of their lips could unite them. She felt a wave of love and wonder from him, and held on to it, feeding the emotion back to him, the tenderness between them growing. With her Powers gone, she needed this more than ever. She reached out with her mind and emotions, past the tenderness, past the rock-solid love that was always waiting for her in Stefan's kiss, and delved deeper into his mind. There was a fierce passion there, and she returned it, their emotions twining together, as their hands held each other harder. Beneath the passion, there was grief, a terrible, endless grief, and farther stil , buried in the depths of Stefan's emotions, was an aching loneliness, the loneliness of a man who had lived for centuries without companionship. And in that loneliness was the taste of something unfamiliar. Something†¦ unyielding and cold and faintly metal ic, as if she had bitten into foil. There was something Stefan was holding back from her. Elena was sure of it, and she reached deeper into his mind as their kisses intensified. She needed al of him†¦ She started to pul back her hair, to offer him her blood. That always brought them as close as they could possibly be. But before he could accept her offer, there was a sudden knock on the door. Almost immediately it opened and Aunt Judith peeked in. Elena, blinking, found herself alone, her palms stinging from the speed with which Stefan had pul ed away from her. She looked around hastily, but he'd vanished. â€Å"Breakfast is on the table, Elena,† Aunt Judith said cheerful y. â€Å"Uh-huh,† Elena said, distracted, peering at the closet, wondering where Stefan had hidden himself. â€Å"Are you al right, dear?† her aunt said, her forehead creased with concern. Elena had a sudden picture of how she must look: wide-eyed, flushed, and disheveled, sitting in her rumpled bed and looking wildly around the room. It had been a long time since Stefan had needed to use his vampiric speed for anything as mundane as not getting caught in her bedroom! She gave Aunt Judith a reassuring smile. â€Å"Sorry, I'm stil half-asleep. I'l be right down,† she said. â€Å"I'd better hurry. Stefan wil be here to pick me up soon.† As Aunt Judith left the room, Elena final y caught sight of Stefan, waving from the lawn below her open window, and she waved back, laughing, the strange emotions at the bottom of Stefan's mind put aside for the moment. He gestured that he was going around to the front of the house and that he would see her in a minute. She laughed again and jumped up to get ready for the picnic at Hot Springs. It was nice to be the kind of girl who worried about getting grounded. It felt†¦ pleasurably normal. A few minutes later, as Elena, now dressed in shorts and a light blue T-shirt, her hair pul ed back in a ponytail, headed down the stairs, the doorbel rang. â€Å"That'l be Stefan,† she cal ed as Aunt Judith appeared in the kitchen doorway. Elena grabbed her beach bag and picnic cooler from the bench in the hal . â€Å"Elena!† Aunt Judith scolded. â€Å"You have to eat something before you go!† â€Å"No time,† Elena said, smiling at the familiarity of the argument. â€Å"I'l grab a muffin or something on the way.† She and Aunt Judith had exchanged these words, or similar ones, most mornings of Elena's years in high school. â€Å"Oh, Elena,† Aunt Judith said, rol ing her eyes. â€Å"Don't move, young lady. I'l be right back.† Elena opened the door and smiled up into Stefan's eyes. â€Å"Why, hel o there, stranger,† she said softly. He kissed her, a sweet touch of his lips on hers. Aunt Judith hurried back into the hal way and pressed a granola bar into Elena's hand. â€Å"There,† she said. â€Å"At least you'l have something in your stomach.† Elena gave her a quick hug. â€Å"Thank you, Aunt Judith,† she said. â€Å"I'l see you later.† â€Å"Have fun, but please don't forget Margaret's dance recital tonight,† Aunt Judith said. â€Å"She's so excited about it.† Aunt Judith waved good-bye from the doorway as Elena and Stefan strol ed toward the car. â€Å"We're meeting the others at the boardinghouse and caravanning to Hot Springs,† Stefan said. â€Å"Matt and Meredith are both bringing their cars.† â€Å"Oh, good, we won't be as crowded as we were yesterday. Not that I minded sitting on your lap, but I thought I might squish Celia in the middle,† Elena said. She turned her face up and stretched like a cat in the sunshine. A breeze tossed her ponytail, and she closed her eyes and enjoyed the sensation. â€Å"It's a gorgeous day for a picnic,† she said. The world was alive with birdsong and with the rustle of trees. A faint tracery of white clouds underscored the bright blue of the sky. â€Å"Would it be jinxing ourselves to say it feels like the kind of day where nothing could go wrong?† she asked. â€Å"Yes, it absolutely would be jinxing ourselves to say that,† Stefan said, straight-faced, unlocking the passenger-side door for her. â€Å"Then I won't say it,† Elena said. â€Å"I won't even think it. But I feel good. I haven't been to Hot Springs for ages.† She grinned with pure pleasure, and Stefan smiled back at her, but Elena was struck once again by that certain something new – something troubling – in his eyes.

Capsim Report

I. Executive Summary Erie Corporation has been founded in 2011 with the mission is to provide both reliable products for low-technology customers including Traditional and Low End segments; and premium- technology oriented customers including High End, Performance and Size segments. This business plan is written so as to provide the board of directors a detailed picture about the company’s strategies as well as the direction how we can implement these strategies. The plan consists of three parts. The first part is about the corporate objectives and strategy. In detail, at the end of year three, Erie aims to be one of the two leading companies in the market with a net profit of $10,000,000 and 25% of market shares of the whole industry. In addition, the company’s management expects to gain at least 30% of contribution margin for each product, to reduce 60% to 70% of total labor costs and 11. 8% of total material costs. Erie’s strategies are niche cost leadership and niche differentiation. In particular, while products in Traditional and Low End are oriented to operate under the niche cost leader, products in three remaining segments including High End, Performance and Size are aimed to follow the niche differentiator strategy. This is because while price is the most considerable criterion of customers in Traditional and Low End segments, this does not matter to the other three segments’ consumers as long as the products offered are premium-technology. To implement this strategy effectively, Erie should operate under the direction like this, besides revising products to meet customers’ expectation; the company set up a relatively low price for products in Traditional and Low End segments and vice versa for products in the three remaining segments. Simultaneously, the company will invest on capacity and automation gradually for all segments. This will bring to Erie a competitive advantage over other competitors in terms of long-term cost savings. In addition, maximum second shift capacity may be run as much as possible and a significant amount of money will also be spent on promotion and sales budgets so as to capture the highest possible percentage of market shares. Furthermore, Erie is willing to make losses at least in the first two years because in the remaining years of the simulation, when higher capacity and automation are ready as well as Human Resources and Total Quality Management functions are applied, Erie will become more competitive in the market and hence can make profit as the production costs will be minimized. Secondly, specific objectives, key performance indicators and strategy which are followed strictly the corporate objectives of all departments including R&D, Marketing, Production, Human Resources and Total Quality Management will be also set out. Finally, a back-up plan which might be utilized when there is trouble in the operation of the company’s products is also prepared. Under this plan, the failed product will be remained for two years instead of stopping its operation immediately so as to sell its remaining inventory and wait for the new product to be finished and could be sold to the market. Table of Contents Executive Summary 1 Introduction 4 Corporation Objectives & Strategies 4 1. Corporation Objectives 4 2. Corporation Strategies. 4 R&D Department 5 1. Objectives 5 2. KPIs. 5 3. Strategies. 5 Marketing Department 6 1. Objectives 6 2. KPIs. 6 3. Strategies. 7 Production Department 8 1. Objectives 8 2. KPIs & Strategies. 8 3. Strategies. 9 Human Resource Department 10 1. Objectives 10 2. KPIs & Strategies. 10 TQM Department 11 1. Objectives 11 2. KPIs & Strategies. 11 Finance Department 12 1. Objectives 12 2. KPIs & Strategies. 2 3. Strategies. 12 Back-up Plan 13 Conclusion 14 Reference 14 Appendix 15 II. Introduction Sensor industry is more likely an oligopoly because the products are high technological including cameras, biometric devices and labs-on-a-chip. In addition, there are only six firms dominating the market and the total demand for the whole industry remains stable which means that new firms cannot enter into the market. Furthermore, year after year, while customers’ expectations are becoming higher and higher, the products are getting older and price ranges are stricter. This indicates such a challenge for all companies in the market. A critical successful factor which can assist all companies to overcome this difficulty is that each company should choose an appropriate strategy to follow so as to succeed and become more competitive in the market. Recognizing this fact, Erie has chosen two strategies including niche cost leadership and niche differentiation that are appropriate for each types of segments. In this business plan, these strategies will be examined in depth and detailed actions of all Erie’s departments which are followed these strategies are also sketched out. III. Corporation Objectives and Strategies 1. Corporation Objectives By the end of year 3, Erie will: * Be one of the two leading companies in the sensor industry * Achieve net profit of $10,000,000 * Obtain at least 25% of market shares of the whole industry * Gain at least 30% of Contribution Margin for each product * Reduce at least 70% of the total labor costs and 11. 8% of total material costs 2. Corporation Strategies According to customers’ buying criteria of Traditional and Low End segments, prices are deemed to be the most considerable factor. In fact, respectively, the price ranges of Traditional and Low End take up approximately 23% and 53% over other criteria such as position and reliability. In other words, customers are willing to purchase low-tech products as long as their prices are relatively low. As a result, Niche Cost Leadership seems to be the most appropriate strategy for these two segments. On the other hand, prices are the most insignificant buying criterion in High End, Performance and Size segments. No matter how high the prices are, customers in these segments are more preferable to high-tech product. In particular, for the High End and Size segments, ideal position occupies 43% and products’ ideal age is 29%. Furthermore, reliability is the most important consideration to customers in Performance segment. Hence, Niche Differentiation is a proper alternative for these three segments. IV. R&D Department 1. Objectives * Meet customers’ expectations in all segments * Control R&D budgets for products in Traditional and Low End segments as low as possible * Continuously update products’ positions for High End, Performance and Size segments every year . KPIs * Keep R&D costs for in Traditional and Low End segments maximum at $1,000,000 * Invest minimum $1,500,000 for revising products in High End, Performance and Size segments 3. Strategies a. Traditional and Low End segments For these two segments, Erie decides to invest slightly and annually in performance and size while decrease the mean time before failure (MTBF) of products in year 1. After that, MTBF will be r emained stable during the first three years. | EAT| EBB| | Year 1| Year 2| Year 3| Year 1| Year 2| Year 3| Performance| 5. 7| 6. 4| 7. 1| 3| 3| 3. 2| Size| 14. 3| 13. 6| 12. 9| 17| 17| 16. 8| MTBF| 16000| 16000| 16000| 14000| 14000| 14000| Table 1: R&D investment for Traditional & Low End segment for the first three years b. High End, Performance and Size segments So as for customers to perceive the differentiation of our products in these three segments, performance, size and MTBF should exactly meet the customers’ expectations. Therefore, Erie decides not to launch the products in the first year. Since second year, when the products appear in the market, they will be revised annually in order to appeal to be younger in customers’ perception | Year 1| Year 2| Year 3| | ECHO| Performance| 8| 9. 8| 10. 7| Size| 12| 10. 2| 9. 3| MTBF| 23000| 24000| 24000| | EDGE| Performance| 9. 4| 11. 4| 12. 4| Size| 15. 5| 14. 6| 13. 9| MTBF| 25000| 27000| 27000| | EGG| Performance| 4| 5| 6. 1| Size| 11| 8. 6| 7. 6| MTBF| 19000| 20000| 20000| Table 2: R&D investment for High End, Performance and Size segment for the first three years V. Marketing Department 1. Objectives * Increase sales of 5 segments by 10% each year Increase demand over 10% each year * Reach above 25% of market shares for Traditional and Low End segments, and above 20% for High End, Performance and Size segments at the end of year 3 * Keep the sales forecast error of 5 segments fluctuate between 5% – 10% during three years 2. KPIs * Keep the price of products of Traditional and Low End segments lower than the av erage price of their price ranges; the ones of High End, Performance and Size higher than the average price * Remain the same prices of all products for the first three years, then slightly decrease all prices from $0. to $1 after year 3 * Maintain customer awareness and accessibility of 5 segments from 95% to 100% * Keep the forecast errors for 5 segments not higher than 200,000 units for Traditional and Low End segments; 50,000 units for High End, Performance and Size segments every year 3. Strategies a. Pricing Strategies * Traditional & Low End In a product life cycle, the introduction stage starts when development is complete and ends when sales indicate that target customers widely accept the products. The marketing strategies are ‘fully implemented during the introduction and should be tightly integrated with the company’s competitive advantages and strategic focus’ (Ferrell & Hartline, p210, 2008). Therefore, during the first three years, in light of cost leadership strategy, Traditional and Low End segments will be followed the penetration pricing approach, which is setting relatively low initial prices, so as to maximize sales, gain widespread market acceptance, and capture large market shares quickly. It means that, in order to comply with the low cost strategy, the prices of the segments are set below the average of their price ranges. In particular, the price of Eat, which dominates Traditional segment, is established at $21. 5 per unit compared to $25 of the average price, whereas the one of Ebb, which takes up majority of sales of Low End segment, is set at $18 compared to $20. (Refer to appendix 1b: Pricing Forecast for further details) This approach is suitable for these two segments because of two main reasons. The first reason is that the segments’ customers are price sensitive since prices outweigh such other elements as ideal position and reliability. The other one is due to the fact that R&D expenses are relatively low as customers do not pay much attention on the segments’ characteristics. * High End, Performance & Size Unlike to Traditional and Low End segments, High End, Performance and Size segments are pursued differentiation strategy; hence, price skimming approach seems to be an appropriate alternative. The rationale behind price skimming is to intentionally set high prices relative to competitors, thereby skimming the profits of the top of the market, recovering the high R&D and marketing expenses associated with developing new products. In other words, the prices of these three segments will be set above the average of price ranges and should be, at least, obtain the contribution margins of 30%. In detail, the prices of Echo, Edge and Egg is respectively set at $39, $34. 5 and $34. 5 for High End, Performance and Size segments compared to the average prices of $35, $30 and $30 of each price ranges. Refer to appendix 1b: Pricing Forecast for further details) b. Promotion and Sales Strategies Percentage of products’ awareness and accessibility, which reflect the number of customers who know the existence of a company’s products, and who can easily interact with the company, are determined respectively by each product’s promotion and sales budgets. In order to in crease demand up to 10%, our company, therefore, initially invests $3,000,000 in promotion budgets during the first two year, and $2,200,000 in sales budget of Eat and Ebb during three years because customer accessibility requires long time investment to achieve 100%. Since year 3, when customer awareness achieves over 100%, the investment in the promotion budgets will be scaled back to $1,500,000. For Echo, Edge and Egg, since they will be launched in the second year, there are only $1,500,000 invested in promotion budgets, and around $1,100,000 to $1,500,000 spent in sales budgets in the first year. However, when they are ready for sales, their promotion budgets will be increased up to $3,000,000, whereas their sales budgets will be invested up to $2,200,000 in the second year so as to encourage customers’ demand. (Refer to appendix 1d: Promotion and Sales Budgets for further details) VI. Production Department 1. Objectives: * Achieve a proper plant utilization * Control production costs effectively 2. KPIs By the end of year three, Production manager aims to: * Keep plant utilization ratio from 90% to 130% to minimize machine downtime cost and expensive 2nd shift charge * Decrease labor costs for all segments by 60% to 70% * Maintain overtime ratio at 0% * Minimize inventory carrying costs at maximum 25% of total production per year 3. Strategies a. Automation Due to the fact that each rate of automation will decrease labor costs by 10%, Erie will increase automation in all segments. Even though the costs of automation are high, this is such a short-term aspect. In long-term, the improvement in automation will bring a greater benefit because costs spent on automation just incurred once while the reduction in labor costs is annual. Therefore, Erie plans to raise automation rating for all segments so as to achieve rate at 7 for Ebb and 6 for all other segments in year 3 as set out in table below: | Year 1| Year 2| Year 3| Eat| +1| -| +1| Ebb| +2| -| -| Echo| +1| -| +2| Edge| +2| -| +1| Egg| +2| -| +1| Table 3: Production investment in automation level for 5segments the first three years b. Capacity Using an efficient amount of capacity can help the company to achieve economic of scale as well as to be consistent with the pricing strategy as set out by Marketing department. Furthermore, in order to satisfy higher demands as well as to follow sales forecasts of Marketing department, production manager plans to buy 600 units for Ebb; 300 units for each of Edge and Egg in year two. After that, in year three, 500 units of capacity will be purchased for Eat and Ebb. This will also help Erie achieve plant utilization ratio objective as mentioned above. | Year 1| Year 2| Year 3| Eat| -| -| 500| Ebb| -| 600| 500| Echo| -| -| -| Edge| -| 300| -| Egg| -| 300| -| Table 4: Production investment in capacity for 5segments the first three years Additionally, in case that there is a restriction for purchasing capacity like limitation in the maximum investment or unexpected increase in sales, second shift of capacity will be utilized as much as possible to maximize sales. At the same time, using second shift workers will also be chosen instead of first shift workers with overtime. The main reason is that while second shift workers are paid the same wage rate of addition 50% as first shift workers work on overtime, second shift ones are more efficient as they are not as tired. Moreover, the employee turnover rate is lower which can help Erie to keep talent workers and reduces future recruiting costs. Relying on second shift workers, Erie will also achieve its goal which is to keep overtime ratio at 0%. VII. HUMAN RESOURCE DEPARTMENT 1. Objectives The department intends to: * Increase Productivity Index by 5% * Lower Turnover Rate to 7. 5% in year 3 2. KPIs and Strategies: Erie plans to invest $4 million for Recruiting Spend and 40 training hours in both year 2 and 3 in order to support Production department reducing labor cost. However, 5% turnover rate is unavoidable annually because of retirement, relocation and weeding out poor workers. | Year 2| Year 3| Recruiting Spend ($000)| $ 4,000| $4,000| Training Hours| 40| 40| Table 4: HR investment in recruiting and training for workers the first three years VIII. TQM DEPARTMENT 1. Objectives By the end of year 3, Erie proposes to: * Reduce material costs by 11. 8%, labor costs by 14% and administrative costs by 60% * Shorten the length of time required for R&D projects to complete by 40% * Increase demand by 14. 4% for the product line 2. KPIs and Strategies For each initiative, Erie is planning to invest $1,500,000 in a 3 year cycle. In particular, in year 3, 4, 6 and 7, $1,500,000 will be invested in each initiative; while in year 5 and 8, there is only $1,000,000 budgeted for each initiative. The firm chooses an investment of $1,500,000 because expenditures beyond $ 4 million over 2 or 3 years in each initiative will lead to the diminishing returns. | Year 3| Year 4| Year 5| | Year 6| Year 7| Year 8| Process Management Budgets| | CPI Systems| $1,500,000| $1,500,000| $1,000,000| Vendor/JIT| $1,500,000| $1,500,000| $1,000,000| Quality Initiative Training| $1,500,000| $1,500,000| $1,000,000| Channel Support Systems| $1,500,000| $1,500,000| $1,000,000| Concurrent Engineering| $1,500,000| $1,500,000| $1,000,000| UNEP Green Programs| $1,500,000| $1,500,000| $1,000,000| | TQM Budgets | | Benchmarking| $1,500,000| $1,500,000| $1,000,000| Quality Function Deployment Effort| $1,500,000| $1,500,000| $1,000,000| CCE/6 Sigma Training| $1,500,000| $1,500,000| $1,000,000| GEMI TQEM Sustainability Initiatives| $1,500,000| $1,500,000| $1,000,000| Table 5: TQM investment in each initiative during 8 years IX. Finance Department 1. Objective By the end of year three: Avoid emergency loan * Achieve the cumulative profit between $15,000,000 to $20,000,000 * Utilize debt in investment effectively 2. KPIS * Maintain the leverage between 1. 8 to 2. 8 * Achieve the ROE ratios between 15% to 25% * Maintain closing cash position at around $12,000,000 to $15,000,000 each year * Maintain working capital day from 30 to 90 days 3. Stra tegies a. Emergency loan: In order to finance the maximum investment in the capacity and automation of the first three years, the highest amount of stocks and bonds will be issued in year 1 and continue to be considered issuing since year 2 in case of cash shortage. In addition, to sustain the loss in the first two years for capturing the market shares, a maximum amount of current debt will be borrowed in the first year. This in turn could avoid a 7. 5% of penalty for the emergency loan. After that, our company will continue to borrow a sufficient amount of current debt with the purpose to maintain our cash position at around 12,000,000 to $15,000,000. Besides, the credit for account receivable is set at 30 days so as to have a sufficient amount of cash to avoid emergency loan. b. Leverage The purpose of maintaining the leverage ratio is not to use too much retain earnings for funding the growth and avoiding a high amount of debt which can lead our company to a financial risk because of a significant amount of interest expense. In order to keep an appropriate leverage ratio, the total amount of debt will only be considered in the worst case. However, if the leverage is too high, the production investment needs to be scaled back. c. Cumulative profit So as to achieve the above expected cumulative profit, firstly, the day of working capital needs concerning and maintaining from 30 to 90 days. This in turn can protect our company from a risky position if problems occur as well as help us achieve a higher productive rate. Secondly, the expenditure for HR and TQM will be carefully calculated. Finally, the account payable policy is set at 30 days which will minimize significantly suppliers’ material withholding. Hence, our company’s profit can be improved in case of stock out because of lacking materials. X. Back-up plan Most companies have to confront with several unexpected and difficult situations during operating period. One of these difficulties could be that some companies might collapse as losing their ability to continue to compete with other competitors in some products. The reason for this would be that they no longer make enough sales to cover costs which lead to a decrease in market shares and an extreme financial loss as well. Therefore, in order to avoid this situation, Erie has developed a back-up plan in case that one of our products suffers serious loss. According to the BCG matrix, it is believed that Traditional and Low End segments might be in the ‘harvest’ stage since year 5. This is because these two segments have dominated a large proportion of market shares. Moreover, their growth rates start to decrease significantly for a long time of being operated in the sensor market. As a result, our company intends to adopt the exiting strategies when these segments begin to make relatively small profits or suffer serious loss. Instead, our company decides to develop and launch a new product which will be followed the differentiation strategy like High End and Performance segment since these segments are just in the ‘hold’ stage at that time, hence can catch up with other competitors’ products. XI. Conclusion In conclusion, relying on the application of such strategy, Erie’s products will be high-recognized in the market as they are revised regularly and efficiently. In addition, through the advantage of an initially significant investment, the company could become more competitive in the market as its production costs are minimized. Furthermore, by accepting a little bit of risky at about the first two years, Erie will gain a competitive advantage over other competitors in terms of long-term cost savings and hence could provide cheaper products and increase sales in later years. XII. Reference * Ferrel. O. C. & Hartline. D. M. 2008, Marketing Strategy 4e, South- Western Cengage Learning, the USA. XIII. Appendix 1. Marketing Forecast a. Sales Forecast | Year 1| Year 2| Year 3| Eat| 2,000,000| 2,200,000| 2,420,000| Ebb| 2,200,000| 2,420,000| 2,665,000| Echo| 430,000| 475,000| 525,000| Edge| 350,000| 385,000| 425,000| Egg| 400,000| 440,000| 485,000| b. Price Forecast | Year 1| Year 2| Year 3| Eat| $ 21. 5| $ 21. 5| $ 21. 5| Ebb| $ 18| $ 18| $ 18| Echo| $ 39| $ 39| $ 39| Edge| $ 34. 5| $ 34. 5| $ 34. 5| Egg| $ 34. 5| $ 34. 5| $ 34. 5| c. Sales Revenue Forecast | Year 1| Year 2| Year 3| Eat| $43,000,000| $47,300,000| $53,030,000| Ebb| $39,600,000| $43,560,000| $47,970,000| Echo| $16,770,000| $18,525,000| $20,475,000| Edge| $12,075,000| $13,282,500| $14,662,500| Egg| $13,800,000| $15,180,000| $16,732,500| d. Promotion & Sales Budgets | Promotion Budget (000)| Sales Budget (000)| | Year 1| Year 2| Year 3| Year 1| Year 2| Year 3| Eat| $3,000| $3,000| $1,500| $2,200| $2,200| $2,200| Ebb| $3,000| $3,000| $1,500| $2,200| $2,200| $2,200| Echo| $1,500| $3,000| $3,000| $1,500| $2,200| $2,200| Edge| $1,500| $3,000| $3,000| $1,100| $2,200| $2,200| Egg| $1,500| $3,000| $3,000| $1,100| $2,200| $2,200| . Production Plan PROUCTION PLAN Year 1 – 2011| | Eat| Ebb| Echo| Edge| Egg| NA| NA| NA| Total| Units sales forecast| 2000| 2200| 430| 350| 400| Â  | Â  | Â  | 5380| Inventory on hand| 189| 39| 40| 78| 62| Â  | Â  | Â  | 408| Production schedule| 1800| 2200| 400| 300| 340| Â  | Â  | Â  | 5040| Production after Adj. | 1782| 2178| 396| 297| 337| Â  | Â  | Â  | 4990 | Margins| Â  | 2nd shift production %| 0%| 57. 10%| 0%| 0%| 0%| Â  | Â  | Â  | Â  | Labour cost/unit| $8. 22 | $8. 26 | $9. 39 | $9. 39 | $9. 39 | Â  | Â  | Â  | Â  | Material cost/unit| $10. 96 | $7. 63 | $15. 53 | $15. 45 | $13. 3 | Â  | Â  | Â  | Â  | Total unit cost| $19. 18 | $15. 89 | $24. 92 | $24. 84 | $22. 62 | Â  | Â  | Â  | Â  | CM| 10. 8%| 11. 7%| 36. 1%| 28. 0%| 34. 4%| Â  | Â  | Â  | Â  | Physical plant| Â  | Total| 1st shift capacity| 1800| 1400| 900| 600| 600| Â  | Â  | Â  | 5300| Buy/sell capacity| –| –| –| –| –| Â  | Â  | Â  | Â  | Automation rating| 4| 5| 3| 3| 3| Â  | Â  | Â  | Â  | New automation rating| 5| 7| 4| 5| 5| Â  | Â  | Â  | Â  | Investment| $7,200 | $11,200 | $3,600 | $4,800 | $4,800 | $0 | $0 | $0 | $31,600 | Workforce| Last year| Needed| This Year| 1st shift| 2nd shift| Overtime| Â  | Max Invest| 32,694 | Completement| 700| 820| 820| 705| 115| 0%| A/P Lags| 30| (days)| 3. Profo rma Financial Statements a. Balance Sheet PROFORMA BALANCE SHEET| ASSETS| | Cash| 28034| Accounts Receivable| 10240| Inventory| 1055| Total Current Assets| 39328| Plant & Equipment| 145400| Accumulated Depreciation| (47626)| Total Fixed Assets| 97774| | Total Assets| 137102| | LIABILITIES & OWNER'S EQUITY| Accounts Payable| 7699| Current Debt| 20341| Long Term Debt| 60694| Total Liabilities| 88734| | Common Stock| 32060| Retained Earnings| 16308| Total Equity| 48368| Total Liabilities and Owner's Equity| 137102| b. Cash Flow Statement PROFORMA CASH FLOW STATEMENT| Cash Flows from Operating Activities| | Net Income (Loss)| (13274)| Adjustment for non-cash items| | | Depreciation & Writeoff| 9693| Change in Current Assets and Liabilities| | | Accounts Payable| 1116| | Inventory| 7562| | Accounts Receivable| (1933)| Net cash from operations| 3165| | Cash Flows From Investing Activities| | Plant Improvements| (31600)| | Cash Flows from Financing Activities| | Dividends Paid| | Sales of Common Stock| 13,700| Purchase of Common Stock| | Cash from long term debt | 18994| Retirement of long term debt| | Change in current debt (net)| 20341| | Net change in cash position| 24600| | Starting cash position| 3,434| Closing cash position| 28034| c. Income Statement PROFORMA INCOME STATEMENT| Product Name| EAT| EBB| ECHO| EDGE| EGG| Total| Sales| 42385| 39600| 16770| 12075| 13757| 124587| | Variable Costs| | Direct Labor| 16227| 18156| 4043| 3284| 3748| 45458| Direct Material| 21632| 16771| 6682| 5403| 5279| 55768| Inventory Carry| 0| 33| 18| 75| 0| 127| Total Variable Costs| 37859| 34960| 10743| 8761| 9028| 101352| | Contribution Margin| 4520| 4640| 6027| 3314| 4729| 23235| | Period Costs| | Depreciation| 3120| 3173| 1320| 1040| 1040| 9693| SG&A: R&D| 269| 0| 1000| 1000| 1000| 3269| Promotions| 3000| 3000| 1500| 1500| 1500| 10500| Sales| 2200| 2200| 1500| 1100| 1100| 8100| Admin| 365| 341| 145| 104| 119| 1074| Total Period Costs| 8955| 8715| 5465| 4744| 4759| 32637| | Net Margin| (4429)| (4075)| 562| (1431)| (29)| (9402)| | Other| 1635| EBIT| (11037)| Interest| 9384| Taxes| (7147)| Profit Sharing| 0| | Net Profit| (13274)| d. Cash Budget CASH BUDGET| | Total| Beginning cash balance| 3,434| Cash from operations| 3,165| Total Available Cash| 6,599| Less:| | Capital expenditures| (31,600)| Interest| (9,384)| Dividends| 0| Debt retirement| 0| Other| (1,635)| Total Disbursements| (42,619)| Cash Balance (Deficit)| (36,020)| Add:| | Short-term loans| 20,341| Long-term loans| 18,994| Capital stock issues| 13,700| Total Additions| 52,035| Ending Cash Balance| 16,015|

Bullying and Social Deviance Essay

The topic I have chosen resonates with me personally as I have experienced it firsthand. I also think it is a topic that many can relate too. I know a lot of people have either been bullied, been the bully or witnessed it themselves. I have chosen bullying and how it is a social deviance. Bullying cane be defined as the use of power and aggression to cause distress or control another. Bullying itself manifest in all ages, from children in grade school all the way through adult hood. I have seen it and the effects of it, no good comes from bullying. I also know that while yes it can stem from some sort of discrimination it does not always target a certain race, sexual orientation or gender. Bullying has a huge spectrum; those previously listed can be reasons why but so can your social status, culture or even the brand of clothing you wear. Most of these reasons are out of anyone’s hand, people are usually born into these circumstances no one chooses to be a person of color nor do they choose their sexuality, contrary to what some believe. I believe personally that bullying is the worst as you are going through school. You are still trying to figure out who you are and that last thing you need is someone trying to tell you that. Also, bullying today is far different because now we have the cyber realm to consider. Everything from shopping to communicating to people abroad can be done via the web and social media unfortunately plays a significant role in our lives. Now with that said, you can literally be bullied from the comfort of your own home which should be a safe zone. You can be a target for many reasons, body image, sexuality and the list goes on but the question is how do we stop it? How do we prevent children from cyber bullying? What should the punishment of this be, if any? Throughout the course we learned how different theories and perspectives better help us explore and define the different deviances that people demonstrate. One of those theories that goes hand and hand with bullying is the labeling theory and that is for obvious reasons. The labeling theory is a theory in which the rule making and the reactions to the rules that are being broken (Goode, 2011, pg.52). The way this correlates to bullying is basically with every action there is a clear and opposite reaction. An  example of this would be someone is bullied day in and day out now they want to either hurt themselves to escape the torment or the victim wants revenge. So now we have a reaction to the action which is the bullying. Therefore it has a snow ball effect of another deviant behavior because personal harm to either party is involved. According to the article by Douglas Vanderbilt and Marilyn Augustyn there are a plethora of effects from being bullied. Bullying is in fact a major problem for children, â€Å"There are well-defined risk factors for bullying that are individual and social. Beyond the immediate trauma of experiencing bullying, victims are at high risk of the later physical and emotional disorders† (Vanderbilt & Augustyn, 2010). There are multiple rules that are broken when it comes to bullying, basic human rights are violated, and discrimination may even take place among many issues. Bullying leaves significant trauma on people as stated from the article this is both physical and emotional. The issues that can arise from this are vital and preventing bullying is the key. As stated in the article as well, there are signs of bullying by both the bully and the victim. Recognizing them could be huge in protecting someone and possible getting the bullies themselves help as well. As we transition into the topic of bullying and victimization the College of Family Physicians of Canada published an excellent article to review the epidemiology, identification, and management of bullying and victimization among people in their primary setting. This article presents a review of bullying and associated symptoms, a tool for assessing bullying involvement, and an overview of intervention and management. â€Å"With an increased awareness and understanding of bullying as a health problem, physicians can play an instrumental role in identifying people involved in bullying and providing them with the support needed to develop healthy relationships† (Lamb, Pepler, & Craig, 2009) If we have children that are targeted early on in life this could have long term effects on them so it is crucial they get the help needed to develop healthy relationships. By doing so we will be setting people up for success which is only fair since they were cheated from it. Although not everyone that is bullied will need help it all varies on the person themselves and the extent of the bullying that took place. By utilizing the labeling theory we can see how such basic rules are broken, but what is broken is also fixable. The problem needs to be addressed in order to do that. The next theory  will be the functionalist theory. Functionalism adopts a consensus paradigm: Harmony is the rule, and a disruption of that harmony calls for steps to reestablish peace and tranquility. (Goode, 2011, pg. 58) We can examine what made the individual become a bully. This could have stemmed from a dysfunctional family life, maybe this person saw their parent be bullied by the other, or a parent (s) bullies the children. There is a good chance that bullies themselves face a disarray of issues at home that cause internal pain and anger, as a result they attack others. Once we have identified this dysfunction and acknowledge that there is a problem we can then fix it. I believe that nine times out of ten someone doesn’t wake up and become a bully, they are taught it. People are not born hating, it is something that is taught, and this particular habit is probably picked up at home unfortunately. It has a ripple effect, this habit is picked up at home and brought to school or the work place and so on as so forth. (Swearer, Espelage, Vaillancourt, & Hymel, 2010) This article addresses what can be done once bullying has occurred which is very important. Bullying sometimes is not preventable and it can happen but the important thing is once it does what is done to rectify the issue. Creating a safe work place and learning environment is vital. Also, stating in any clauses or work environment rules that bullying is not and will be tolerated. People should feel safe when they are either at school or work, no one should have to feel uncomfortable because this atrocity is tolerated. This also covers how a person is not born a bully but created. This is a learned behavior, it is taught to prey on the weak and defenseless because they make easy targets. It is all a part of the theory of bullying. Choose someone that you know won’t put up a fight this in turn makes you feel better about yourself, superior almost. If this happens in a school the child could be threatened with detention or even suspension. The work place can have a similar type of punishment, suspension without pay is usually enough to stop someone for being a bully. Lastly, the conflict theory will help me further explore the issue of bullying. In contrast to functionalism, the conflict theory sees groups with competing and clashing interesting, â€Å"they see struggles between and among categories, sectors, groups, and classes in the society, with winn ers and losers resulting from the outcome of these struggles† (Goode, 2011 pg. 58). The conflict theory is probably one of the strongest  out of the three to better identify this issue. With the cyber realm playing such a pivotal role in our daily routine bullying has become essentially easier to do (Sabella, Patchin, & Hinduja, 2013). A person can literally be bullied from their own home, so where is the safe zone? Cyber bullying is so much easier with all the social media. Unfortunately this is the society we live in with smart phones and computers ruling our social life. The competing and clashing of people attacking one another is simple. The sad part is strangers can jump upon the bullying bandwagon and the next thing this victim knows they have dozens of people attacking them instead of one. Once this happens the victim can suffer tremendously. Not only are they being attacked at school or work but at home and it is spreading like wild fire. This has a huge effect on the victim’s self-esteem and as previously discussed this could have long term harmfu l effects on them. â€Å"Previous research on traditional bullying among adolescents has found a relatively consistent link between victimization and lower self-esteem, while finding an inconsistent relationship between offending and lower self-esteem† (Patchin & Hinduja, 2010) This is why it is important to know what bullying is, how to stop it and once someone has been victimized how to get them proper help. Throughout this course we learned a number of ways to identify different deviances. We learned out to categorize them and better explore them by using different concepts and theories. By utilizing the labeling, functionalist, and conflict theory I was better equipped to research bullying and connect it as a social deviance. Once that was established the research articles supported the thesis. Bullying is an awful problem that causes far more harm than good and can lead to many problems down the road. While it is an unfortunate issue it is preventable and not a permanent problem. It is important that people feel and are not victimized once they seek help. I know firsthand that bullying can create long term problems but with the right help and assistance it can also be stopped. It stops with people taking stand and fighting for the ones that cannot figh t for themselves. Again, people are not born hating and being cruel it is taught so if they are taught to hate they can learn how to be kind. References: Sabella, R. A., Patchin, J. W., & Hinduja, S. (2013). Cyberbullying myths and realities. Computers in Human Behavior, 29(6), 2703-2711. Vanderbilt, D. (2010). The Effects of Bullying. Pediatrics and Child Health, 315-320. Lamb, J., Pepler, D. J, Craig, W. (2009). Can Fam Physician. Apr 2009; 55(4): 356–360. Swearer, S. M, Espelage, D. L., Vaillancour, T., Hymel, S. (2010) What Can Be Done About School Bullying?. Eduational Researcher, pg 38-47 Patchin JW, Hinduja S. Cyberbullying and self-esteem. J Sch Health. 2010; 80: 614-621 Goode, E. (2011). Deviant Behavior (9th ed.). Upper Saddle River, New Jersey: Prentice Hall, Inc.

Netflix Essay Example | Topics and Well Written Essays - 1500 words

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Character analysis of the book Crooked letter, crooked letter by Tom Essay

Character analysis of the book Crooked letter, crooked letter by Tom Franklin - Essay Example The novel, â€Å"Crooked Letter, Crooked Letter† can be considered as a literary piece catering the themes of a thriller. However, at the same plane, the novel is undoubtedly one of the powerful redemptive studies of characters which make it a psychological tale as well. This essay intends to explore the subtle intricacies of human character presented in the novel, â€Å"Crooked Letter, Crooked Letter† and therefore forms one of the best suitable and apt formative studies for the character analysis. At the outset of the novel, the readers are introduced to a masked man mysterious in nature committing various crimes. However, browsing through the pages of this crime thriller, any sensible mind would be easily able to judge the novel from a different realm as well. An undefined story of friendship lies at the centre of the novel which generates a different flavor for the novel. At this paradigm, the readers are introduced to two characters quite opposite to each other. The characters are Silas Jones, who was called â€Å"32† a name he got from his jersey in high school athlete team and the lonely, Larry Ott. He also receives a nickname but quite opposite to Jones. He receives the name of â€Å"Scary Larry† after the lineage of the boy with the disappearance of a girl whom she takes for a drive and a date. However, with the development of the novel, the characters conceived by Franklin appear to be quite credible characters with much impression from the real life and flawed by the pragmatic traits of mundane human nature. Larry Ott is a white from a lower-middle-class family and Silas Jones was a black boy who used to stay in a cabin at rent within the premises of the property owned by Larry’s father. Silas was a poor boy from a sole black mother. Their childhood was therefore marked by a total difference of socio-economic parameters and they used to hardly interact with

Homework 1 Essay Example | Topics and Well Written Essays - 500 words - 1

Homework 1 - Essay Example presentative written work execution evaluations and relying upon the quantity of individuals being assessed, it can take hours to compose the divisions Performance Appraisal (PA) additionally hours meeting with staff to audit the PA. Other reason of avoiding this might be Demoralization. On the off chance that the methodology is not an average experience, it can possibly dishearten staff. The methodology needs to be one of consolation, uplifting feedback and a festival of a year of achievements. Another reason can be Conflicting Message. In the event that a manager does not keep notes and exact records of worker conduct, they may not be fruitful in sending a predictable message to the representative. We all battle with memory with as occupied as we all are so it is discriminating to archive issues (both positive and negative) when it is crisp in our personalities so we have it to survey with the worker at execution evaluation time. Biasness may also a reason to avoid performance mana gement. It is hard to keep biases out of the PA procedure and it takes an extremely organized, target methodology and an adult chief to stay fair-minded through the methodology. Execution examination rater blunders are regular for chiefs who survey execution so understanding characteristic inclinations is essential to reasonable assessments. ("Advantages and Disadvantages of Performance Management." Smart Church Management.) The main three objectives of performance management are genuinely steady crosswise over respondents, with circulation of prizes, expanding singular responsibility and enhanced money related and operational results beating the rundown. Overwhelmingly, the top test confronted by associations was that managers are not able to have troublesome execution talks. Representative view of execution as a HR methodology and poor objective setting surfaced as the second also third most noteworthy difficulties. ("EXTRACT: Performance Management."The Role of the Manager in Homework 1 Essay Example | Topics and Well Written Essays - 250 words - 1 Homework 1 - Essay Example The hatred comes from Americans trying to convert them to a better way of life, the life of democracy. However, American democracy will not work in the Middle East†¦ever. It is a different culture. We need to respect the differences, instead of trying to make the world see things the American way. Israel is another issue that can be used to attack America. Israel was not given to the Israelis. The Palestinians have been ruled by European countries for centuries before the British pulled out. The Arab countries of Iraq, Iran, Jordan, Syria, and Egypt to name a few attacked the newly formed Israel. The Israelis forced them back. The Occupied Territories were taken by Israel in a war started by their neighbors. If America did not back Israel, they would be hypocritical. America would have to look at giving back states like Texas, New Mexico, and other southern states to Mexico, if they backed the Palestinian cause. U.S. political elites feel that if the Palestinians are so miserable they should immigrate to a neighboring Arab state. The Arab states and Palestinians attacked Israel first. Israel just defended themselves is the attitude. The real reason that the U.S. is committed to Zionism and the State of Israel is it provides an ally in the Middle East. After all of the brave sentiments about freeing people and democracy, the United States has to have put their own interest first. As long as the U.S. supports Israel, the United States can influence the

Latin America Essay Example | Topics and Well Written Essays - 500 words - 1

Latin America - Essay Example One of the features is the central lowlands. The others are the eastern region’s extensive highlands of Guiana and Brazil and the third is the Andes. The Andes for instance comprise ranges of mountains that are Cenozoic that resulted from the active convergence of the Pacific tectonic plates and the American tectonic plates (Gritzner, 2006). The Latin America is widely reputed for its extensive tracks of fertile lands all across the continent and also with sites rich in rare minerals and stones. There are in addition to these, a plethora of water bodies all across the Latin America in the form of rivers, lakes, streams, and so coupled with beautiful sceneries. The nature of the geography of Latin America has been more beneficial to the people living in the region than it has been detrimental. For one, the geography is one that attracts habitable/ suitable climates where populations and crops can thrive. There is a lot of rainfall experienced in the region throughout the year and with the fertile soils of the lands, agriculture in the region continues to boom. The region therefore because of its geography is food sufficient with the surplus exported to other areas for foreign exchange. Furthermore, as already stated, the geography of the lands boasts rocks that contain a number of minerals such as copper, tin and mercury from the Altiplano, that are mined for monetary value (Webb, 1972). Because of this good geography too, the Latin America has provided a suitable habitat for wildlife species such as in the Amazon that continue to elicit great tourism revenues. Other natural beauties of this geography such as the Iguazu falls in Argentina and the Perito Moreno glacier also bring in millions of tourists to the region annually. Because of all these activities that have been facilitated by the generous geography of the area, the region continues to experience great economic growth and the improvement of standards of living of the

Perfect Competition Model Research Proposal Example | Topics and Well Written Essays - 1000 words

Perfect Competition Model - Research Proposal Example Markets become perfectly competitive when they contain all of the following features and fail to be termed as perfectly competitive due to the absence of one or more requirements of the perfect competition model. The steel market may be termed as perfectly competitive as it has all of the following features: The products are homogeneous, i.e. the products are not differentiated from each other in any aspect such as color, scent, packaging etc. Buyers cannot distinguish between products of different producers, that is why there is little or no incentive for firms to spend on advertising or marketing. There is the existence of "Omniscience", i.e. all the buyers, sellers, workers etc. have perfect knowledge of market conditions, whether it be the price charged by all the producers or the wages offered to labor etc. Firms cannot earn supernormal profits in the long run. As there are no barriers to entry, any supernormal profits (earned in the short-run) attracts more suppliers into the industry causing the supply to increase until the point the profit is completely driven off and the industry comes to its equilibrium position. Similarly, in the case of subnormal profits or loss (in the short-run), some firms will leave the industry, shifting the industry's supply curve to the left, raising prices and helps the firm earn normal profits in the long run. FIGURE 1 The likely impact on the profits of steel producers of the rise in the world price of steel from 2002-2004 The likely impact on the steel producers of the rise in the world price of steel is that there was a rise in the revenue earned by steel manufacturers. Since the steel market may be termed as perfectly competitive, there is little that the manufacturers can do to differentiate their product (i.e. steel), however, they can sell there entire output or whatever output they wish to sell at the current market price. As shown in Figure 1, the demand for a company is perfectly elastic, it has to sell whatever output it wants at the current market price only if the company decides to increase its price its demand may fall tenfold or even to zero. Between the period 2002-2004, there was a sharp increase in the demand for steel, at the same time there was also a noticeable increase in the production of steel with China emerging prominently as a large manufacturer and with high demand as well.  

Analysis and Interpretation Essay Example for Free

Analysis and Interpretation Essay Data analysis and data interpretation are closely related, but have different meanings. Lets first define the meaning of the word data. Data is defined as factual information that can be used as a basis for reasoning, discussion, or calculation. There are several different types of data. It can also be defined as information output by a sensing device or organ that includes both useful and irrelevant or redundant information and must be processed to be meaningful. Now that data has been defined, in order to put together the meaning and uses of data analysis and interpretation, analysis and interpretation would need meaning and definition as well. Analysis is a word that is used to define separation or breakdown of something whole into its separate components. In reference to data, data analysis is a breakdown of information and facts that were compiled or processed to form data. Data analysis includes inspection of data, cleaning, transforming, and modeling data to form supportive information. Data analysis is a process that contains several phases. There are two parts that are clearly defined, that is initial and main data analysis. Data cleaning is a relevant procedure that is is used to ensure the high quality of data and the opportunity to make corrections to any incorrect or improper data. During this process data is documented, corrected, and saved. An example of data analysis would be individuals’ submitted answers to a survey or poll. Their submissions would be processed to form data. So all of their submissions would be the data analysis. The results of the poll or survey would lead to interpretation. Interpretation involves action. Data interpretation is applying statistical procedure to analyze specific facts from a study of body of research. It is the act or result of interpreting. It can be described as an explanation of results or reasoning. Interpretation is used to define data or justify actions due to received data. It is often used in the same sense as the word translation or decoding. Initial data analysis is the process of taking collected or gathered data, process it and develop conclusions and useful information. There are some guidance questions that can be used to frame this process. The first question is, what is the quality of the data,. The quality of data is very pertinent to leading to the interpretation of data. We would want to review the quality of the data as early on in the process as possible. Next, we want to know the quality of measurements. According to the data being used, we want to be sure to use the proper method of measurement for accuracy. Keeping in mind, the intentions and purpose of collecting the data, we should check the success of data analysis. If the purpose was not met, one should check data sampling and make sure none of the data was compromised to manipulate the results. If the process was successful, the results can be interpreted in a form that will present either a confirmation or exploratory approach. It is best to do this prior to collecting the data. Confirmatory would present clear hypotheses about the data, while exploratory can involve multiple models used to find ideas for a theory, but not to test that theory. Confirmatory can be used to test theory and can prove to be more informative. Interpretation of data involves taking the raw facts, explaining the meaning or significance of data gathered. When the data is gathered and has been analyzed, one can take the findings and process them to have meaning. What that analyzed information means is the interpretation. There are different examples of data analysis and interpretation. As mentioned earlier, poll and survey, research studies of data samples. The results of data interpretation can be presented as a number, a statement, an explanation, or visually on a chart or graph for easier comparison. This method can be said to be a correlation method. This occurs when two or more sets of data are compared to see if there is in fact some relationship between two or more sets of data. Descriptive statistics is another type of interpretation. Mathematically referred to as the average number in a set. This method is used to get an individual’s final grade, as an example. This can also be used as a guide on a growth/height chart. Referenced when many people shop to make sure they are not paying or offering above or below average. Regression coefficient is used to establish the cause of correlation or the relationship between two sets of data. Many professional employed by major companies, financial, medical, and, educational field use this method for different uses. Financial companies use data analysis and interpretation to set rates and increase productivity. Medical professionals perform data analysis on individuals and on large population of people. They use this information to keep up with average age, weight, or even regional location of a specific disease or disorder. Educators use data analysis and interpretation not only to evaluate existing or potential students, but also as a way to keep track of the enrollment of students. They track how many students enroll and transfer to another school, the graduation and dropout rate. They also are able to compile data to accommodate students and set tuition rate and introduce or discontinue certain courses. All three of the aforementioned fields, also use this data method to present themselves to the public. Their funding also depends upon the information gathered from research and planning according to their results of data analysis and interpretation. We see evidence of data analyst and interpretation numerous times a day. Insurance quotes, medicine dosage, gas prices, even the order in which items are placed on the shelves in grocery stores. A study has been done to find out how to make consumers spend more when they shop. Grocers and retailers have used this study to arrange their products and to make changes to their store layout, to become more appealing to shoppers.

Transformational leadership

Transformational leadership Introduction: Leadership can be described as an important quality of a person, a vital attribute for an organisation or a key source for an effective team towards attaining success. In these ways, leadership occupies its space in different fields and proves to be important in several aspects. The role of a leader is very important in a management field in terms of taking the organisation towards success or failure, as Drucker (1985) defines Management is doing things right; leadership is doing the right things. According to Cox (2001), the leadership has been classified into two types: Transformational and Transactional. This differentiation was initially made by Downtown (1973, as cited in Barnett, McCormick and Conners, 2001). Transformational leader to be briefly explained is the one who possess a good vision and commitment towards success and motivates his followers and encourage them to increase their work potential. Whereas a transactional leader works in a task oriented manner and behave rigid with no place for personal emotions. In this modern world, business culture changes more rapidly prior to time and it is mandatory that skill and custom of the leadership has to adapt these changes. Heiftz and Laurie (1997) claim that: Instead of maintaining standard, leaders have to challenge the style of doing business and facilitate others in order to distinguish immutable values from historical practices that must go. In this essay, certain counter arguments for transformational leadership are critically analysed and a position has been adopted that transformational leadership is better in the current business atmosphere. The reasons are articulated with characteristic feature of transformational leadership. This is further justified with the explanation of some successful facts about notable transformational leaders and their success in their business. Criticisms of Transformational leadership: ransformational leadership being one of the best leadership models has some criticisms regarding several factors like personality, complication, clarity and other factors. Johnson and Kepner (2002) explain the key criticism within transformational leadership is that, it possesses high probability for the abuse of power. This is concerned with morality of leadership, as in terms of emotional perspective a transformational leader influence his follower. If the direction or the path tends to be in wrong track, then it would result in bad consequences. Further Bass (1997) notifies that, transformational leadership lacks the quality of ensuring and balancing the respective interests and influences that might facilitate to avoid dictatorship and minority suppression. Some notable examples of this model are Adolf Hitler, Osama bin laden and Rev Jim Jones who was the main role in massive Jonestown suicide. These are the people considered to be the negative side of transformational leadership . The second critic is that, transformational leadership is more often concentrated in developing an individual personality trait rather than a conduct through which people may be instructed (Bryman, 1992). This result in a difficult situation to train people in this approach, as most of the people will find complicated to adopt this quality. Since transformational leadership is a combination of several leadership models, it is more complicated to understand the concept and teach. In a transformational leadership, the leader is considered as a visionary idol and the leader involve in the business process along with his followers. This creates a dilemma in viewing the leadership in a trait perspective. The third critic provided by Avolio (1999) is that, the transformational leadership is discriminatory and autocratic. This further brings to another critic, the lack of conceptual clarity. The transformational leadership covers a wide range of activities like motivation, inspiration, buil ding trust and furthermore, this creates confusion in terms of concept when compared to other leadership model, as Bryman (1992) pointed out that transformational and charismatic leadership are often considered to be identical with respect to their qualities. The fourth argument is about dimensions of transformational leadership as not clearly mentioned. A scientific research by Tracey and Hinkin (1998) has shown considerable intersections among the dimensions of transformational leadership; it notifies that the dimensions are not clearly defined and complicated to measure. The final critic deals with regards to ethics, describing that transformational leadership suppresses the minorities of an organisation. Keeley (2001) believes that the only way to prevent harm done to the followers by the managers is to avoid the managers from uniting towards a common interest or goal. This ethical statement put forwards an action which is contradictory of what transformational leaders are suppo sed to do. These are some of the critical arguments by various researchers in the business field. The upcoming statements provide a justification for transformational leadership and some counter arguments for the above given critical statements. Justification for transformational leadership: Reviewing the critics arguments, a question arises whether the transformational leadership could be followed by an organisation to run efficiently. A position has been adopted for transformational leadership in this essay and the facts are described and clearly articulated. The first point of criticism review the morality and misleading of power by transformational leadership. Bass (2006) explains the classification in transformational leadership as socialised and personalized characteristics in the book Transformational leadership. The leaders using their abilities to inspire and lead their followers to a wrong path are termed to be pseudo transformational leaders. They possess similar elements as that of transformational leaders, but the motive would be personal and exploitative. It depends upon the individual characteristics in determining or choosing their motive and path, the concept of transformational leadership cannot be blamed. People regarding pseudo transformational model were discussed in the previous section; some examples of leaders who led a constructive path of transformational leadership are Mahatma Gandhi, Nelson Mandela etc. Transformational leadership concentrates in developing individual personality trait and it is difficult to understand and teach the concept was another critic. The significant feature of transformational leadership is that, it concentrates the development of follower and tries to enrich their personality. It encourages and involves inspiring followers to commit to a shared vision and goal of the organisation. A transformational leader encourages others to become leaders; as a result the entire organisation will be filled with people possessing effective leadership qualities, Kelly (2003). Furthermore, transformational leader motivates his followers to be innovative in problem solving and develop followers leadership qualities by coaching, mentoring and providing both challenge and support. According to (Leithwood, as cited in Cashin et al, 2000, p.1) Transformational leadership is that which: helps to redefine an individual mission and vision, thereby renewing their commitment and re structure the system for accomplishing the goal. This result in a mutual co-ordination within a leader and follower, where the follower grooms his qualities of leadership and the leader transform himself as a moral agent. Hence transformational leadership must be grounded in moral foundations. Regarding the issue about conceptual clarity, transformational leadership has much in similar characteristic features as that of charismatic leadership. The charisma is a part of transformational leader, it is considered to be a factor which correlates with idealized influence (one of transformational leadership 4Is). It is generally classified as socialized and personalized categories. For an organisation to perform better, Howell and Avolio (1993), authentic charismatic or transformational leaders must be socialised leaders. Under transformational leadership, there are four vital organisational activities performed. Making a compelling case for change in order to heighten followers sensitivity towards organisational change, inspire shared vision in order to attain new and better future, leading new changes and embedding the same. Certain critics notice transformational leadership as discriminatory and autocratic and a questionnaire whether it is directive or participative. Weber (1 947) emphasized that during the period of crises transformational leader directed dependent followers with essential solutions towards the problem; high inspirational leaders were extremely directive in terms of their process and approach. This clearly illustrates that, depending upon the situation a leader has to be either directive or participative in order to perform the task efficiently. The issues concerned to dimensions of transformational leadership, the multifactor leadership questionnaire (MLQ) by Bass and Avolio (2000) provides a solution for this critic. The MLQ is used in measurement or determination of the dimensions for this leadership, which are Idealised influence, individualized consideration, inspirational motivation and intellectual stimulation. The ethical issue about the transformational leadership is about suppressing minorities. Being researched for over 25 years, in transformational leadership the objective is to convert individual attention towards larger cause. It results in transformation from selfishness to cooperative concern. The significant feature of this leadership model is that, it focuses on common goal (Ethics, 133). An effective team work is concentrated where majorities and minorities are in the same platform to attain an objective. Successful Transformational leaders: Transformational leadership model proves to be efficient not only in business, but in all other sectors where it is implemented. In order to strengthen the position of transformational leadership, so examples from the past and present are portrayed in this essay. In a historical perspective, Yates (2002) describes about Genghis khan. During the late 12th and 13th century, this man struggled for the unification of the Mongol tribes, which was one of the largest land empires. The mode of leadership used was transformational at that period of time. In terms of business field, Lou Gerstner- the former chairman and CEO of IBM is one of the best examples for transformational leadership. One of the notable events at IBM under Gerstner leadership is: recovery from the companys loss of $1.8 billion in 1993 and making IBM as one of the largest private corporation in IT sector during that period of time. Sheppard (2002) describes that, Gerstner completely rectified the organisational culture an d took IBM to certain heights. Regarding the field of government and military contexts, General Colin Powell overcame the notorious racism in United States military and amidst low expectations became the United States chiefs of staff in 1989. He is the first Afro-American to become the U.S Secretary of State in 1991. Chekwa (2001) notifies that with the vision and qualities of transformational leader, Powell attained this position. Conclusion: The image and the research concerned to transformational leadership might be relatively recent, but demonstration and research of its characteristics and features has been done years back. It is proved thattransformational leaders have great capability to increase the performance beyond expectations and thereby able to make massive changes among individuals and organizations. In this essay, analysing most of the critics statement it has been justified that transformational leadership is stated to be better in a business perspective. When compared with other leadership styles like transactional or autocratic, transformational leadership addresses an individual needs, while the transactional leadership addresses the organisational process and the functioning is more often considered to be monopoly in nature. The decisions made are concerned only with the leader, success and failure occurs in an equal probability. While transformational leadership indulges effective team work, the leader motivates his follower and provides constructive feedback. The significant feature is that, feedback is expected from the follower too thus creating a two way communication. In the current world, transformational leadership is highly recognised and practised by executives in modern organisation. The current business scenario is influenced by insecurity, global commotion and organisational volatility, for which transformational leadership would be a better solution to deal these factors efficiently. References: Bass, B. and Riggio, R. (2006) Transformational leadership, 2nd edition, Mahwah, New Jersey: Lawrence Erlbaum Associates Inc. Pillai, R. and Williams, E.A (2004) Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance Journal of Organizational change management, Vol 17. Issue 2 pp. 144-159. Hay, I. (2006) Transformational Leadership: Characteristics and Criticisms [online] Available at: http://www.leadingtoday.org/weleadinlearning/transformationalleadership.htm (Accessed: 04 January 2010). Sarros, J. and Santora, J. (2001) The transformational-transactional leadership model in practice Leadership and organisation development journal, Vol 22, pp. 383-393. Sheppard, P. (2002) Leading the turnaround: Lou Gerstner of IBM. Wharton Leadership Digest [online]. Available at: http://leadership.wharton.upenn.edu/digest/02-03.shtml (Accessed: 30 December 2010) Yukl, A. (1989) Leadership in Organisation 2nd edition, New Jersey: Prentice Hall publication. Odom, L. and Green, T. (2003) Law and the ethics of Transformational leadership Leadership and Organisational development journal, Vol. 24, pp.62-69.

The Free Radical Theory Of Aging

The Free Radical Theory Of Aging The process of aging is a result of increasing damage of our bodys tissues which occurs over a length of time. The accumulated damage to our biological DNA is the cause by which inhibition of the cells to function and express its appropriate genes. This leads to or is responsible for the raised susceptibility of disease and death linked to the time-related changing process of aging. This process is a universal biological phenomenon which indicates that both genetic and environmental factors donating to aging. All together the nature of the aging process has been subject to substantial opinion in the way we age. Over the years, many theories have soared to illustrate the way aging occurs. The free radical theory of aging (FRTA) is the most accepted theory to describe aging which was put forward by Dr Denham Harman in 1956 carried out at the University of Nebraska. The free radical term describes any molecule that varies from a typical moleculethat retains a single free unpaired electron, a property which oxidises other molecules in an exceedingly volatile and damaging way. Otherwise radicals maypossibly be generated by the breakage of a covalent bond in such that one-half of the divided electrons in an oxidation-reduction reaction. These radicals are responsible for aging, some diseases and tissue damage.A simple example to illustrate this is the reaction of water with the sun: H2O > HOà ¢Ã¢â€š ¬Ã‚ ¢- + Hà ¢Ã¢â€š ¬Ã‚ ¢ (à ¢Ã¢â€š ¬Ã‚ ¢ indicates a free radical) Here water is split into a hydroxyl radical and a hydrogen atom. The FRTA expresses that aging is the build up of oxidative damage to bodily cells and tissues that encounters this due to aerobic metabolism. Harman based his theory on the three opinions: (1) irradiation causes premature aging; (2) irradiation creates oxygen radicals, which may mediate its effects; and (3) cells produce oxygen radicals under normal conditions. Commencing this he hypothesised that the manner by which a high reactive free radical such as a presence of an OH group will put forth its effect an ambiguous effect. They are also likely to react with other cellular components including nucleoproteins and nucleic acids, proteins and lipids. Also given that genes will be affected by these radicals, rarely it would be probable that mutations and cancer would occur occasionally.This led Harman to conclude that ageing and age-related diseases may be due to oxidative damage which adaptable by genetic and environmental factors. Subsequently with regards to free radicals in ageing h as advanced to an extent to become one of the more reasonable theories of the ageing process. A different idea is chemical damage, which indicates damage to long-lived organic polymers in the body caused by chemical mediators within the body these include oxygen and sugars, which are responsible for aging. Chemical damage to structural cells and DNA can lead to mutations which result in loss of its functions. Later Joe McCord and Irwin Fridovichof Duke University discovered an enzyme in 1969, superoxide dismutase (SOD), exclusively operating to impair the superoxide radical, SOR (O2à ¢- -). This is a type of free radical produced when an additional electron is uplifted by an oxygen molecule. This produces a number of short-lived intermediates including the formation of superoxide (O2à ¢Ã‹â€ Ã¢â‚¬â„¢), hydrogen peroxide (H2O2) and the hydroxyl radical (OH). Both the superoxide and hydroxyl radicals have a free electron in their outer orbit and are highly reactive oxidants. Hydrogen peroxide is also toxic to cells and a cause of further free radical generation, particularly when reacting with reduced transition metals to form hydroxyl radicals. The most common source of free radicals in biological systems is oxygen (Halliwell and Gutteridge, 1989). There are many types of free radicals which are formed by different reactions with oxygen. Some other examples of these are hydroperoxyl ra dical (HPR), alkoxyl radical (AR), peroxyl radical (PR) and nitric oxide radical (NOR). Successive research has uncovered that SOR are formed within cells during oxidative metabolism and SOD enzymes are existent within a variety of organisms ranging from bacteria to humans. Three isoforms of SOD are present within cells; these are cytosolic, mitochondrial and extracellular types of isoforms. Roughly 1-2 per cent of the oxygen within the mitochondria cellchanges into hydrogen peroxide rather than water, which is the actual end product during respiration.The significant of SOD is revealed through studies carried out on mutant bacteria and yeast, lacking the SOD enzyme. In the presence of oxygen these cells are unable to grow. Equally the lack of SOD2 mitochondrial enzymes in mice, were incapable of surviving for a week after birth. However, genetically engineered mice that have been altered with higher hydrogen peroxide- destroying enzymes are able to live 20 per cent longer than the controls. These results observed in 2005, shows that enhanced antioxidant defences can in crease life span. While the high potential of free radicals especially SOR and Hydroxyl radicals, these agents are an important factor linking to aging yet still remains a debatable topic. Harmans predications relating to the fact free radicals are joined to the notion of aging. Then we can expect that mammals with a longer lifespan possibly produce a small number of free radical, this links to the better ability to destruct free radicals, or the facility to repair cellular damage due to free radical reactions far better than a mammal with a shorter lifespan.These believes are supported by many studies, one in which the growth of mouse and human fibroblasts were compared under standard (20 per cent) and reduced (3 per cent) oxygen levels. Mouse fibroblasts grown under reduced conditions suffered up to a third of DNA damage and experienced many cellular divisions eventually till it stopped compared to those cells grown in normal conditions.Whereas mouse fibroblasts grown in standard conditions suffered up to 3 times more oxidative DNA damage compared to human fibroblasts under the same conditions. This study shows that human cells are far better in repairing and preventing oxidative DNA damage than mouse cells. The animal life spans can be increased by restricting the amount of calories within their diet (Perez et al. 2009 and Ristow, 2010). At first the study on mice in the 1930s, which maintained a strict diet, showed they typically lived longer by 30 to 40 per cent associated to mice that ate a normal calorific diet. Findings on the metabolic rates of these mice have shown inconsistent facts, but these studies show anoverall agreement that animals that were fed with restricted calorific diets contain a visible decrease in O2 à ¢- - and hydrogen peroxide formation, which could possible explain the increased longevity. Longitudinal studies on the rhesus monkeys are currently being carried out with calorie- restricted diets to see if they live longer healthier lives. Though, this study has not been analysed over a long enough period to see if the top figure of lifespan which is 40 years in these monkeys, is increased. These animals have minimal levels of blood glucose levels, insulin an d triglycerides making them less prone to age- related disorders for instance diabetes and coronary artery disease.Reduced blood- insulin levels may possibly important in promoting longer life span, experiments on nematodes (Kenyon et al., 1993) and fruit flies (Clancy et al., 2001) suggest that the lessened activity of insulin- like hormones can spectacularly boost the lifespan within these vertebrates.Hormonal signalling pathways are very powerful controllers of lifespan, possibly since they match the longevity of several key organs by acting in an organised manner. Research on mice with growth hormones (GH) defected by which the inability of the pituitary gland to secrete then showed that these mice had an extended life span by roughly 21- 40 per cent (Coschigano et al.,2003). Whilst transgenic mice that over expressed the GH hormone lived a shorter life span compared to wild mice (Wolf et al., 1993). The first genetic component of ageing by gene regulation was identified by the budding of yeast. The number of daughter cells reproduced from the mother cells via cell division is known as the replicating cell aging. Calorie restriction in yeast cells results in increased life span with the presence of the gene Sir2. Here more mother cells undergo cell division rapidly to reproduce more daughter cells. This gene is programmed to carry out certain processes during cell division, if repeats occur cellular senescence occurs which slowly degrades the cell away from its essential nuclear factors. According to the gene regulation theory we are pre-programmed in our genes when to self-destruct, which cause ageing and eventually death. Diet plays an important part in the formation of radicals on a molecular basis. Metal ions especially in foodstuffs contain high levels and diverse profiles of metals. Metal ions in this instance therefore correlate to the formation of free radicals so share key elements of the FRTA (Naughton el al, 2008). An interrelated area of research concerns the study of substances known as antioxidants that are able to destroy free radicals by the prevention of oxidation (Fusco, 2007). These substances can most commonly be bought over the counter in pharmacies and general stores. Familiar antioxidants in the body are glutathione, vitamin E and C, and beta-carotene. Even though these antioxidants may prove highly beneficial in the diet due to the ability to destroy free radicals, research on mice and rats has been unsuccessful in delivering realistic evidence that can stop the aging process or increase life span. An antioxidant that is receiving substantial interest is resveratrol, which is a polyphenolic compound found in elevated strength levels in the skin of red grapes. It is believed that the substance resveratrol has many health benefits characteristic of red wine. Instead of searching for free radicals in the body, resveratrol acts by activating the enzymes Sir2 that has shown to prove inc reased longevity in yeast cells. An alternative view, the evolutionary theories of ageing indicates that ageing is due to DNA programming that only the survival of the best genes are available to assure offspring have vital living conditions omitting any mutations. Senescence genes that have harmful effects on the vitality of the cells are nominated against using natural selection. The mutations in these genes delay harming effects of the gene in an individual to a later stage reduce the ability to naturally select the best genes. The deleterious genes which may not visible till after it has reproduced, the gene itself possibly escapes natural selection and is passed through to the next stage of replicating. Yet there is no actual evidence to prove this theory. Although when we begin to age, is down to variation of our genetic inheritance. Recently, cellular senescence has become an interest to explain aging likewise. The continuous chromosomal shortening of the telomeres, where each cell cycle is considered to affect the vitality of the cell, hence contribute to aging. In 1973, Olovnikov proposed the telomere theory in that cells lose a bit of DNA followed by a round of replication because the lack of ability for DNA polymerase to fully copy telomeres (chromosome ends) and that eventually an acute deletion triggers cell death. A study on the yeast cells lacking a functional EST1 gene showed progressive shortening of the terminal G1-3T telomeric repeats and a parallel increase in the frequency of cell death (Lundblad and Blackburn, 1993). Similarly research on loss of telomeric DNA during cell proliferation may play a role in ageing and cancer.Telomere length, telomerase activity and chromosome rearrangements in human cells weremeasured; ov erall telomerase (enzyme) activity was not detectable in control or extended lifespan populations but was present in immortal populations (Counter et.al, 1992).Telomerase enzymes switches itself on to which adds to the telomeres when cells divide. There have, then again also been accounts that cloning may perhaps vary the shortening of telomeres. For example dolly the sheep died of progressive lung disease and sever arthritis. The common live expectancy of sheep is 11- 12 years however dolly the sheep lived till she was of years. This could possibly be because the sheep she was cloned from lived to 6 years. One understanding is that dolly the sheep had short telomeres which are the result of the aging process (Campbell et al, 1999). This supports the telomere theory of aging as well as the FRTA. A further notion of ageing is the mitochondria DNA theory. This theory suggests that the effectively of mitochondria; the power producing organelles found in every cell of each organ, surfaces age-related degenerative diseases. The mitochondria have their own genome (mtDNA), which is produced within the inner mitochondrial membrane close to locations of formation of extremely reactive oxygen species (Sanz, 2010). Mitochondrial DNA appears incapable to frustrate the damage inflicted by the by-products of respiration for the reason that distinctively the nuclear genome lacks advanced repair mechanisms. Consequently, the cell fails to produce energy and progressively dies. This concept is backed by observations verifying the genomic variability of mitochondria, on top of many mtDNA deletions and more types of injury to the mitochondrial genome. In addition, children with the Progeria disease are naturally liable to premature aging. They have symptoms which involve progressive heart disease. Almost all Progeria patients die as of heart disease. Heart disease is moreover one of the directing triggers of death across the world. Children with Progeria commonly experience cardiovascular events, such as high blood pressure (hypertension), stroke, angina, enlarged heart and heart failure illnesses linked to aging. Progeria has a mutation on the gene that codes for Lamin A, a protein that maintains the nucleus of the cell together. It is thought that the defective Lamin A protein makes the nucleus insecure. This variability appears to lead to the process of premature aging between Progeria patients. Yet it occurs without any cause so it is hard to relate this idea to support the FRTA in anyway. Another idea that does not support the FTRA is anoxic animals. According to BMC report deep under the Mediterranean Sea small multicellular organisms are present (belonging to the group Loricifera) which are completely surrounded by poisonous sulphides and they live their entire life in the absence of oxygen, they are still able to reproduce without the existence of oxygen and are metabolically active. Electron microscopy shows that these animals own organelles as an alternative to aerobic mitochondria as well which resembles to the unicellular organisms (protozoan) having hydrogenosomes that occupy anaerobic environment. The discovery by Danovaro et al. offers the tantalizing promise of metazoan life in other anoxic settings, for example in the subsurface ocean beneath hydrothermal vents or subduction zones or in other anoxic basins, (Levin). The incidence of anaerobic mitochondria and hydrogenosomes in other organisms showed the highlight to the evolutionary significance from the f indings at Comenius and Dusseldorf Universities. In conclusion, the FRTA is not dead and it alone is not the only explanation of how we age. Genetic data alone doesnt provide strong evidence for the FRTA; however in studies with oxidative stress being reduced or inhibited can play an effect in prolonging life span. Damages and accumulation of radicals are the highlight of many other theories. This implies that the FRTA provides a foundation for other theories and that radicals cause aging to an extent is still alive. However studies on anoxic animals proves that the FRTA can not support the idea for FRTA due to lack of mitochondria instead mitosomes are present. Also studies on antioxidants supported the notion that consumption of vitamins prevents free radicals from forming or being reduced. Further studies still need to be carried out in order to prove whether FRTA is actually dead.