Other Assignment Example | Topics and Well Written Essays - 1000 words

Other - Assignment Example While buying the television, the seller will have spent on something else thereby boosting the local economy. Therefore, in the perspective of the observer of these events, the ill behavior of the man’s son or breaking of the television set has stimulated the economy; however, according to Bastiat, the entire understanding exposes a fallacy. Looking at the concept brewed in this case, breaking of the television reduces the man’s disposable income that he may not be able to purchase; for instance, a new shirt or commit to other luxuries. Nonetheless, the breakage of the television is helpful to others; for example, the seller or the person repairing the television. It should be noted that despite the breakage of the television set being helpful to others; it robs industries and reduces the spending on other goods and or services. Replacing an item that was already bought is regarded as the maintenance cost as opposed to buying new items or items that the owner has never had (Rockwell and Ludwig Von Mises Institute, 2008). ... in Making Financial Decisions The most significant means in decision making including financial decision-making are the application logical and systematic decision-making processes. Application of application logical and systematic processes helps in time value analysis since they provide systematic and planned analysis. Therefore, it is vital that health care organizations to deploy organizational approach that incorporates application logical and systematic processes in making vital financial decision (Skousen, 2009). Applying this concept will ensure that they never miss profound factors in their decision-making. Six steps and practices can help the health care organizations to curb their challenges in financial decision-making. Creating a constructive environment for financial decision making A constructive environment for decision-making incorporates the establishment of objective of such decision making process. In other words, it is vital that the management of such health car e organization to define the parameters the health organization could achieve with their desired financial decision. Additionally, the management must thereafter agree on a working process to be deployed and this will call for the incorporation of the significant stakeholders in such decision-makings. Generating applicable and relevant alternatives This process shall provide the decision makers with more options to choose from towards comprehensive financial decisions. Generation of alternatives allows the management or the decision makers to have numerous ways of solving financial challenges. Therefore, unreasonable alternatives will only worsen the problem. Finally, generating alternatives will help organizations of ideas. Exploration of the alternatives This process ensures that only

Euroland food Essay Example for Free

Euroland food Essay In early January 2001, the senior-management committee of Euroland Foods was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled more than â‚ ¬316 million. Unfortunately, the board of directors had imposed a spending limit on capital projects of only â‚ ¬120 million; even so, investment at that rate would represent a major increase in the firm’s current asset base of â‚ ¬965 million. Thus, the challenge for the senior managers of Euroland Foods was to allocate funds among a range of compelling projects: new-product introduction, acquisition, market expansion, efficiency improvements, preventive maintenance, safety, and pollution control. The Company Euroland Foods, headquartered in Brussels, Belgium, was a multinational producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout Scandinavia, Britain, Belgium, the Netherlands, Luxembourg, western Germany, and northern France. (See Exhibit 1 for a map of the company’s marketing region.) The company was founded in 1924 by Theo Verdin, a Belgian farmer, as an offshoot of his dairy business. Through keen attention to product development and shrewd marketing, the business grew steadily over the years. The company went public in 1979, and, by 1993, was listed for trading on the London, Frankfurt, and Brussels exchanges. In 2000, Euroland Foods had sales of almost â‚ ¬1.6 billion. Ice cream accounted for 60 percent of the company’s revenue; yogurt, which was introduced in 1982, contributed about 20 percent. The remaining 20 percent of sales was divided equally between bottled water and fruit juices. Euroland Foods’ flagship brand name was â€Å"Rolly,† which was represented by a fat dancing bear in farmer’s clothing. Ice cream, the company’s leading product, had a loyal base of customers who sought out its high-butterfat content, large chunks of chocolate, fruit, and nuts, and wide range of original flavors. This case was prepared by Casey Opitz and Robert F. Bruner and draws certain elements from an antecedent case by them. All names are fictitious. The financial support of the Batten Institute is gratefully acknowledged. The case was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright ï £ © 2001 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to [emailprotected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. Euroland Foods’ sales had been static since 1998 (see Exhibit 2), which management attributed to low population growth in northern Europe and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions. Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales. These managers hoped that increased market presence and sales would improve the company’s market value. Euroland Foods’ stock was currently at 14 times earnings, just below book value. This price/earnings ratio was below the trading multiples of comparable companies, and it gave little value to the company’s brands. Resource Allocation The capital budget at Euroland Foods was prepared annually by a committee of senior managers, who then presented it for approval to the board of directors. The committee consisted of five managing directors, the prà ©sident directeur-gà ©nà ©ral (PDG), and the finance director. Typically, the PDG solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative considerations. As a matter of policy, investment proposals at Euroland Foods were subject to two financial tests, payback and internal rate of return (IRR). The tests, or hurdles, had been established in 1999 by the management committee and varied according to the type of project: Minimum In January 2001, the estimated weighted-average cost of capital (WACC) for Euroland Foods was 10.6 percent. In describing the capital-budgeting process, the finance director, Trudi Lauf, said, We use the sliding scale of IRR tests as a way of recognizing differences in risk among the various types of projects. Where the company takes more risk, we should earn more return. The payback test signals that we are not prepared to wait for long to achieve that return. Ownership and the Sentiment of Creditors and Investors Euroland Foods’ 12-member board of directors included three members of the Verdin family, four members of management, and five outside directors who were prominent managers or public figures in northern Europe. Members of the Verdin family combined owned 20 percent of Euroland Foods’ shares outstanding, and company executives combined owned 10 percent of the shares. Venus Asset Management, a mutual-fund management company in London, held 12 percent. Banque du Bruges et des Pays Bas held 9 percent and had one representative on the board of directors. The remaining 49 percent of the firm’s shares were widely held. The firm’s shares traded in Brussels and Frankfurt. At a debt-to-equity ratio of 125 percent, Euroland Foods was leveraged much more highly than its peers in the European consumer-foods industry. Management had relied on debt financing significantly in the past few years to sustain the firm’s capital spending and dividends during a period of price wars initiated by Euroland. Now, with the price wars finished, Euroland’s bankers (led by Banque du Bruges) strongly urged an aggressive program of debt reduction. In any event, they were not prepared to finance increases in leverage beyond the current level. The president of Banque du Bruges had remarked at a recent board meeting, Restoring some strength to the right-hand side of the balance sheet should now be a first priority. Any expansion of assets should be financed from the cash flow after debt amortization until the debt ratio returns to a more prudent level. If there are crucial investments that cannot be funded this way, then we should cut the dividend! At a price-to-earnings ratio of 14 times, shares of Euroland Foods common stock were priced below the average multiples of peer companies and the average multiples of all companies on the exchanges where Euroland Foods was traded. This was attributable to the recent price wars, which had suppressed the company’s profitability, and to the well-known recent failure of the company to seize significant market share with a new product line of flavored mineral water. Since January 2000, all the major securities houses had been issuing â€Å"sell† recommendations to investors in Euroland Foods’ shares. Venus Asset Management had quietly accumulated shares during this period, however, in the expectation of a turnaround in the firm’s performance. At the most recent board meeting, the senior managing director of Venus gave a presentation in which he said, Cutting the dividend is unthinkable, as it would signal a lack of faith in your own future. Selling new shares of stock at this depressed price level is also unthinkable, as it would impose unacceptable dilution on your current shareholders. Your equity investors expect an improvement in performance. If that improvement is not forthcoming, or worse, if investors’ hopes are dashed, your shares might fall into the hands of raiders like Carlo de Benedetti or the Flick brothers.1 At the conclusion of the most recent meeting of the directors, the board voted unanimously to limit capital spending in 2001 to â‚ ¬120 million. Members of the Senior-Management Committee Seven senior managers of Euroland Foods would prepare the capital budget. For consideration, each project had to be sponsored by one of the managers present. Usually the decision process included a period of discussion followed by a vote on two to four alternative capital budgets. The various executives were well known to each other: Wilhelmina Verdin (Belgian), PDG, age 57. Granddaughter of the founder and spokesperson on the board of directors for the Verdin family’s interests. Worked for the company her entire career, with significant experience in brand management. Elected â€Å"European Marketer of the Year† in 1982 for successfully introducing low-fat yogurt and ice cream, the first major roll-out of this type of product. Eager to position the company for long-term growth but cautious in the wake of recent difficulties. Trudi Lauf (Swiss), finance director, age 51. Hired from Nestlà © in 1995 to modernize financial controls and systems. Had been a vocal proponent of reducing leverage on the balance sheet. Also had voiced the concerns and frustrations of stockholders. Heinz Klink (German), managing director for Distribution, age 49. Oversaw the transportation, warehousing, and order-fulfillment activities in the company. Spoilage, transport costs, stock-outs, and control systems were perennial challenges. Maarten Leyden (Dutch), managing director for Production and Purchasing, age 59. Managed production operations at the company’s 14 plants. Engineer by training. Tough negotiator, especially with unions and suppliers. A fanatic about production-cost control. Had voiced doubts about the sincerity of creditors’ and investors’ commitment to the firm. Marco Ponti (Italian), managing director for Sales, age 45. Oversaw the field sales force of 250 representatives and planned changes in geographical sales coverage. The most vocal proponent of rapid expansion on the senior-management committee. Saw several opportunities for ways to improve geographical positioning. Hired from Unilever in 1993 to revitalize the sales organization, which he successfully accomplished. De Benedetti of Milan and the Flick brothers of Munich were leaders of prominent hostile-takeover attempts in recent years. Fabienne Morin (French), managing director for Marketing, age 41. Responsible for marketing research, new-product development, advertising, and, in general, brand management. The primary advocate of the recent price war, which, although financially difficult, realized solid gains in market share. Perceived a â€Å"window of opportunity† for product and market expansion and tended to support growth-oriented projects. Nigel Humbolt (British), managing director for Strategic Planning, age 47. Hired two years previously from a well-known consulting firm to set up a strategic-planning staff for Euroland Foods. Known for asking difficult and challenging questions about Euroland’s core business, its maturity, and profitability. Supported initiatives aimed at growth and market share. Had presented the most aggressive proposals in 2000, none of which were accepted. Becoming frustrated with what he perceived to be his lack of influence in the organization. Humbolt, Strategic Planning 1. Replacement and expansion of the truck fleet. Heinz Klink proposed to purchase 100 new refrigerated tractor-trailer trucks, 50 each in 2001 and 2002. By doing so, the company could sell 60 old, fully depreciated trucks over the two years for a total of â‚ ¬4.05 million. The purchase would expand the fleet by 40 trucks within two years. Each of the new trailers would be larger than the old trailers and afford a 15 percent increase in cubic meters of goods hauled on each trip. The new tractors would also be more fuel and maintenance efficient. The increase in number of trucks would permit more flexible scheduling and more efficient routing and servicing of the fleet than at present and would cut delivery times and, therefore, possibly inventories. It would also allow more frequent deliveries to the company’s major markets, which would reduce the loss of sales caused by stock-outs. Finally, expanding the fleet would support geographical expansion over the long term. As shown in Exhibit 3, the total net investment in trucks of â‚ ¬30 million and the increase in working capital to support added maintenance, fuel, payroll, and inventories of â‚ ¬3 million was expected to yield total cost savings and added sales potential of â‚ ¬11.6 million over the next seven years. The resulting IRR was estimated to be 7.8 percent, marginally below the minimum 8 percent required return on efficiency projects. Some of the managers wondered if this project would be more properly classified as â€Å"efficiency† than â€Å"expansion.† 2. A new plant. Maarten Leyden noted that Euroland Foods’ yogurt and ice-cream sales in the southeastern region of the company’s market were about to exceed the capacity of its Melun, France, manufacturing and packaging plant. At present, some of the demand was being met by shipments from the company’s newest, most efficient facility, located in Strasbourg, France. Shipping costs over that distance were high, however, and some sales were undoubtedly being lost when the marketing effort could not be supported by delivery. Leyden proposed that a new manufacturing and packaging plant be built in Dijon, France, just at the current southern edge of Euroland Foods’ marketing region, to take the burden off the Melun and Strasbourg plants. The cost of this plant would be â‚ ¬37.5 million and would entail â‚ ¬7.5 million for working capital. The â‚ ¬21 million worth of equipment would be amortized over 7 years, and the plant over 10 years. Through an increase in sales and depreciation, and the decrease in delivery costs, the plant was expected to yield after-tax cash flows totaling â‚ ¬35.6 million and an IRR of 11.3 percent over the next 10 years. This project would be classified as a market extension. 3. Expansion of a plant. In addition to the need for greater production capacity in Euroland Foods’ southeastern region, its Nuremberg, Germany, plant had reached full capacity. This situation made the scheduling of routine equipment maintenance difficult, which, in turn, created production scheduling and deadline problems. This plant was one of two highly automated facilities that produced Euroland Foods’ entire line of bottled water, mineral water, and fruit juices. The Nuremberg plant supplied central and western Europe. (The other plant, near Copenhagen, Denmark, supplied Euroland Foods’ northern European markets.) The Nuremberg plant’s capacity could be expanded by 20 percent for â‚ ¬15 million. The equipment (â‚ ¬10.5 million) would be depreciated over 7 years, and the plant over 10 years. The increased capacity was expected to result in additional production of up to â‚ ¬2.25 million a year, yielding an IRR of 11.2 percent. This project would be classified as a market extension. 4. Development and roll-out of snack foods. Fabienne Morin suggested that the company use the excess capacity at its Antwerp spice- and nut-processing facility to produce a line of dried fruits to be test-marketed in Belgium, Britain, and the Netherlands. She noted the strength of the Rolly brand in those countries and the success of other food and beverage companies that had expanded into snack-food production. She argued that Euroland Foods’ reputation for wholesome, quality products would be enhanced by a line of dried fruits and that name association with the new product would probably even lead to increased sales of the company’s other products among health-conscious consumers. Equipment and working-capital investments were expected to total â‚ ¬22.5 million and â‚ ¬4.5 million, respectively, for this project. The equipment would be depreciated over seven years. Assuming the test market was successful, cash flows from the project would be able to support further plant expansions in other strategic locations. The IRR was expected to be 13.4 percent, slightly above the required return of 12 percent for new-product projects. 5. Plant automation and conveyer systems. Maarten Leyden also requested â‚ ¬21 million to increase automation of the production lines at six of the company’s older plants. The result would be improved throughput speed and reduced accidents, spillage, and production tie-ups. The last two plants the company had built included conveyer systems that eliminated the need for any heavy lifting by employees. The systems reduced the chance of injury by employees; at the six older plants, the company had sustained an average of 223 missed-worker-days per year per plant in the last two years because of muscle injuries sustained in heavy lifting. At an average hourly total compensation rate of â‚ ¬14.00 an hour, more than â‚ ¬150,000 a year were thus lost, and the possibility always existed of more-serious injuries and lawsuits. Overall, cost savings and depreciation totaling â‚ ¬4.13 million a year for the project were expected to yield an IRR of 8.7 percent. This project would be classed in the efficiency category. 6. Effluent-water treatment at four plants. Euroland Foods preprocessed a variety of fresh fruits at its Melun and Strasbourg plants. One of the first stages of processing involved cleaning the fruit to remove dirt and pesticides. The dirty water was simply sent down the drain and into the Seine or Rhine Rivers. Recent European Community directives called for any wastewater containing even slight traces of poisonous chemicals to be treated at the sources, and gave companies four years to comply. As an environmentally oriented project, this proposal fell outside the normal financial tests of project attractiveness. Leyden noted, however, that the water-treatment equipment could be purchased today for â‚ ¬6 million; he speculated that the same equipment would cost â‚ ¬15 million in four years when immediate conversion became mandatory. In the intervening time, the company would run the risks that European Community regulators would shorten the compliance time or that the company’s pollution record would become public and impair the image of the company in the eyes of the consumer. This project would be classed in the environmental category. 7 and 8. Market expansions southward and eastward. Marco Ponti recommended that the company expand its market southward to include southern France, Switzerland, Italy, and Spain, and/or eastward to include eastern Germany, Poland, Czechoslovakia, and Austria. He believed the time was right to expand sales of ice cream, and perhaps yogurt, geographically. In theory, the company could sustain expansions in both directions simultaneously, but practically, Ponti doubted that the sales and distribution organizations could sustain both expansions at once. Each alternative geographical expansion had its benefits and risks. If the company expanded eastward, it could reach a large population with a great appetite for frozen dairy products, but it would also face more competition from local and regional ice-cream manufacturers. Moreover, consumers in eastern Germany, Poland, and Czechoslovakia did not have the purchasing power that consumers did to the south. The eastward expansion would have to be supplied from plants in Nuremberg, Strasbourg, and Hamburg. Looking southward, the tables were turned: more purchasing power and less competition but also a smaller consumer appetite for ice cream and yogurt. A southward expansion would require building consumer demand for premium-quality yogurt and ice cream. If neither of the plant proposals (i.e., proposals 2 and 3) was accepted, then the southward expansion would need to be supplied from plants in Melun, Strasbourg, and Rouen. The initial cost of either proposal was â‚ ¬30 million of working capital. The bulk of this project’s costs was expected to involve the financing of distributorships, but over the 10-year forecast period, the distributors would gradually take over the burden of carrying receivables and inventory. Both expansion proposals assumed the rental of suitable warehouse and distribution facilities. The after-tax cash flows were expected to total â‚ ¬56.3 million for southward expansion and â‚ ¬48.8 million for eastward expansion. Marco Ponti pointed out that southward expansion meant a higher possible IRR but that moving eastward was a less risky proposition. The projected IRRs were 21.4 percent and 18.8 percent for southern and eastern expansion, respectively. These projects would be classed in the market-extension category. 9. Development and introduction of new artificially sweetened yogurt and ice cream. Fabienne Morin noted that recent developments in the synthesis of artificial sweeteners were showing promise of significant cost savings to food and beverage producers as well as stimulating growing demand for low-calorie products. The challenge was to create the right flavor to complement or enhance the other ingredients. For ice-cream manufacturers, the difficulty lay in creating a balance that would result in the same flavor as was obtained when using natural sweeteners; artificial sweeteners might, of course, create a superior taste. In addition, â‚ ¬27 million would be needed to commercialize a yogurt line that had received promising results in laboratory tests. This cost included acquiring specialized production facilities, working capital, and the cost of the initial product introduction. The overall IRR was estimated to be 20.5 percent. Morin stressed that the proposal, although highly uncertain in terms of actual results, could be viewed as a means of protecting present market share, because other high-quality-icecream producers carrying out the same research might introduce these products; if the Rolly brand did not carry an artificially sweetened line and its competitors did, the Rolly brand might suffer. Morin also noted the parallels between innovating with artificial sweeteners and the company’s past success in introducing low-fat products. This project would be classed in the new-product category of investments. 10. Networked, computer-based inventory-control system for warehouses and field representatives. Heinz Klink had pressed unsuccessfully for three years for a state-of-the-art computer-based inventory-control system that would link field sales representatives, distributors, drivers, warehouses, and possibly even retailers. The benefits of such a system would be shorter delays in ordering and order processing, better control of inventory, reduction of spoilage, and faster recognition of changes in demand at the customer level. Klink was reluctant to quantify these benefits, because they could range between modest and quite large amounts. This year, for the first time, he presented a cash-flow forecast, however, that reflected an initial outlay of â‚ ¬18 million for the system, followed by â‚ ¬4.5 million in the next year for ancillary equipment. The inflows reflected depreciation tax shields, tax credits, cost reductions in warehousing, and reduced inventory. He forecast these benefits to last for only three years. Even so, the project’s IRR was estimated to be 16.2 percent. This project would be classed in the efficiency category of proposals. 11. Acquisition of a leading schnapps2 brand and associated facilities. Nigel Humbolt had advocated making diversifying acquisitions in an effort to move beyond the company’s mature core business but doing so in a way that exploited the company’s skills in brand management. He had explored six possible related industries in the general field of consumer packaged goods, and determined that cordials and liqueurs offered unusual opportunities for real growth and, at the same time, market protection through branding. He had identified four small producers of well-established brands of liqueurs as acquisition candidates. Following exploratory talks with each, he had determined that only one company could be purchased in the near future, namely, the leading private European manufacturer of schnapps, located in Munich. The proposal was expensive: â‚ ¬25 million to buy the company and â‚ ¬30 million to renovate the company’s facilities completely while simultaneously expanding distribution to new geographical markets. The expected returns were high: after-tax cash flows were projected to be â‚ ¬198.5 million, yielding an IRR of 27.5 percent. This project would be classed in the newproduct category of proposals. Conclusion Each member of the management committee was expected to come to the meeting prepared to present and defend a proposal for the allocation of Euroland Foods’ caital budget of â‚ ¬120 million. Exhibit 3 summarizes the various projects in terms of their free cash flows and the investment-performance criteria. Any of various strong dry liquors, such as a strong Dutch gin. Definition borrowed from American Heritage ® Dictionary of the English Language, 4th ed. UVA-F-1356 Exhibit 1 EUROLAND FOODS S.A. Nations Where Euroland Competed Note: The shaded area in this map reveals the principal distribution region of Euroland’s products. Important facilities are indicated by the following figures: 1 The effluent treatment program is not included in this exhibit. The equivalent annuity of a project is that level annual payment that yields a net present value equal to the NPV at the minimum required rate of return for that project. Annuity corrects for differences in duration among various projects. In ranking projects on the basis of equivalent annuity, bigger annuities create more investor wealth than smaller annuities. This reflects â‚ ¬16.5 million spent both initially and at the end of year 1. 4 Free cash flow = incremental profit or cost savings after taxes + depreciation investment in fixed assets and working capital. Franchisees would gradually take over the burden of carrying receivables and inventory. 6 â‚ ¬25 million would be spent in the first year, â‚ ¬30 million in the second, and â‚ ¬5 million in the third. 2 View as multi-pages

The Republican Party Essay -- American Government, Minorities

Though the Republican Party was founded on pro-minority ideals and continued to have the support of minorities its reputation quickly began to change. Wagner (2007) states that during the early late 1800s and the early 1900s, Republican support weakened among the working class. In addition, many Americans, including a sizable number of Republicans, believed that American society had lost its moral fiber. As a result of these factors, many Republicans became affiliated with the Progressive Movement, a reform movement designed to assist the working class attain better working conditions in the form of religious fundamentalism. During the Progressive Era, the Republican Party split into two groups: those Republicans interested primarily in reforming America and those Republicans still favorable to business. This division permitted the Democratic Party to gain control of the presidency between 1913 and 1921. The principal reason for why Republicans did not maintain control of the presid ency during the 1930s was the Great Depression. The American people blamed Republican presidents for causing this economic downturn and chastised the government for not responding to the needs of the people more quickly. These complains particularly harmed the minority vote and caused them to favor the Democratic Party. Therefore, the majority of racial minorities voted Democratic presidential candidate Franklin D. Roosevelt in the election of 1932 who created various government programs aiding racial minorities. During the 1940s and 1950s more moderate Republicans gained control of the party. Though President Eisenhower lobbied for equal rights for women and ethnic groups from 1953 to 1961, Republican Senator Joseph McCarthy gained power and influenc... ...otes. Though Democrats was the majority in the House of Representatives with 259 members to 176 Republicans, almost as many Republicans voted for the civil rights bill as Democrats in the Civil Rights Act of 1964. The final vote was 290 for the bill and 130 against where 152 were Democrats and 138 were Republicans (meaning three-fourths of those who voted against the bill were Democrats). Another example was when Lyndon Johnson opposed civil-rights legislation while in Congress, but as president sought to pass the Civil Rights Act of 1964 and the Voting Rights Act of 1965. He argues that neither would have passed without the strong support of congressional Republicans (149-161). The above evidence proves that not only is the Republican Party misaligned with its pro-minority ideals, but the Democratic Party influenced the negative reputation of the Republican Party.

Historical Remediation Essay -- Writing Technology Technological Paper

Historical Remediation The history of writing is filled with accounts of humans struggling with new forms of writing tools. With the development of new writing technologies, newer tools remodeled older forms of technology to create faster writing systems. Remediation has made huge impacts on the literary world over the past few generations by looking at the cultural rivalry between different technologies and the progression of those technologies. As the years pass, new inventions are continually created to help make the tools used for writing faster, convenient and more efficient at a lower cost. Pursuits for economical writing tools date to before 1000 BC when the Egyptians created a delicate, layered reed called papyrus, to write hieroglyphs. To make this fragile material, Egyptians had to cut and peel tall papyrus reeds creating â€Å"thin strips, which were laid on a flat, wet surface, first vertically and then horizontally†¦ the two layers bonded to form a sheet of papyrus, which was dried in the sun and polished smooth with ivory or shell† (â€Å"Scroll and Codex†). Due to the long process of producing papyrus, the cost of owning the tool was very expensive and only available to the wealthy. In addition to being expensive, papyrus was not a very time efficient tool. The process of making the material was a large factor, but also storing and durability were a problem. However, for those who could afford and store the difficult items, papyrus provided a way for oral communications to be written down. â€Å"Writing on papyrus remediated oral communication by involving the eye as well as the ear and so giving the words a different claim to reality† (Bolter 23). Finally, important decrees and information could be written ... ...will continue to write by hand when they need to, but primary use the computer for everyday use. As the people of the 15th century learned to deal with progress of mass production, people of the 21st century will learn with each new remediation, the writing tool only improves. Works Cited Bolter, Jay David. Writing Space: Computers, Hypertext, and the Remediation of Print. New Jersey: Lawrence Erlbaum Associates, 2001. Ilan, Meir Bar. Parchment. 13 February 2003. < http://faculty.biu.ac.il/~barilm/parchmen.html >. â€Å"Scroll and Codex.† Encyclopedia Romana Online. Encyclopedia Romona. 2001-2002. 11 February 2003. . Tomlinson, Sue. History of Writing. 1998-1999. 9 February 2003. .

Pennsylvania Adoption Law

Adoption has been prevalent since time immemorial. In fact, history tells that the practice of adoption dates back as far as the 18th century BC. This was practiced by the ancient civilizations such Romans, Greeks, Egyptians, and Babylonians. It is even referred to in the Bible and other religious texts (Meiser, 1997).Adoption is the process whereby a child is removed from his/her biological parents and placed with non-biological parent(s). This establishes a parent and child relationship, in contemplation of law, between persons not so related by nature (Adoption, 1994). Thus, adoption creates a legal parent-child relationship between individuals without the benefit of biological relation.Reasons for the Emergence of the adoption In the early decades of the twentieth century, adoption was rather unusual. In fact, adoption was not recognized by the common law, and exists later in the United States solely by virtue of the special statutes. Thus, adoption was not a common way to form a family.Due to humanitarianism, upward mobility, and infertility, however, adoption started to be institutionalized. These factors mirrored reality especially in 1920s and 1930s, when inquiries made by adults about children unattached to their families greatly increased in the United States.Through adoption, children are transferred from adults who do not want or is not capable of becoming parents to adults who want the offspring and is capable of giving love, time, and an acceptable standard of living. Hence, adoption is considered as a salvation to married couples deprived of bearing their own children because of infertility since this process allow them to form families of their own.Likewise, adoption allowed illegitimate children to be protected from social stigma as they are legitimized once adopted by their adopting parents. Thus, adoption gives a fresh start to everyone involved—the mother can erase her past by placing her baby for adoption, the child can join a normal family rather than being raised by a single parent, and the adoptive parents can experience the joy of having a child (Martin, 2006).Adoption Phenomenon: Some statistics In 1950s and 1960s, as measured both by number and by the enthusiastic support of a broad white middle class, adoption flourished. Ten years thereafter, or in the 1960s and 1970s, adoption brought a remarkable transformation to society as adoption posted a record high of almost ninety thousand adoptions made by non-relatives.In recent years, however, this number increased by almost forty (40) percent as survey reveals that Americans annually adopt approximately one hundred twenty-five thousand (125,000) children, strangers and relatives alike (Adoption statistics, 2006).This has affected 2.4% of the United States population or about five (5) million Americans (id). The Census also reveals that among those children adopted, sixty-four (64) percent are whites, sixteen (16) percent are African American seven (7) perce nt are Asians (2000).In Pennsylvania alone, 4,047 children were served by the Pennsylvania Adoption Exchange (PAE) (PAE 2004). Forty-eight (48) percent of these children are African Americans, thirty six (36) percent are Caucasians and five (5) are Hispanics (id).Despite this wide acceptance of adoption in the American society or the inhabitants of Pennsylvania for that matter, a number of children are still â€Å"waiting† to be adopted. For instance, in Pennsylvania, out of the twenty two thousand six hundred ninety (22,690) children who were placed in foster care, twenty two (22) percent are still â€Å"waiting† to be adopted (Adoption institute, 1999).Considering this unprecedented increase in adoptions in the country, the United States senate is pushing for a bigger funding for the child support enforcement and family support programs to be paid to various states. Thus from a mere $2,121,643, 000 appropriated in 2006, the proposed budget for the administration of c hildren and families is increased to $2,759,997,000 for this incoming year of 2007 (US Department f Health and Services, 2006). This is equal to a $7,300,00 increase of funding.Adoption Laws in the United StatesBefore the first adoption statutes went into effect in 1850’s, children were removed from his/her biological parents and were transferred to non-biological parent(s) without the legal recognition of the adoption. As this informal type of adoption increased the State legislature devised a way to formalize the adoption process.Thus, in May 24, 1851 the first adoption statute in the United States went into effect – the Massachusetts Adoption of Children Act. Pursuant to the Massachusetts statute, adoption was required to be judicially approved, likewise the consent of the child’s parent or guardian were needed to be secured, and also a finding that the prospective adoptive family was of with sufficient ability to raise the child.History of Pennsylvania Adopt ion LawFollowing the example of Massachusetts, the Pennsylvania enacted its own adoption statutes – the Pennsylvania Consolidated Statutes. In earlier times, Pennsylvania provided that adoption could be decreed by the common pleas of courts of the countries.An amendment to this adoption legislation was thereafter made in 1872 wherein the process of adoption referred to as the â€Å"common law form of adopting a child be deed† was legalized. Under this system, it is possible that an adoption refused by the judge will be consummated by a deed. (Deardorff, 1925).The State legislatures saw the defect in this kind of Pennsylvania system. For under this system, no social investigation of the child and his natural family or of the adopting family was provided. Further, a judge can consummate an adoption without seeing any of the parties and worse, even without sufficient information other than that contained in the petition for adoption.With this kind of system, cases of perj ury as to the identity of the natural parents of a child and as to whether or not these natural parents are still alive were exposed.Due to the globalization of the adoption, legislatures have made vigorous reforms as regards adoption statutes. In 1917, for instance, Minnesota passed the first State law that required children and adults to be investigated and adoption records to be shielded from public view (Adoption history in brief, 2006).Decades later, more than twenty states had translated similar standards into law. By mid-century, policies of minimum standard such as certification of child-placers, investigation of the child and adult parties to adoption, and supervision of new families after placement and before finalization were incorporated in the revision of adoption statutes in all the states in the country.The policies of confidentiality and sealed records were likewise instituted by most states. Confidentially of records, however, at this time meant that the records of information are off limits to the inquisitive members of the public but kept it available to the children and adults directly involved in adoption, who were called the â€Å"parties in interest.†Similarly, in 1925, under the Pennsylvania adoption law, the adoption was accessible to anyone curious enough to search it out. Other court records were sealed only at the discretion of a judge, in which case they could then be inspected by court order. In 1947 however, Pennsylvania followed suit in sealing its records.Although the records were sealed, adoptees who would reach the age of twenty-one (21) could still obtain their original birth certificates from the Office of Vital Statistics. Then in 1953, court records including the adoption decree were sealed to all, with the exception of being able to be opened upon showing of an undefined â€Å"good cause.†(Holub, 2006) In 1984, after a six (6) year push by state Rep. Stephen Friend, R-Delaware Country â€Å"to close the lo ophole†, as it was termed, the state legislature passed a bill denominated as Act 185 finally closing the records of adoption. Act 185 amended Title 23 (Domestic Relations) of the Pennsylvania Consolidated Statutes and provides that all adoption records, and other papers shall be withheld from inspection except upon a court order.The Pennsylvania adoption law, thus prohibits adoptees from obtaining their original birth certificates or any other document that would identify birth parents. That includes baptism certificates and adoption records. After the grace period in February 1985, adoption records were finally closed.This law was pushed by Rep. Stephen Friend since he claimed that young, unmarried pregnant women would choose to have abortions rather than relinquish their children to adoption if it were possible for their adult children to discover their identity. He also asserted that the state should â€Å"keep its promise† of â€Å"privacy† to birthparents. (id)Cynthia Bertrand Holub, a member of the Pennsylvania Advisory Committee to the Joint State Government Commission on Adoption Law, says the desire to â€Å"preserve the middle-classness of these women, so they could relinquish their [illegitimate] child and go home as if nothing had happened,† was one of several forces that led states to seal adoptees' birth records (2006).Thus, confidentiality now means that when courts issue adoption decrees, they shall produce new birth certificates, thus, listing adopters’ names in the new birth certificate, and sealing away the originals, which contained the names of birth parents, or at least birth mothers.Criticisms of the Pennsylvania Adoption Law.  The Pennsylvania Adoption law was criticized mainly with respect to the sealing of the adoption records. Critiques refutes Rep. Stephen Friend’s claim that â€Å"unmarried pregnant women would choose to have abortions rather than relinquish their children to adoption if it were possible for their adult children to discover their identity.†They assert that Pennsylvania’s abortion rate should have declined and the adoption rate should have risen accordingly. Between 1985 and 1990, however, the abortion rate in Pennsylvania is inconsequential, and Pennsylvania still has one of the lowest adoption rates in the country.They further assert that neither was there ever a single suit by a birthparent for invasion of privacy. Other critique says that the confidentiality made it possible for some of these parents to avoid telling their children that they were adopted at all.As far as a number of birthparents are concerned, they believe that they still have the right to copies of everything relating to the loss of their babies. Dorner, in her book Adoption Search citing the Catholic manual states that â€Å"[b]irth parents also seek information about their children and their adoptive families through the years. Being able to obtain file informat ion pertaining to the time of the pregnancy, is reality basing and healing†¦Ã¢â‚¬  (Buterbaugh, 2001).On the other hand, supporters of the Pennsylvania Adoption Law, such as the relatives of many unmarried birth mothers also favored the confidentiality measure. After the World War II, when more out-of-wedlock births occurred in middle-class families, mortified parents contends that their daughters should have a second chance to lead normal, married lives. ConclusionAdoption statutes by different states primarily emerged as an answer to the growing unrecorded adoptions in the country. More so, these enactments are hoped to protect the interests of the parties involved — i.e. adopting parents, biological parents and the child himself.Adoption statutes, however, are of varying degrees in terms of privacy across states. Recently, Pennsylvania adopted a very strict standard on privacy matters.This means that nobody can actually view the original birth certificate of the adop ted child as a new one was created. This new law, however, sowed criticism from different sectors as they believed that biological parents still have the right to information as to what has become of their child.Also, they argued that the child, himself, is entitled to information as to whether he is indeed of the same flesh and blood as that of his known parents. They also sans the statute for allowing adopting parents to forever conceal the truth regarding the child’s birth.

Health, Behavior and Optimal Aging Essay Example

Health, Behavior and Optimal Aging Essay Example Health, Behavior and Optimal Aging Paper Health, Behavior and Optimal Aging Paper The authors presented a Life Span Development Perspective to help people better understand the process of aging. The experiences and thought patterns of individuals as they accumulate through the years have an important impact in their latter behavior and psychological makeup. If these experiences were processed and internalized well, then the aging individuals could engage in what the authors call Optimal Aging. The health of aging individuals are deteriorating. They no longer have the strength and the vigor they used to have. This could become the source of discontent and frustration if they are not able to handle the process of aging. But as they realize the importance of growing old and they relish what they have done through the years, they can maintain positive behavior and avoid the negative emotions and frustrations so often associated with the process of aging. The rate of aging can also be affected by certain psychosocial factors. The immediate environment of the aging individuals such as the family, the presene of caregivers and the existence of a supportive community can help them deal with the realities of aging and they can still enjoy the company of their friends and their relatives. On the other hand, the process of optimal aging can not be dealt with by an individual alone, it should be with the help of others. Through optimal aging, the individuals going through the process of aging could enjoy adulthood and the late years of life without feeling worthless. If they can engage in physical and social activities suited to their age, they can live meaningfully and happily. Reference Aldwin, CM, Spiro, A, Park, CL (2006). Health, Behavior and Optimal Aging: A Life Span Development Perspective. In Birren, JE Schaei, KW. Handbook of the Psychology of Aging (6th edn). California: Elsevier Academic Press.

Social Groups and Formal Organization Essays

Social Groups and Formal Organization Essays Social Groups and Formal Organization Essay Social Groups and Formal Organization Essay Social Groups and Formal Organizations Groups- People who think of themselves as belonging together and who interact with one another are the essence of life in society Aggregate- Individuals who temporarily share the same physical space but who do not see themselves as belonging together. * People who happen to be in the same place at the same time. Category- People who have similar characteristics Charles Horton Cooley- called primary groups the springs of life. ( Person, liking or loving you ) Primary Groups- A group characterized by intimate, long-term , face to face association and cooperation. These groups refer to family, which play a key role in the development of the self. Secondary Groups- compared with primary groups, a larger, relatively temporarily, more anonymous, formal, and impersonal group based on some interest or activity. Robert Michel- â€Å"The Iron Law of Oligarchy† (many are ruled by a few) – sociologists Robert Michel’s coined this term to refer to how organizations come to be dominated by a small, self -perpetuating elite. In Group- (We) Groups towards which we feel loyalty Out Groups- (They) Groups towards which we feel antagonism. Reference Groups- (Better/Perfection) Groups we refer to when we evaluate ourselves. Social Network- (tends to maintain a status quo rather than enhance mobility) – the social ties radiating outward from the self that link people together. Max Weber- â€Å"Characteristics of Bureaucracies†- Bureaucracies-is a formal organization with a hierarchy of authority and a clear division of labor, emphasis on impersonality of positions and written rules, communications and records. Peter Principle- a tongue-in cheek-observation that the members of an organization are promoted for their accomplishments until they reach their level of incompetence, there they cease to be promoted, remaining at the level at which they can no longer do good work . Mortification-