Assuming we are planning to open a netball shop in Cardiff Essay

Assuming we are planning to open a netball shop in Cardiff - Essay Example dge of the staff about sports and their equipments will not only promote confidence for the business but will also provide an excellent customer service atmosphere and distinct advantage over competition who are merely reselling popular sports equipment brands. Cardiff Netball shop will be opened in Capitol, a shopping mall located at Cardiff downtown on the Queen Street. Queen Street is an ideal location to sell sport equipment and apparel business because a lot of people frequent the downtown to do their shopping. The traffic of the shoppers and the popularity of the place to shop for equipment and apparel make the Capitol an ideal location for the business. It is expected that the business will yield a healthy rate of return given the marketing strategy that will used. It is expected that in the first year of operation, Cardiff Netball Shop will have an after tax net profit of  £65,033, in the second year  £106,210 and 106,275 in the third year respectively. Cardiff Netball Shop will be retailing the most dependable athletic brands such as Adidas, Nike, Reebok, Mzuno, Wilson, Worth etch. The business however will differentiate itself from the competition by having staffs who are very knowledgeable of the products because they are sport enthusiasts themselves. Thus, customers will not only be assisted in terms of size, fit, style and design but also can be given what specific gear, equipment or apparell do they need according to their level fitness and discipline. Cardiff community will be the market of Cardiff Netball shop. Cardiff boast itself as a fit and health conscious community making it an ideal market for the business. Sports and athletic is robust in the area especially with the presence of Cardiff University where athletes and enthusiasts abound who have significant disposable income to spend on sports gear and apparel. Cardiff Netball has one direct competitor in the Cardiff community which is DW sport reselling popular athletic brands.

Intelligence Community Organization Coursework Example | Topics and Well Written Essays - 500 words

Intelligence Community Organization - Coursework Example errorism Prevention Act of 2004 that lead in the creation of the office of the Director of National Intelligence (ODNI) influencing in the birth of the current structure of the Intelligence. The U.S. Intelligence Community consists of 17 agencies that encompass the Intelligence Community itself. The paper describes the structure of the U.S. Intelligence Community and further illustrates whether its meeting its primary purpose. The structure of the U.S Intelligence Community consists of the Director of National Intelligence (ODNI) at the top, headed by the director of national intelligence (DNI); who is the principal intelligence adviser to the president. In addition, he guides other senior personnel such as the National Security Council (NSC), the Homeland Security Council (HSC) as well as leading the other 16 agencies that includes Intelligence Community (IC). According to Aldrich & Rawnsley(2013), the main agenda of the IC involves directing and coordinating the National foreign intelligence activities of the U.S. government. The principal deputy director is the second in command after the DNI then followed by four deputy directors that are responsible for the leadership in their specialized areas: office of the Deputy Director for Policy, Plans and Representatives, Office of the Deputy Director for Collection, Deputy Director for Analysis and Deputy Director for Future Capabilities (Freedman, 2014). The ODNI serves as the central Intelligence Community but all the other bodies are interconnected with the ODNI and with each other at different levels. Logan (2010) illustrates that each agency has been entitled to work independently at its own capacities and focus on area of duty but together as a unit to protect the national security. Other agencies include the Central Intelligence Agency (CIA); it is an independent agency known as the America’s spy Agency, involved in collection, analyzes and disseminates intelligences about foreign nations. The Federal

The implications of the notion of the Big Society

The implications of the notion of the Big Society The Big Society was officially launched by the Prime Minister David Cameron in July 2010 (see NCVO, 2010). However, this was not the first we had heard of the Big Society. The notion was first discussed within the Conservative Party from mid 2009 (see Conservative Party, 2010), with the terminology associated with the Big Society coming to the fore in the weeks and months before, during and after the 2010 General Election campaign. At the core of David Camerons vision for revitalising both the UK and the Conservative party is what he describes as the Big Society. The concept calls for a restructuring of the relationship between state and society, with a substantial movement of power and responsibility from the former to the latter (Pattie Johnston, 2010, p2). Some view the Big Society as a positive move with the potential to transform society and address many of its problems through community led action. Others are more sceptical and resistant, viewing the Big Society as an ideologically driven move towards a do-it-yourself society, leading to further social polarisation and disadvantage. This paper will briefly explore the theoretical and political background to the Big Society before moving on to look at the potential implications and the role of Sheffield City Council in supporting the delivery of this agenda in three key areas. What is the Big Society? Put simply, the Big Society is a Government agenda that seeks to shift power from politicians to people (NCVO, 2010, p2). It represents an approach that seeks to give increased power to people to solve problems closer to where they live (Cabinet Office, 2010). Three interlinked agendas and questions are seen as key to building an understanding of the notion of the Big Society (see GOYH, 2010). Firstly, the idea of social action is seen as an important building block of the Big Society. Examples of this include supporting volunteerism and philanthropy, in an attempt to answer the question what can we do for others?. Secondly, public service reform is seen as an important element in moving towards a Big Society. This is not only about reducing red tape and bureaucracy, but importantly about increasing transparency and accountability across public services. Key to this is identifying what the state can do, and coming to some level of consensus about what role the state can and should play in key areas of public life. Finally, community empowerment and creating communities in charge of their own direction is seen as a key part of the Big Society. This will help individuals work together to identify what we can do for ourselves as a result of c ollective endeavour and action. The Big Society moves from a default position of central design and governmental provision to citizen-driven partnership across all sectors (Cabinet Office, 2010). In order to achieve this, Government envisage an approach built around a broad ecosystem made up of three levels (see figure 1), where no one player dominates another (Cabinet Office, 2010). In addition, figure 2 shows the three priorities which Government feel need to be focussed on in order to build the Big Society ecosystem and reconfigure how policy is developed and delivered (Cabinet Office, 2010). Figure 1 Figure 2 1Neighbourhood groups comprise a broad range from those with an explicit social or activism mission to those focused on local participation, engagement and community building whether informally through sports and interests or more informally in conjunction with local anchor institutions (Source: Cabinet Office, 2010) Before going on to look at the implications of the notion of the Big Society in Sheffield it seems relevant to briefly pause and examine the theoretical and political background to the notion of the Big Society. The Big Society and public policy Although closely associated with the Conservative Party, the General Election campaign of 2010, and more recently a number of policy areas developed by the Coalition Government, the Big Society idea is far from new. In some ways, the idea is as old as democracy itself. From ancient Athens on, a recurrent normative image has been that of the engaged citizen playing an active part in his or her community (Pattie Johnston, 2010, p4). Each new British government since the late 1970s has put its own spin on this idea (as evidenced in Sheffield First Partnership, 2010). David Camerons support for this idea follows this general trend, however it is a view that has not always sat comfortably with the Conservative Party. It is important to acknowledge that in rejection of Margaret Thatchers 1987 declaration that there was no such thing as society, David Cameron used his first speech as Conservative Party leader (in December 2005) to announce his belief that there is such a thing as society, its just not the same as the state (Pattie and Johnston, 2010, p5). Historically within Conservative thought the idea of the Big Society can be traced back to Edmund Burkes championing of the little platoons. These are the intermediate organisations families, communities and so on between the individual and the state. For Burke, these little platoons were a bulwark against two sources of tyranny: on the one hand, the overweening power of the state and on the other the uncontrolled demands of the mob (Pattie and Johnston, 2010, p5). Although initially the Big Society can be viewed as the opposite to Labour statism it contains distinct echoes of New Labours agenda. New Labour had intended, for instance, greater involvement of citizens and voluntary groups in decision-making and provision of services. But intentions were sidetracked somewhat by external events and by internal disputes within the Labour government (Pattie and Johnston, 2010, p5). Outside of political debate the idea of the Big Society draws on a number of social and political trends. It taps into a growing anti-politics mood among the public (Pattie and Johnston, 2010, p5) and ideas surrounding politics for an anti-political age as highlighted in the work of Mulgan (1994), Stoker (2006) and Hay (2007) (cited in Pattie and Johnston, 2010, p5). Finally, it seems worthwhile to highlight the strong links between thinking on the Big Society and the concept of social capital. Putman argued that communities rich in social capital were more efficient, happier, better-run, safer, healthier just downright nicer places to live in than communities in which social capital was lacking (Putman, 2000 cited in Pattie and Johnston, 2010, p6). Many of the positive elements of social capital are the very things that a Big Society seeks to create and sustain. The current context for the Big Society As the Conservative Liberal Democrat Coalition Government took shape in May 2010 the Big Society notion once again came to the fore. The Coalition Agreement (see HM Government, 2010) specifically makes reference to the Big Society as part of a wider focus on social action. Significantly, the Big Society was the first major policy announcement of the new Coalition Government. The Government sees the Big Society as being developed within the three-fold wider national context of; a lack of trust in politics, longstanding social problems and unprecedented challenges to public finances (see Cabinet Office, 2010). The aim is to build a society with much higher levels of personal, professional, civic and corporate responsibility; a society where the leading force for progress is social responsibility, not state control (Conservative Party, 2010, p1). What does this mean for Sheffield City Council? As set out earlier in this paper, the key principles and context for the Big Society are relatively easy to engage with and think about at a general level. The difficult questions arise when thinking about its implementation. What is clear though is that in the context of increased localism, the role of the local authority will be fundamental to its success, and to turning the Big Society rhetoric and vision in to reality (Office for Public Management, 2010, p1). The following sections build on the analysis already carried out and go on to set out the potential implications of the Big Society for Sheffield City Council in the following three main areas of; laying the foundations for the Big Society, the potential implications for the Council itself, and finally the implications for the relationship between the Council and the Voluntary, Community and Faith (VCF) Sector. Laying the foundations for the Big Society Whatever ones political persuasion, its possible to envisage how the Big Society agenda, with its emphasis on more involvement of local communities in social outcomes, could support the creation of positive change (Office for Public Management, 2010, p2). In many cases the Big Society is already happening in Sheffield. Sheffield can lay claim to innovation and best practice over a number of years in public sector reform, community empowerment (e.g. through the use of a Community Assemblies to set local priorities and allocate funding) and in its relationship with the VCF Sector. When setting the context for how the Big Society may impact on a city as large and complex as Sheffield it is important not to lose sight of what is already happening at an organisational, community and individual level. The analysis in previous sections has gone some way to setting out the varied political roots and philosophical ancestry of the Big Society notion. However, in its current form it is closely linked to the policies and ambitions of the Coalition Government. In addition, Big Society initiatives coincide with a period of austerity in public spending. Any changes in services and service delivery will inevitably be linked to cuts in much of the media and in the eyes of the public (Sheffield First Partnership, 2010, p3). These are both important points, as if the perception of local politicians and the wider general public is that the Big Society is driven by a particular political party or philosophical viewpoint this could present a barrier to the universal acceptance of any initiatives or legitimate outcomes that result from Big Society action. Within the local political context of Sheffield this is a particularly important point. The Council is currently in no overall control, with a Liberal Democrat Leader. In addition, many of the national issues around government policy and funding are played out in the City and receive increased media attention due to Sheffields connections with the Deputy Prime Minister. With this in mind it is important for any approach to the Big Society in Sheffield to be genuinely built from the needs of the community whether directly (e.g. through social action) or indirectly (e.g. from information collected by service delivery organisations) in order for it to be aligned to the needs and aspirations of the local community and to avoid it becoming overly politicised. For the Big Society to work, all local authority staff and stakeholders need to understand the Big Society. Local authorities will need to ensure that they effectively communicate a locally specific Big Society vision to their own staff, members and stakeholders to motivate people to work towards a common goal (Office for Public Management, 2010, p3). Implications of the Big Society for Sheffield City Council A number of factors are currently impacting on the role, nature and size of local authorities such as Sheffield. This presents a number of challenges and opportunities as the implications of the Big Society are thought through at an organisational and political level. It is clear from the limited information from central Government surrounding the Big Society that local government will be central to creating and engaging with the Big Society ecosystem, it will also have a clear role to play in delivering a number of the priorities of the Big Society. However, it is important to acknowledge that local government is part of the state (Tizard, 2010) and therefore it will be subject to continuing reform whilst also trying to engage the local community in debate about what any reforms should look like. The Big Society represents a different relationship between citizen and the state. In some ways the Big Society can replace the state but in other ways it merely represents a nudge towards a greater emphasis on the citizen, community and third sector (Sheffield First Partnership, 2010, p3). In many instances (and in some service areas more than others) this will require a change in mind-set, with a move from a corporate to mutual philosophy, a redefinition of the role of elected members and democracy, and in some instances giving up power and demonstrating listening (Sheffield First Partnership, 2010, p3). This creates a number of challenges for local Elected Members and from a theoretical perspective raises a number of interesting questions around the ideas of representative and participatory democracy (see Pearce, 2010). This in itself is not a new concept or dilemma for Elected Members. However, the Big Society agenda potentially adds a further level of complexity to this dynamic. National Government has already announced a number of Big Society policies which set the context nationally. These include, the Big Society Bank, a national Big Society day, the Localism Bill, and a new right for public sector workers to form employee-owned co-operatives and bid to take over the services they deliver. Local Elected Members and local authority managers will be called on to deliver a number of policy goals and expectations encouraged by central Government. A key role for Sheffield City Council will be in transforming government action from top-down micromanagement and one-size-fits-all solutions to a flexible approach defined by transparency, payment by results, and support for social enterprise and cooperatives (Tizard, 2010). One concern is that through devolving power down to the local level different outcomes in different localities will lead to rising inequalities not only geographically, but amongst different sectors of society. With this difference, it must be ensured that there is a consistency of opportunity (Sheffield First Partnership, 2010, p4). Key to ensuring that everyone benefits from the Big Society is focused activity to identify how to support complex communities or those with low social capital. Citizens with less time, resources, or quieter voices such as children and the vulnerable are in a worse position to take advantage of the new opportunities provided by these changes (Sheffield First Partnership, 2010, p5). With this in mind a key role for local authorities is managing any risks that may arise from new forms of provision. One view of the role of a Local Authority in the Big Society is not for control, but for quality control protecting core and essential services; protecting values and principles (Sheffield First Partnership, 2010, p4). Within the wider context of the Big Society a key role for Sheffield City Council as an organisation will be to create the conditions that safeguard the wellbeing of all citizens and communities, providing protection for the most vulnerable. This is already a key role for local authorities but it may become increasingly important in offsetting any disadvantage or unintentional outcomes of the Big Society. Implications of the Big Society for Sheffield City Councils relationship with the VCF Sector Within Sheffield a large amount of successful activity is already led or supported by the VCF Sector. In some instances this is wholly independent of the local authority and delivers vital services to the citizens of Sheffield. However, a substantial amount of VCF Sector activity in the City is publically funded. Over the coming years this will need to change as the pressure on public funding intensifies. There is a challenge for the VCF sector to change their funding base from grants from the public sector to a greater use of social enterprise, cooperative and mutuals. In addition, Philanthropy and increased charitable giving are regarded as key parts of the Big Society, yet it is unclear how they are to be increased and better directed (Sheffield First Partnership, 2010, p4). The Big Society idea sets out a larger role for social enterprises, charities and voluntary organisations in the provision of services, it also plans for a substantial transfer of control to ordinary citizens, coming together to provide for their own communities (Pattie Johnston, 2010, p2). This sets an interesting context for the relationship between Sheffield City Council and the wider VCF Sector, with local authorities having to consider how best to align their activity to and support the work of community groups, both current and emerging (Office for Public Management, 2010, p2). The relationship with the VCF Sector is integral to all three of the agendas and questions of the Big Society set out earlier in this paper. The VCF Sector is one of the key ways in which Sheffield City Council can allow local people to participate more effectively in the governance, design and delivery of services in their communities (helping to identify what the state can and should do). Through supporting community empowerment and drawing together social action the VCF Sector has a valuable contribution to make in focussing activity and providing a framework which helps individual citizens and communities identify what they can do for themselves and what they can do for others. Within local authority areas such as Sheffield the VCF Sector will need to adapt and change to the increasing responsibility placed on it by Big Society. It is widely acknowledged that there will be a need for new initiatives to emerge, but also a need to recognise the valuable resources and good practice that is already in place. Chanan and Miller (2010, p2) argue that most of the Big Society policy does not rest on the idea of communities taking over mainstream public services, although this is a view that has been caricatured by the media. It is acknowledged that few communities would want to take over statutory public services, and where they did there are no guarantees that existing problems would not exist. In many instances, where community groups want to or are able to effectively run specialist non-statutory elements of public services they are able to do so through social enterprises or by bidding for such work through established processes. Chanan and Miller (2010) go on the state that where services are statutory it is right that a certain level of accountability, standards and bureaucracy are attached to them. They do however set out an important role for the VCF Sector in complementing and co-producing public services. The underlying principle is not the state offloading public services but the state and people working together to ensure maximum value either from a public service or from a voluntary service initiated by a community group. It is this that will make public services more efficient and economical and communities more capable (Chanan and Miller, 2010, p3). However, Tizzard (2010) and NCVO (2010) have an alternative view and believe the very essence of the Big Society will lead to more social enterprise, third and community sector public service delivery. So, at one end of the potential continuum of involvement of the VCF Sector in the Big Society is the taking over of or co-production of public services. Although this may seem unlikely in the short term it is a possibility that needs to be considered and will increasingly be part of political debate. Developing ways to open up debate on this issue in Sheffield is clearly a responsibility of the democratically accountable local authority. However, at the other end of this continuum is developing an approach and local mindset where people have the power and confidence to take action where they feel it is necessary. This could be through volunteering to support local projects, causes or initiatives (existing or new), or maybe through schemes to recruit community organisers. Some infrastructure for this to take place already exists within Sheffield, but it is not consistent across all geographical areas and does not necessarily appeal to all social groups. Furthermore, it is not clear how much capacity and willingness there is for people to engage in this type of activity beyond the small army of people who are already involved (see Pattie Johnson 2010). It is acknowledged that Increased volunteering will need a framework and incentives to widen recruitment and increase the volunteer base. It should be recognised that volunteers are not a stable workforce and cannot replace aspects of the public sector like-for-like (Sheffield First Partnership, 2010, p4). Within Sheffield the VCF Sector needs to be supported in building their response to Big Society and building capacity to deliver the Big Society agenda is essential. A number of commentators set out the important role that Local Authorities can play in helping to ensure that the VCF Sector have the relevant skills and capacity to deliver the Big Society and in helping to build consortia that can deliver local priorities. Outside of funding, providing assets and working with partners to set up volunteer schemes, the Office for Public Management (2010) set out a number of ways in which local authorities may support the VCF Sector in working towards the Big Society. Examples include initiating and incubating new ideas, providing support and advice, sharing knowledge in order to support community initiatives, and helping to remove some of the barriers that the VCF Sector may experience when trying to do things differently. In addition, the Office for Public Management (2010) also set out the important role for local authorities in managing risk and reducing inequalities (both points discussed earlier in this paper). Above all, there needs to be an acknowledgement that the approach and involvement of the VCF Sector in the Big Society will look different in different places. These differences will be due to the different choices and decisions made by people in these localities, different levels of service need and service provision and the ethos of any new schemes that are introduced (Sheffield First Partnership, 2010, p2). This difference can be viewed as positive as it has the potential to deliver increased levels of competition and choice where appropriate, allowing local services to reach and support local people more effectively. However, an important point to consider is what happens in those communities and neighbourhoods where there is little or no VCF infrastructure or where people are not willing or able to engage in the Big Society. If this is just small pockets then the hope is that the enthusiasm and energy from neighbouring areas will drive activity. However, where lack of engagement is widespread and shows little evidence of developing organically what resources and mandate will local authorities have to intervene? Will it be politically and morally acceptable to allow nothing to happen in some areas, whilst others thrive in the Big Society? This is also an important consideration given that in some areas it may take longer to build the Big Society than in others. With this in mind, there is clearly a role for the local authority to work with the VCF Sector to ensure that such potentially negative aspects of the Big Society are reduced and to unite people from all sectors and parts of the community to ensure that everyone benefits. Conclusion There is still much confusion surrounding the notion of the Big Society, which remains a potentially complex and controversial area of emerging public policy. Many commentators, politicians and academics have concluded that the Big Society can be what you want it to be and that success depends on applying the principles and ideas most appropriately and effectively at a local level. This paper has only focussed on three elements which are of direct relevance to Sheffield City Council as it starts to develop its thinking around the Big Society. However, many of the issues raised will be relevant to other areas. Much is already happening which could be defined as the Big Society. The question is not if this activity and commitment will continue (as I am sure it will), but if the terminology of the Big Society will still be with us in 12 months only time will tell. The opportunity of the Big Society is surely around harnessing the new and alternative sources of ideas, energy, capacity and challenge which the current focus on the Big Society brings. Importantly, this needs to work with existing capacity, resources, enthusiasm and political will to deliver on shared outcomes that impact positively on individuals and communities. For the reasons discussed earlier in this paper some degree of oversight over Big Society initiatives is essential. The public sector, the state, and the VCF sector have important roles to play here (Sheffield First Partnership, 2010, p4). In addition, there needs to be an acknowledgment that certain approaches (e.g. volunteering, social action) will be better suited to delivering certain types of Big Society activity. However, there is still a need for the development of long term strategic approaches and the maintenance of statutory services. The Young Foundation (2010, p20) set out a useful distinction between services that can be tailored or devolved to communities, with service standards shaped or set locally and services that require central planning, delivery and oversight, with service standards set by the local authority. Where this line falls will vary locally and will be dependent on a range of factors such as need, community capacity and political will, however this is a useful way of framing the wider Big Society debate. Within the current climate of public sector cuts and reforms it is important to understand that creating a smaller state wont necessarily (or automatically) lead to a Big Society. In some areas there will be a role to play around directing resources, leadership, nurturing, support, encouragement and enabling. In the majority of cases an organisation such as a local authority has the governance and democratic accountability to carry out this role, and importantly ensure fairness and equality. However, for the Big Society to work the overall approach needs to remain fluid, dynamic and responsive. It is only through adopting such an approach that the needs and aspirations of individuals and communities can be best met. This in itself may be a challenge for large organisations such as local authorities, but it is arguably one that they need to rise to in order to make the most of the Big Society opportunities.

Rosa Luxemburg :: essays research papers

Rosa Luxemburg Rosa Luxemburg was one of the finest political theorists of the 20th century. Rosa Luxemburg was a German socialist leader and revolutionary. She was prominent in the international socialist movements in the early years of the 20th century. She believed that only socialism could bring true freedom and social justice. At the age of five she became seriously ill. After recovering she walked with a limp and later sciatic pain caused her much trouble. Rosa Luxemburg founded the German Communist party. Rosa was born into prosperous Jewish family in Russian Poland. Until recently, little was known of Rosa Luxemburg's personal history. She guarded her private life assiduously. Newly discovered information has revealed her unique family environment that can be directly attributed to her accomplishments as an adult. Her family relationship was close and always supportive. She was born on March 5, 1871 in Zamosc, Poland which was part of Russia then. She was educated in Warsaw, where she became active in political societies. In 1889 she went to Poland to avoid being arrested for her activities and settled in Switzerland. She studied natural science and political economy at the University of Zurich. While there she wrote a doctoral dissertation entitled The Industrial Development of Poland in 1898. In 1898 she migrated to Germany, acquiring citizenship by marriage to a German worker and became part of the German Social Democratic party (SPD). It was leading organization of international socialism. During the Russian Revolution of 1905 Rosa went to Warsaw to participate in the struggle and was imprisoned. After her release she taught in the SPD school in Berlin during 1907-1914 and wrote The Accumulation of Capital in 1913. At the outbreak of World War I, she and the German socialist Karl Liebknecht formed a revolutionary faction within the SPD that became known as the Spartacists.

Human factors in technology Essay

Man is the only being who has utilized technology, to the point that it also caused technology to change rapidly through time. Technology has been one of the most influential concepts in the lives of every human being throughout history. It was so influential that it had become one of the major deciding factors in the direction of history. Technological innovations had evolved from the simple to the very complex. From the simple stone cutting tools that prehistoric man had, to the contemporary blades that virtually do not need any resharpening at all. There had also been evolution from the very crude computing technique such as the finger counting, to the very complex supercomputers. In terms of transportation, from the very simple mode of walking and running, man had innovated transportation technology by inventing and innovating cars, planes, ships, etc. Technology had not only affected transportation and computing, but also the social and psychological scene as well. Companies whose general trade is information and technology are the ones whose organizational structure is very much affected by the technological changes. Most of the companies are either computer manufacturers or technological research companies. Apple Inc. , formerly known as Apple Computer, Inc. is an American-based multinational corporation which has its focus on technical manufacturing and designing of electronics and software programs for variations of consumers all around the world. It headquarters can be found in Cupertino, California (Apple, Inc. , 2007; History of Apple, 2007; Mesa, 1998; Apple. com, 2007). This company basically focuses on the development and support of several electronic gadgets for the market. This same company currently has its eyes focused on the innovation of already existing technologies, as well as the formation of a new breed of technology for the market. Some of its world-famous creations are the iPod, iPhone and the AppleTV. Aside from these electronic equipment and gadgets, the Apple, Inc. is also into the creation of new and better software programs. In the past, it had focused on creating and developing operating systems (OS), and specific application programs. Today, Apple, Inc. is now setting the path before it releases its newest operating system, the Mac OS X â€Å"Leopard†. Apple is very much into expanding its frontiers by exploring new ways of marketing and product presentation (Apple, Inc. , 2007; History of Apple, 2007; Mesa, 1998; Apple. com, 2007). It is now into the trend of having an online store where its products, whether hardware or software, can be bought by just a click of the mouse. The company is well-known for their very user-friendly hardware as well as software. Their iPod series, as well as their iPhone, Macintosh series of personal computers and peripherals, iLife software suite, and the Mac OS are just some of their best-known software and hardware products. Also, the company is a major supplier of prosumer software products for specialized purposes such as the audio and film industry (Apple, Inc. , 2007; History of Apple, 2007; Mesa, 1998; Apple. com, 2007). The mentioned things about Apple, Inc. , set up a background for the contemporary company. Technology has an implicit message, and that is to put everything into a very objective perspective, where everything could and should not be subject to an individual’s / group’s personal judgments or beliefs. By virtue of technology, man was able to do things such as measurement and judgment without having biases. With the use of technology, organizations can track their development without having doubts if the people who assessed them were biased about the evaluation process. But this strength is also its weak point. Being very objective would mean that the assessment would be very strict, and it would be guided by certain sets of quantified measurements such as numbers and / or a set of quantified codes. These standards for judgment and assessment can be used to evaluate employees’ activities, company sales and company economic standing. Having these strict standards would mean an easier, more efficient and more economic way of assessing the company. With these, companies such as the Apple could rely on machines about their company’s survival. Machines, which are products of modern technology, could be programmed to assess particular aspects of the company and suggest possible options about how to make the company even more productive. This may sound farfetched, but it could be a good way of looking at the possibility of how machines could help organizations in optimizing their parts. Business oriented companies such as the Apple is currently facing the possibilities of having less human members, and more help from the technology they are developing. These companies, with the help of modern technology, could be able to assess their employees using certain standards that can be input to a computer for further assessment. This way, there would be less processing time, less need for human HRD team members, less specialists in the field of assessing people, more possible members for the pool of computer and technology specialists (which could also mean more capital would be invested on the specialty of the company), and less expenses on the part of the company. Looking at the advantages posed by this method, it would be good to conclude that this could boost company income, thus uplift the lives of its employees in an economic and political sense. On the other hand, this method could also pose a very detrimental effect to the company as a whole, both in the macro and micro perspectives. One disadvantage of this method would be that without the subjective judgments of humans on human resources, it would be possible to miss important and potentially able applicants. Also, it would be possible that the programmed machines would not be able to look the implicit factors such as family background and the personality types of the applicants. Another is the fact that hardcore statistics, which programmed machines use, does not claim that the results are products of the interplay of all possible factors, instead it can only present results with the extraneous factors (which may possibly matter) omitted. References: Apple. com (2007).Retrieved August 9, 2007 from http://www. asia. apple. com/. Apple, Inc. (2007). Wikipedia: The Fee Encyclopedia. Retrieved August 9, 2007 from http://en. wikipedia. org/wiki/Apple_Computer. History of Apple (2007). ). Wikipedia: The Fee Encyclopedia. Retrieved August 9, 2007 from http://en. wikipedia. org/wiki/History_of_Apple_Inc.. Mesa, A. (2007). Apple History Timeline. The Apple Museum. Retrieved August 9, 2007 from http://applemuseum. bott. org/sections/history. html.

The Face in the Mirror Was Not Mine

The face in the mirror was not mine! What was going on? † Andrea thought. Now let me explain to you how this all happened†¦ Andresen's morning started off like every other day. School went well, and the evenings with her mom, dad and 2 older sisters followed the same routine as every other Thursday night. â€Å"Tonight everything is going to change for me. At 11:11 pm my biggest dream will finally come true,† Andrea thought as her wise father rambled on about what a colleague had said at lunch time.Her mother had noticed that she was being oddly quiet, and said to her: â€Å"Darling, you've barely touched you're food. † Andrea replied to her that she was going through the lessons she had learned at school today. Later on that very same night Andrea looked on her wall-clock with the French-styled twirls and saw that it was only 10:11 pm. So she decided to revise her wish: â€Å"I wish that my inner beauty would shine out onto my body and face. † The rea son for this specifically detailed wish was the fact that Andrea had never been particularly pretty, and they always say â€Å"Inner tatty shows on the inside and outside†.So Andrea always believed that her inner beauty, when brought out, would outshine her looks on the outside because she was always friendly and helpful and never complained about anything. As Andrea went on mumbling and thinking about this over and over, she had not noticed that it was already 1 1 :05 pm. Luckily she had set an alarm on her phone earlier on for seven minutes past eleven. So as the time drew nearer Andrea embraced herself for what might or might not happen. As soon as her clock showed 11:11 pm, Andrea made her sis.She suddenly felt a tingle on her spine, and after that her whole, entire body started to ache and her entire felt like she was burning. Her terrible screams woke the entire household and they rushed into her room, only to find that there was a strange, odd-looking creature on their daughters' bedroom floor. Andrea then started speaking and said: â€Å"Mom, dad; what are you doing in my room? † And all they did was point to the mirror standing in Andresen's room so that she may see what red-skinned, hunch backed creature she had become†¦