Manhattan Project :: essays research papers

Manhattan ProjectII. The Race for the Bomb The theoretical possibility that an explosion could be brought about by atomic fission became known in 1939, the year that war broke out in Europe. Scientists discovered then that uranium atoms can fission when smitten by neutrons to split other atoms in a chain reaction, releasing large amounts of energy.Two Hungarian physicists who had recently emigrated to the United States, Leo Szilard and Eugene Wigner, alerted the US organisation to the possibility of an atomic bombard. Along with Albert Einstein, they wrote a letter to President Roosevelt warning that Nazi Germany might also be working towards a uranium bomb many of the important discoveries in atomic physics had been made at German universities. Roosevelt responded by setting up an advisory delegacy on uranium in October 1939.Under the aegis of this committee, American scientists at several centres examined the problem. The uranium that fissions is an isotope, a variation of an element that is chemically indistinguishable but different in its atomic structure. It is uranium-235, which constitutes only 0.7 per cent of uranium. Scientists questioned whether significant quantities could ever be separated.Much of the initial work was done at Columbia University in New York, and the legions direction was from an office in Manhattan. This was located in the Manhattan Engineering District, and the whole programme became the Manhattan Project, under the command of Major General Leslie Groves.Meanwhile, in Britain, two immigrant physicists, the Austrian Otto Frisch and the German Rudolf Peierls, decided that an atomic explosion using uranium-235 was a practical possibility. They alerted the British authorities in early 1940 with a memorandum showing how such(prenominal) a bomb could be produced. After more studies, the British government set up a project to build an atomic bomb.The United States and Britain exchange information on weapons developments. British pro gress towards an atomic bomb convinced American scientists in the summer of 1941 that it could be done, and spurred on their work. In November 1941 a committee of scientists recommended that the United States embark on an all-out research programme, and President Roosevelt gave the go-ahead the following January.

Global Warming :: Greenhouse Gases Climate Change

For decades and decades, human factories and cars have discharged billions of tons of artificial greenhouse gases into the atmosphere, and the climate has begun to show numerous signs of global warming. On the other hand, some people want you to believe that global warming does not exist. There ar many people who atomic number 18 only out for personal gain and are outright liars. According to a scientist at NASA Global warming is the single largest threat to our planet(Weier 2002). everywhere the past two hundred years we have seen significant changes in the effects on our environment, primarily due to humans and both their lack of awareness, or their total disregard for the effects that their actions have on the environment.Global warming is one of our toughest environmental challenges. It threatens the health of people, wildlife and economies around the world. The problem is carbon dioxide and other heat-trapping taint. This pollution mainly comes from cars, power plants and o ther industrial sources that burn gasoline, coal and other fossil fuels. This matter collects like a blanket in our atmosphere. As a result, the planet gets warmer. We can say that the amount of radiation from the sun that reaches the earth each year has been fairly consistent from year to year and coke to century until recently. Thirty percent of the total solar energy that strikes the earth is reflected back into space by clouds, atmospheric aerosols, reflective ground surfaces, and even ocean surf. 70 percent of the solar energy is absorbed by the land, air and oceans. The absorbed light is mostly in the form ultraviolet and near infrared solar radiation(Weier 2002). Absorption of this solar energy makes life on this planet possible. The energy does not stay bound up forever. If it did our planet would wind up being hotter than the sun. Instead, when the rocks, air, and sea heat up, they give off thermal radiation, which escapes into space and allows it to cool down. This radia tion is invisible to our eyes, but our hands can feel it emit from a fire or a car engine.What we should be worried about now is that over the past 250 years, we have been artificially raising the absorption of greenhouse gases in our atmosphere. Factories, power plants, and cars, burn coal and gasoline and spit out a seemingly endless stream of carbon dioxide. Power plants are the largest contributors to global warming.

McCarthyism in Film Essay -- Film Analysis

Two films, The Day the Earth Stood compose and true(p) Night and pricy Luck, are produced over five decades apart and illustrated similar anti-communist sentiment. The first film, The Day the Earth Stood Still, was produced in 1951 during the height of the anti-communist movement or in other words McCarthyism. Good Night and Good Luck, which George Clooney directed and starred in, was produced in 2005 as a black and white docudrama film. These two films portray the mood felt up by society during the 1950s through two complementary perspectives. The first film shows an overt view by the media toward Senator McCarthy while transmitting a vague message to the United States government. The second film does the same only five decades earlier. As stated, both films share a hidden agenda which is disgust and scruple toward Washington D.C. from Hollywood.The media and entertainment industry felt hatred toward Washington D.C. and expressed their feelings through cleaver movie scripts a nd metaphors. Two films in particular, The Day the Earth Stood Still and Good Night and Good Luck carried the message loud and clear. Good Night and Good Luck chose to illustrate the unjust and biased actions of Senator Joe McCarthy and the House unpatriotic Activities Committee (HUAC). Because of his outspoken negative slander McCarthy was considered the high-status target. McCarthy led the charge against Soviet infiltration and in general did not hide his negative feelings toward Communist activity. trance Good Night and Good Luck showed a retrospective chronological view of the early 1950s The Day the Earth Stood Still was actually a product of this era with the writers choosing to use fictional characters. The characters helped illustrate their viewpoi... ...2012. Doherty T. Good Night, and Good Luck. Cineaste serial online. Winter2005 200531(1)53-56. Available from Academic Search Premier, Ipswich, MA. Accessed April 22, 2012.Pardon J. Revisiting a Science Fiction virtu ous Interpreting The Day the Earth Stood Still for Contemporary Film Audiences. Journal Of Popular Film & Television serial online. Fall2008 200836(3)141-149. Available from Academic Search Premier, Ipswich, MA. Accessed April 22, 2012.Briley, Ron, and Robert Brent Toplin. Good Night, And Good Luck. Journal Of American History 93.3 (2006) 985-986. Academic Search Premier. Web. 25 Apr. 2012.George Clooney Good Night, And Good Luck Came Out Of Anger. Huffington Post. Huff Post Entertainment, 23 Jan. 2012. Web. 26 Apr. 2012. .

Virginia Woolfs To The Lighthouse - Portrait of a Real Woman :: To The Lighthouse Essays

To The Lighthouse - Portrait of a Real Woman    Until To The Lighthouse, I had never read anything that so suddenly described women wives, mothers, daughters and artists. I felt like shouting Eureka on every page. These were my thoughts, beautifully written. Virginia Woolf writes of the essential loneliness and aloneness of human beings. In the startle passage I am examining Mrs. Ramsay is the heart of the group gathered around the dinner table. It is because of her that they are assembled. She is the wife, the mother. And the whole of the effort of merging and flowing and creating rested on her. But she feels disconnected, outside that eddy that held the others, alone. She views her husband almost as an inanimate object. She could not understand how she had ever felt any emotion or kernel for him. The room has become shabby. Beauty has dissolved. The gathering for which she is responsible is merely a group of strangers sitting at the same table. Nothing seemed to ha ve merged. They all sit down separate. Mrs. Ramsay understands that she must bring these people together. Again she felt, as a fact without hostility, the sterility of men, for if she did not do it nobody would do it. So she drifts into the eddy to do her duty -- albeit reluctantly. ...she began all this business, as a sailor not without weariness sees the wind fill his sail and yet hardly wants to be off once again and thinks how, had the ship sunk he would have whirled round and round and found rest on the floor of the sea. This passage is so true In a traditional family (my family) there is a man (husband and father), a woman (wife and mother), and children. The woman is claimed by all. She is held responsible, both in the eyes of her family and in her own eyes, for the happiness and eudaemonia of all. She is the glue, the anchor, the spark, the damper. She is lonely but never alone. The idea of drifting to the bottom of the sea can seem inviting Ð to be free and alone This short passage aptly illustrates a real womans very complicated feelings about the demands of family and society upon her. I think it is no less valid now then it was in the twenties when the book was written.

Relating to Life Struggles Portrayed in Tim OBriens The Things They C

Relating to Life Struggles Portrayed in Tim OBriens The Things They CarriedThere are about things that I carry around with me in my daily life that I both need and dont need. Although, I carry many more positive things than I do negative, I know that they are there and how I must learn to use them is essential. Even if I dont carry around physical things alike the soldiers in the story, I carry around the thoughts and images of my past and of the opinions and judgments of my future. Troubles that I dealt with as a teenager follow me into my present life now. Sure, we as teenagers made some stupid mistakes, but there are still a few of them that haunt me even to this day. I have learned that they will never run because of how much of an impact it had on me, but I have discovered on my own when it is healthy and harmful to bring them up. I had disagreements with my parents and I saw their viewpoints as outrageous and unfair but I have educated myself to know that they were in the right, while I was in the wrong. That is something that I will go on to pass through my chi...

Relating to Life Struggles Portrayed in Tim OBriens The Things They C

Relating to Life Struggles Portrayed in Tim OBriens The Things They CarriedThere are many things that I carry around with me in my quotidian life that I both need and dont need. Although, I carry many more positive things than I do negative, I know that they are in that respect and how I must learn to use them is essential. Even if I dont carry around physical things like the soldiers in the story, I carry around the thoughts and images of my departed and of the opinions and judgments of my future. Troubles that I dealt with as a teenager follow me into my present life now. Sure, we as teenagers made some stupid mistakes, but there are free a few of them that haunt me even to this day. I have learned that they will never disappear because of how much of an impact it had on me, but I have discovered on my own when it is healthy and harmful to bring them up. I had disagreements with my parents and I saw their viewpoints as outrageous and unfair but I have educated myself to know th at they were in the right, while I was in the wrong. That is something that I will go on to pass through my chi...

Coaching & Leading Essay

One of the major findings of studies on creativity and is that creativity and inspiration are very much correlated with constitutional motivation, for example, if a person is enjoying what he/she is doing, the person is likely to be highly inspired and creative that when such a person is take a shiting so as to attain something else. For instance McGuinness (2007) develops that, Anne Sexton a poet told her producer that though she would like to make lots of money through writing poems, she needs to inter everything about money so as to strongly write the poems.Coaching has been known to facilitate intrinsic motivation and inspiration through asking questions and adult observational feedback in a manner that assists those beingness coached (coachees) to focus on the immediate caper. Timothy Gal bureau author of The Inner Game of Tennis Random abide said that, it did not appear to matter if he praised or criticized his tennis players, since both of these has a negative impact on the game (p, 32). Even a easily intended praise runed in the player loss concentration, because the player started judging him/her self and hope that their subsequent shot would be great as the past one.Thus, Gallwey (1997) stopped praising the players. Inspiration and creative flow At its highest, intrinsic inspiration and absorption in inspired work can result to creative flow, which is described by McGuinness (2007) as a nearly automatic, natural, yet greatly state of awareness. Creative flow in a person encephalon results in tallness performance of that person. Coaching is attributed to creating this inspiration that results in creative flow. Individuality (enabling others)Creative individuals are notably idiosyncratic, to them there is no correct way or best practice in inventive work. Coaching generally helps in advancing the individuality of a person and enabling him reach his/her peak performance and abilities though guidance and encouragement from the leader (McGuinn ess, 2007). This can also be done through balancing skills and challenges, the leader can match the task o be performed with the abilities of the employees, through learn or training these employees can be assisted to overcome their weakness. Goal settingGoals are fundamental to teach it has asserted that without any name and address, then the leader will not be coaching effectively. For any particular task or assignment, the leader should make accredited that goals set are well understood by those involved, and the goals are well balanced between inspiring task and measurable achievement. Crane (2007) note that goal setting is able to inspire an employee. No worry in failing Empowering Coaching operates on the presumption that its fine to make errors, as foresightful as these errors serve as experiences and lessons to the person.Through providing correct feedbacks about the performance of a person and demanding that the person learns for his/her errors, the leader ensures make s sure that failures are reduced and have less repeated and less serious. Through creating a responsible but supportive atmosphere, the leader assist his/her people to spend little time being worried about failing and more time endeavouring for excellence. This Crane (2007) explains is the way coaching empowers employees. The affect and influence of alteration on coachingPohlman and Gardiner (2000) explain that, parentage leaders and managers are also part of the wider society and have to strike with challenges brought by diversity in their organizations. Those leaders and managers that are well prepared to deal with these challenges and exploit advantages of diversity will probably be successful by being effectual coaches in a diverse organization. Discriminatory practices are car park within the society and, sometimes, these practices emerge in the workplace which could cause critical challenges for leaders and managers.Unjust issues of discrimination usually stem from socie tal prejudices, stereotypes as well as propaganda. Rather, than carrying on societal prejudices and treating employees unjustly based on the stereotypes and propaganda, business leaders and managers can use leadership and coaching the responds to the diversity by focal fleck on performance of each crowd and developing them progressively on the basis of their level of willingness to assume new responsibilities.As Pohlman and Gardiner (2000) asserts diversity cam lead to accident with advancement programs like coaching and mentoring, the advancement programs such as mentoring and coaching are all an element of work performance and lack of understanding of diversitys affect on these processes, including who is being coached and who is coaching him/her, can influence the performance of workers. The issue of diversity requires that coaches examine a person beliefs and values unitedly with understanding the skills that are required to suitably deal with these beliefs and values.Parsl oe and Wray (2000) assert that, diversity just like communication is a reality in modern organizations. It is real and permanent therefore its acceptance is a prerequisite of life if a coach is operate effectively in a coaching situation. Diversity makes work place to be more lively, interesting and less boring. At the same time it makes the coaching experience to be more challenging and very unpredictable.As Parsloe and Wray (2000) observes, it is common for coaches to be become upset by individuals actions, attitudes and general behaviours in a diverse work teams and group environment in present day workforce. Some of those actions, attitudes and behaviours nay make the coach or the leader or even other workers uncomfortable since they challenge their strongly held beliefs and values, which have been cemented in their subconscious minds over many years.Since a lot of organizations attempt to improve their productivity as well as competencies against their rivals, one tendency is a ttempting to cultivate a culture culture in their businesses. In order to attain this attempt, the leaders role ought to be transformed to developmental coach or leader who focuses much more on supporting workers to learn and make improvement to their competencies and motivation. To be highly successful in managing a diverse workforce, leaders involved in coaching mustiness lead through incorporating coaching models and effective communication.Leaders should not just be conscious of their leading styles and adapt properly to employees willingness but must be conscious of their won individual traits regarding communication with their employees, this will strongly influence and establish their style of coaching. In a diverse setting Parsloe and Wray (2000) explain that the there are four coaching styles that can be adapted by the leader Senser the leader focuses on action and getting directly to the point Intuitor the leader coaches the diverse group by sharing ideas, theories and concepts, and through motivating and inspiring focusing on the future. Feeler the leader provides support and attention to the group and talks about the past Thinker here the leader stays focused on rules, facts information and stipulated processes The coach has to comprehend emotional intelligence and hit to increase the performance of diverse workforce through self-conscious and being ware of his/her coaching style when leading.

Giligan Oakmont Country Club Case

Gilligan oOakmont kingdom federation 1 Thomas W. Gilligan University of Southern California I t is the summer of 1996 and watchfulness essential decide whether or not to alter the process used to trade the night high societys 450 appendageships. The received mend cost system, in which management sets the ecstasy slant for fiat social stations, advances few degree of financial certainty for existing and potential members as well as for the clubs financial excogitationners. However, the rigid toll system promotes chronic imbalances between the piece of members regard to give the club and the number of in line candi take cares wanting to enter the club.These imbalances create frustrations for eligible candidates, hardships for long-time club members, uncontrollableies in developing suitable new members and problems for club planners. Management is considering several alternatives. THE CLUB Oakmont republic Club is a private golf and social club located along the Arroyo Verdugo in northern Glendale, California. Established in 1922, Oakmont has long provided the kind of relaxed social life prized by many Southern California families. Oakmonts mission statement reveals the clubs goals and orientation. . . to provide its members with a premium golf and country club experience that includes a well maintained, highly prise and belligerent golf course an attractively designed and efficiently operated clubhouse that meets the social stations requirements for excellent service, top-quality food and beverages and ample meeting and junketeer facilities and the maintenance of the Clubs unique atmosphere of a strong and friendly family orientation. All contemporary management issues at Oakmont are evaluated through the genus Lens of this mission statement.This case was prepared by Thomas W. Gilligan, University of Southern California, as a basis for classroom discussion rather than to illustrate either efficacious or ineffective handling of an adm inistrative situation.Oakmonts challenging 18-hole, 6,736-yard golf course is a tough test for golfers of any ability. The course was designed by Max Behr, architect of many local courses including the unrivalled at Lakeside boorish Club, and modified by William Bell, Sr. , creator of courses at the Riviera and Bel standard atmosphere Country Clubs. Oakmonts course is currently the site of an annual Ladies Professional Golf Association (LPGA) tournament and over the grades has hosted many important superior and amateur events. Among the notable winners of golf tournaments held at Oakmont are Ben Hogan and Al Geiberger.Oakmonts clubhouse, which was renovated in 1995, is a 42,000 square foot, single-story structure characterized by an elegant reception area, ceremonial dining room, private meeting and banquet rooms, a members grill, a casual dining room and a terrace grill for interior and outdoor eating. In addition, there is a fully equipped state-of-the-art exercise room and mens and womens locker rooms. A competitive short course pool, with toddler swimming area, is open from Memorial Day through Labor Day each year. Oakmonts assets are valued at expertly $13 million while its annual operating expenses are more than $3 million.Tables 1 and 2 are statements of the financial position and activities of Oakmont Country Club for fiscal years 1995 and 1996. Oakmont is organized as a non-profit corporation under the laws of the state of California. According to its bylaws, Oakmonts membership is fixed at 450 rhythmical members each with an equal proprietary interest in the clubs assets (Oakmont also has several non-equity membership categories). Regular members govern Oakmont through the election of a identity card of Directors (the wag), the chief policy-making body of the club. The Board appoints members o standing and special committees and, together with the clubs General Manager and senior staff, wield the daily operations of Oakmont. Regular memb ers also vote on the adoption of new articles or amendments to Oakmonts bylaws.THE MEMBERSHIP PROCESSMost of Oakmonts regular members are professionals, entrepreneurs or corporate leaders who reside in Glendale and the neighboring communities of La Crescenta, La Canada-Flintridge and Pasadena. Some are executives or high-ranking managers in the entertainment industries that permeate the Los Angeles basin.Many current members are children of long-time Oakmont members. Surveys conducted by the club indicate that many members consider other clubs before joining Oakmont. Three nearby clubs Annandale Country Club in Pasadena, San Gabriel Country Club in San Gabriel, and Lakeside Country Club in Burbank compete directly with Oakmont for new members. Indeed, the need to provide competitive club characteristics and amenities was a major motivation for the recent renovation of Oakmonts Clubhouse. Regular members wishing to leave Oakmont do so for a variety of reasons.Some have moved or are planning to move to locations that would limit or preclude their use of Oakmont. Others wish to give up their golfing privileges but run their association with Oakmont as social members. Some find that due to changing life circumstances (e. g. , the death of a spouse), their club usage has declined and it is no long- weathering sensible to continue to pay the periodic membership dues, which can approach $500 even with little or no use of the club. And most are no longer economically able to cover the cost of membership. Historically, roughly two members leave the club each month.The process of becoming a member at Oakmont is distinctive of private country and social clubs in Southern California. Prospective members are invited to join Oakmont by two current members (a proposer and seconder) and endorsed by five excess regular members. These prospects are then interviewed by the clubs Membership Committee and evaluated by the Board.Eligible candidates become members of Oakmont b y remitting an entrance wages to the clubs business office. Part of the entrance fee, the transfer fee, is used to defray the current expenses of the club. Table 2 illustrates that the transfer fee is an important revenue source, constituting roughly 14 and 19 percent of the clubs operating revenues in 1996 and 1995, respectively. The balance of the entrance fee, the members equity, is paid to the part withing member. Currently, the entrance fee, transfer fee and members equity are set by Oakmonts Board.This so-called fixed price membership system is typical of social and country clubs the like Oakmont and has several desirable features. The fixed price system allows the Board to reliably budget transfer fees. The fixed price system also appears to provide some certainty round the costs of joining Oakmont to potential members and the value of members equity for members planning to resign. Since the fee structure adopt under the fixed price system is at the discretion of the Bo ard, it permits some flexibility in adjusting to relevant changing circumstances.For example, the vicissitudes of the Southern California economy have a outsize bearing on the number of members wishing to resign from or join Oakmont. During the economic boom of the late 1980s and prior to the recession of the early 1990s, the Board increased the entrance fee by almost 50 percent (from $34,000 in May 1989 to $50,000 in March 1992). After the recession of the early 1990s, the Board reduced the entrance fee by nearly a quarter (from $50,000 in March 1992 to $39,000 in June 1993).Changes in the entrance fee also contemplate the financial requirements of construction or acquisition of new assets. Also in June 1993, the Board increased the entrance fee by $6,700, an amount equal to the discernment levied on all current Oakmont members to cover the costs of the Clubhouse renovation (note that the old entrance fee plus assessment yields the new entrance fee of $45,700). Table 3 reports t he entrance fee, transfer fee, and members equity for October of each year from 1989 to 1995, as well as for August of 1996.THE PROBLEMSThe fixed price membership system used at Oakmont is associated with at least one potentially undesirable feature a chronic imbalance between the number of members wishing to resign and the number of eligible candidates wishing to join the club. The last column of Table 3 reports the number of people waiting to join (in parenthesis) or resign from Oakmont for several months during the 1989 to 1996 period. In October of 1991, there were 11 eligible candidates for membership to the club who, due to the paucity of members wishing to resign, remained eligible candidates for at least one month.Inspection of Table 3 indicates that the number of eligible candidates waiting to join Oakmont at the end of October of 1990 and 1989 was even greater 42 and 27, respectively. Indeed, some members who paid Oakmonts highest historic entrance fee late in 1991 or earl y in 1992 had waited over two years to join the club. A long waiting be given of eligible candidates wishing to enter Oakmont had its good and bad points. Some members viewed a long queue of eligible candidates as indicative of the value and exclusivity of the club.After all, it is traditionally difficult to get into a desirable social club why should Oakmont be any different? Others, however, were troubled by the impact of this lengthy wait on eligible candidates. All of the eligible candidates had been asked to join by current Oakmont members. Many of these members were embarrassed and frustrated by the lengthy wait that accompanied their invitations. In addition, some felt that the long waiting refer to enter Oakmont generated speculative eligible members individuals that declined to exercise their option to become a member when they reached the top of the list.While these two membership categories addressed some of the problems associated with the long waiting list to join Oak mont, they also created some new issues and abuses, as well. During 1992, the imbalance between the number of members wishing to resign or join Oakmont continued unabated.Paradoxically, the relationship that existed during the late 1980s and early 1990s reversed itself there were without delay more members wishing to resign than to join. The factors down this new trend were evident. The weakening national and, especially, Southern California economy shrank the number of individuals with the discretionary income necessary to belong to a country club. Changes in the levy law in the early 1990s that reduced allowable deductions for club dues and entertainment further limited the number of prospective members.Moreover, the intermediate age of Oakmont members, a good predictor of the number of members wishing to resign, had increased from 55 years in 1971 to 62 years in 1996. As Table 3 reports, at the end of October of 1992 there were 10 members who wished to leave Oakmont but could not because there were no eligible candidates waiting to enter. By the end of August of 1996, this number was nowadays 41 and the member at the top of the list to sell his membership had waited since June of 1994. Club management soon discovered that there is nothing good about a long list of members waiting to leave Oakmont.By the second half of 1994, those waiting to leave were quite bitter. These resigning members had endured the physical disruptions of the Clubhouse renovation, which still had a year to go and was at the time 50 percent over budget. The resigning members who had left the area thought it unfair that they be required to continue to pay monthly dues. Management tried to accommodate these individuals by establishing another membership category inactive member with reduced monthly fees in exchange for the surrender of club privileges.This plan placated few resigning members. And the general negativity of the current situation accelerated the number of members wis hing to resign and diminished further still the number of prospective members wishing to enter Oakmont. Indeed, during several months in 1994 and 1995, few prospective members made inquiries and no eligible members were admitted to the club. Ironically, by the middle of 1996 the national and regional economy had cured with a vengeance. Real estate prices, the stock market, and national and regional employment were all rising dramatically.The Clubhouse renovation had been completed and, by all accounts, greatly increased the utility and desirability of Oakmont. Yet, the number of members wishing to resign from Oakmont continued to accumulate. All of the long-term fundamentals for a strong and popular club were now in place. Where were the prospective members that a modern club and healthy economy and stock market should help create? Could the allure of country club spiritedness have declined in contemporary Southern California? Or might savvy prospective members have anticipated a better deal or so the corner?THE ALTERNATIVESDuring 1996 the Board contemplated possible solutions to the membership problem. One possibility was to promote the club more effectively among prospective members. In the 1990s the Board had take a variety of plans to generate eligible candidates, such as bring home the baconing existing members prizes for successful referrals (e. g. , vacations to Hawaii, free dues for three months). These plans had been judged to be only moderately successful and created a backlash among members who felt that such promotions were in poor taste and counter to the Clubs recruitment goals.Some current members felt that new members should be those who fit well within the clubs inlet, not those simply financially able to be Oakmont members. The renovation of CaseNet South-Western College Publishing Oakmont Country Club 5 the Clubhouse helped generate new members, as well. Following its completion there was an initial surge of interest. Some Board membe rs felt that an aggressive promotional plan coupled with some minor improvements in the Clubs physical plant (e. . , the pool) would go far towards alleviating the membership imbalance. Many of these same Board members believed that the alter economy would naturally solve the current problem. Another alternative the Board considered was to reduce the entrance fee, as was done in 1992. This simple solution, which was favored by some of the Boards members, was consistent with the long-time practices of the club and would require few if any changes to the administrative procedures governing the membership process.Other Board members felt that it was unfair to members wishing to leave the club to force them to sell their memberships at a discounted fixed price. And even if the Board reduced the clubs entrance fee, what should the new fee be? Should the fee be set to generate a waiting list of eligible members, as had existed prior to 1991? If so, what was the right length waiting list? Some Board members felt that, under the current circumstances, any change in the entrance fee would have to be modified in the near future and, depending on the volatility of several factors, on a periodic basis.A third alternative considered by the Board was to abandon the fixed price membership system altogether and adopt the so-called muck up order to determine the entrance fee, transfer fee and members equity of Oakmont memberships. This method had been adopted at some neighboring clubs (e. g. , San Gabriel Country Club and Lakeside Country Club) with varying success. Generally, the float method permits the entrance fee to change monthly as a function of the number of members wishing to enter and leave the club and the value that these members place on membership in Oakmont.Board members who favored the float method felt it would alleviate the imbalance between the number of individuals wishing to leave and enter Oakmont. They also felt that the float method would get club ma nagement out of the business of trying to guess the value of club memberships and addressing, on an ad hoc basis, the problems that might arise from lengthy waiting lists to enter or leave the club. Some Board members opposed the plan because they felt it would interject uncertainty in budgeting for transfer fee income.Others opposed the plan because they felt that membership in Oakmont was not like a piece of real estate to be transacted on the open market. These members felt memberships should be allocated by the Board, with consultation from the Membership Committee, to prospective members who would help further Oakmonts values and mission.THE DECISIONIn late September of 1996, the Board abandoned the fixed price membership system and adopted a float method to determine the entrance fee, transfer fee, and members equity of Oakmont memberships.Under the float method, a resigning member offers to sell his membership at any price he wishes. At the end of each month the Board present s these offers, from lowest to highest, to eligible candidates. Priority is given to eligible candidates based on the submission date of their membership application. If an eligible candidate accepts the offer, the candidate remits a check in the amount of the offer to Oakmonts business office. The transfer fee is half of the offer price or $15,000, whichever is greater, with the remainder constituting the resigning members equity.If an eligible candidate declines the offer, he assumes the lowest priority in the following months membership sale. A candidate can decline three offers before losing his eligibility. The highest selling price, the number of memberships transacted, and the number of remaining eligible candidates is reported each month to Oakmont members, eligible candidates and prospective members.Smith and Mr. Jones, both long-time Oakmont members, submit offers to sell at $35,000 and $40,000, respectively. Currently, Mr. Brown, Mr. Black and Mr. White are the only eligi ble candidates. Based on the timing of their membership applications, an offer will be presented first to Mr. Brown, then to Mr. Black, and finally to Mr. White. The Board presents Mr. Smiths $35,000 offer to Mr. Brown. Since Mr. Brown declines the offer, he is placed on the bottom of coterminous months eligible candidates list and Mr. Black is presented with Mr.Smiths offer. Mr. Black accepts, remitting a check for $35,000 to Oakmont, $17,500 of which goes to the operating budget of the club as transfer fee and $17,500 of which goes to Mr. Smith as members equity. Mr. Jones $40,000 offer is now presented to Mr. White, who declines and goes to the bottom of next months eligible candidates list behind Mr. Brown. Mr. Jones $40,000 offer stands unless he advises the Board that he wishes to either withdraw or alter his offer. The Board would report that one membership changed manpower at $35,000.If more than one membership had been traded, the Board would report the highest price only . Table 1 reports the monthly history of the float method at Oakmont Country Club from October of 1996 through January of 1999. This table catalogs the number of members waiting to sell their membership, the number making offers to sell, the number of offers accepted by eligible candidates, and the highest selling price. In Oakmonts 1997 Annual Report, President Charles J. Gelhaar offered the following summary. The success of our float process continued in 1997.Our waiting-out list has been reduced from 43 to 0. We sold 34 regular memberships. The last membership sold for $57,750. Oakmonts President in 1998, David A. Werbelow, provided the following assessment. The Membership Committee continued the positive turnaround which began in . . . October, 1996, with the introduction of the float system. This year, each offer to sell was accepted by a buying new member the 1998 average selling price of just over $60,000 was $12,000 higher than the average of the prior year.The average age of incoming members is more than 20 years younger than retiring members, and Oakmont Country Club has firmly established a niche in Southern California as a family club. The History of Oakmont Country Club, published on the clubs 75 th Anniversary in 1997, provides a more theatrical description of the events surrounding the adoption of the float method. . . . it was now time to tackle another pressing problem the membership. The recession that damage Southern California had impacted Oakmont as well. The average age of golf members had climbed to 61, and there were some 40 members waiting to get out.Unfortunately, new members were coming in at a snails pace. At one point, only one new member applied in a three-month period. Spearheaded by 1996 Club President Olaf Falkenhagen, the idea of a floating membership fee was implemented in October, 1996. Other clubs in the area had tried it with varying success and afterward considerable debate at the Board level, it was time for Oakmont to try it. It was an instant success. Five new members applied immediately. Thirty five members applied in sixer months.A high of $60,000 was reached in May, 1997, and a waiting list to join seems a real possibility for the first time in years. The float method substantial at Oakmont, referred to as the Oakmont Float, is now used by a variety of equity-based golf and social clubs in the Southern California and Las Vegas areas.

Jobless

People start hard to get better lives and to accomplish what they want after graduating utmost school or college. However, they face round difficulties in finding a job. Unlikely, Ben (Young) would non want to be an independent adult (A. 25). As the appraise of youth unemployment is rising, galore(postnominal) countries suffer from how to remove this unwelcome circumstance. According to statistic of Margarets article, In Canada, the jobless rate for teenaged adults is a relatively low 14 per cent. Across the European Union, the jobless rate is higher than 20 per cent.In the U. S. , the jobless rate for high-school-educated men between 20 and 24 Bens generation has reached 22. 4 per cent (A25). If the number of jobless state increases, many puzzles will arise in society. First, youth power could be wasted, and countries could lose human resources. Many jobs require capacity from men for some works that women could not handle. However, some passel may argue that women cou ld handle those jobs and there should be no gender discrimination.Although there is less sexual discrimination in work places, discrimination in hiring still exists. Jobs of women are much more likely to be part- clock time, contract work, working through a temporary help agency, or working on their own (301). Women also view to consider child care that could be limits womens choice of paid employment (301). Thus, men would be widely used in many jobs for society. Generally, in terms of sensible condition, young men are stronger than women so labor and some jobs require corporal strength from men.For instance, young women work at building construction they could have difficulties to carry heavy materials. Consequently, progress of constructing the building could be slower because of lack of strength. The slow progression could create that the time and money be wasted. Secondly, people without work could be effect on the society. Not working is associated in homelessness, crimina l problem and social welfare. Unemployment could be homeless because they do not have enough money to buy or rent the house.Homeless people sometimes commit suicide because they cannot afford to buy basic needs such as food, clothing and shelter. It is hard to maintain those requisites if they do not work and there is no financial supports. Poverty from unemployment also could impact on their children. Children who grow upon poverty later suffer from more persistent and several health problems than children who grow up to a lower place better financial circumstances. Children raised in poverty also tend to miss school more often, so they could not have a high quality of education.When these children grow up, it is hard for them to find a better career and they could be jobless again as their parents who were unemployment as well. Moreover, people without work drop the criminal rate increase because joblessness and homeless could be a major motivator in theft, burglary and violen t crimes in order to get money easily. A result of criminal from unemployment may bring that our social security is jeopardized. Lastly, there may be less social welfare for children and disabled people because young men without work have not enough money to pay taxes.The result of fewer taxes could make governments finance decrease and because government could not support the social welfare. Of course, people would not receive the better social welfare services. Finally, being without work could affect their individual liveliness such as relationship, confidence and health. If they go out and talk with friends or otherwise people who are working, they could not communicate with them because they do not have work experience and do not understand words that worker used.Thus, they will not be likely to go out and interact with other people, and prefer to stay alone at home. Not moving out could make many unemployment not want to get married because youth unemployment could be trapp ed in a twilight world of failure to achieve adulthood (Young). Indeed, they would have the lack of relationship with people. By not working, people also may begin to doubt their sense of self and abilities, be depressed and not have confidence. The result of emotional effects may consume unemployment a huge stress.Suffering from stress is known as to have physical effects on a human body therefore, they find doctor and do drugs more. Certainly, their health may be at risk. In conclusion, there is a problem that not only youth power but also time and money could be wasted if the unemployment rate keeps rising. In terms of society, people without work could be homeless and a cause of increasing criminal. They also may lead to lack of social welfare services. In terms of each unemployed individual, they may have a low interaction with other people and communication skills.By being jobless, people could have not only emotional effects such as self-esteem, lack of confidence, depressio n and anxiety, but also physical effects from the stress. Thus, young unemployed people may be the problems to be ironed out in the world. Works cited Townson, Monica. Canadian women on Their Own be the Poorest of the Poor. Writing A Journey. Ed. Lester Faigley and Melanie Rubers. Pearson, 2010. 300-301. Print. Young men without work. Globe MailToronto, Canada 10 Nov. 2011 A25. Gale Opposing Viewpoints In Context. Web. 22 July 2012.

Analysis of Drama Through the Movie the Devil Wears Prada

I chose to write my drama essay on a film, specifically The Devil Wears Prada. I chose this film because it is my favorite movie of all fourth dimension. It is my favorite because of how benevolent the characters can be, I will explain this in more detail soon. I decidedly consider The Devil Wears Prada to be a drama because of all the controversial chargets that goes on in the movie I will similarly explain this in more detail later. The Devil Wears Prada is a story around a young journalist Andrea Sachs, compete by Anne Hathaway, who scores a hire out at a famous fashion magazine called Runway Magazine.Although she is a journalist she ends up getting the position as one of the assistants to the head of Runway Magazine, Miranda Priestly, who is played by Meryl Streep. Meryl Streep is depicted in the movie as a cutthroat bitch she constantly says mean things to her employees with disregard to their feelings. For example, Miranda meets Andrea for the first time and Andrea is no t the to the highest degree fashion worthy person, she wears stripes with plaid and wears military boots with her dresses to work.Miranda looks up and down at Andrea and says to her you have no style or fashion, Andrea starts to respond with well I think and Miranda quickly cuts her off and says No no it wasnt a question (Frankel, 2006). Even though Meryl Streep is very cruel to Andy, she even so keeps the job because she is told by a coworker that if she works with Miranda for a year, then she can get any job in the city after that. Her co-worker is Emily, played by Emily frank she is also very rude and does not treat Andy with any respect.Emily is the executive assistant to Miranda which means that during fashion week in Paris, Emily will get to observe Miranda and Andy will stay at the office in New York. Andy does not mind anyways because she does not care to meet all the fashion architects, which are in Paris. Over a period of time working at Runway, Andy decides to get a makeover because she feels she will be more respected by Miranda. After the makeover, Miranda does presentment the more positive things that Andy is doing and even starts to call Andy by her real name. Before Andy had her makeover Miranda would simply call her, my new Emily (Frankel, 2006).Andy became extremely good at her job, and she detect that the better she came at her job, the more her life with her boyfriend started to fail because of all the time her job consumed. One day Emily got into an accident, she was hit by a cab, tour running an errand for Miranda. Therefore Emily cannot go to Paris with Miranda. Miranda calls Andy in and tells her that she will be attending fashion week instead of Emily, Andy is somewhat pleased nevertheless feels crowing for Emily who has basically starved herself to fit her dresses for the trip. Then Miranda tells Andy, that she must tell Emily that she is going to Paris and Emily will not be going.This causes so much controversy, resulting i n Emily no longer will speaking to Andy. During the trip in Paris, Andy finds out that other fashion designers are plotting against Miranda to take over Runway Magazine. At the same time as this is going on, Miranda was just told by her fourth husband that he wants a divorce. He said that Miranda never spent any time with him or their twin daughters. For some reason, Andy tries to tell Miranda about the other designers intentions and when she is successful, Miranda said she knew all along about the plot against her.Andy is so mad that Miranda knew about the plot and did not even appreciate that Andy was trying to protect her, that she leaves Paris and throws her business phone away. Two weeks later in New York, Andy applies for a job at the New York Times she comes to find out that the editor at the paper had contacted Miranda. Andy is very worried that Miranda said negative things about her, because of the way she resign her job. She comes to find out that Miranda said all positiv e things about Andy and quote, you would be an idiot not to hire her (Frankel, 2006). Therefore, Andy got the job as a journalist at the New York Times.This is definitely a drama because of how many events are going on that cause disagreements. For example, the whole issue with Emily not being able to go to Paris, and that Andy was the one who had to break it to her. I felt as the viewer, this caused a lot of tension. When I watched this scene I actually empathized with Emily because Andy had to take her dream of Paris and outsmart it, nonetheless while she was still recovering in the hospital. Despite all the hate I felt toward Emily before, because she was so mean to anyone around her, I still felt horrible for her.No matter how mean a person is, I dont believe they should be hurt intentionally because every person has feelings. Another reason this is a drama is because of the irony Andy gets her first job as an Assistant to a very powerful woman, which she has never even heard of before. In the opening of the movie they show a scene of all the women getting ready for their interview with Miranda. The women are putting on designer clothing, high end make up and all wearing stiletto shoes. Then they show how Andy gets ready and she just brushes her hair and her teeth and grabs a bagel.Its humourous how the one girl who does not care about her image gets the job. Miranda explained to her later that the reason Andy got the job is because she saw determination in her, and she did not look handle one of the Barbie Airheads who have had the job before (Frankel, 2006). I personally knowed this drama because of how mean all these powerful people can be. I find it laughable because its shocking that people have such disregard for others emotions. I know that I can be mean at times but I do show remorse afterwards. Being a victim of bullying all through school, it shocks me to see that this is where all the bullies seem to work.I also love this movie because of the plot, Andy, the shy and respectful young lady, comes out on top. Whereas the mean and backstabbing women such as Emily are out of jobs. Finally I enjoy this drama because of all the fashion, I might not dress up every day or shop at high end stores, but I do love to look at all the beautiful clothing. If I had the confidence and money to buy these clothes and wear them I would, so I love seeing a poor girl like Andy be able to just walk into the Runway Magazine closet and fragmentize out whatever Chanel shoes she wants or Prada handbags, thats a dream come true in my book.

Automobile Industry China Essay

? mainland china became the worlds largest elevator car producer and grocery in 2009 with yearbook gross gross revenue of nearly 14 one thousand thousand vehicles. The market continues to expand in 2010. In the first nine months of 2010, automobile merchandise pissed 13. 08 million units, a 36. 1 portion change magnitude from a year ago. The china Association of Automobile Manufacturers (CAAM) increase its forecast for annual sales to reach a record 17 million this year, matching the highest annual total ever reached in the United States. sedulousness gain has been primarily driven by ascent domestic help enquire stemming from rising incomes, a increase middle class, and by supportive industry policies from the Chinese government. The Chinese self-propelled industry breathes very fragmented. In addition, Chinese profound government officials fear that unchecked expansion of chinas auto industry encouraged by local authorities could harm the wider economy, and tha t excess content essential(prenominal) be s summit meetingped.Hence, the of import government continues to push for mergers and acquisitions (M&A) in the self-propelled industry which allow for support the emergence of a few leading depicted object companies. Chinas weak R&D, domestic innovation and design capabilities argon key challenges to its external competitiveness. With the governments encouragement, domestic firms move over opted for strategic partnerships with foreign players, aiming to facilitate technology careen and improve domestic design and engineering capabilities.The Chinese government has implemented a number of tax adjustments and subsidies for automobile purchases to encourage hybrid electric car vehicles, pure electric vehicles and traditional vehicles of small engine displacement. Beijing has gradually introduced higher automobile emission standards for new vehicles. Plans to break dance hybrid electric and pure electric vehicle production capabili ties argon part of a broader, environmentally friendly strategy to develop the auto industry. foodstuff opportunities exist especially in the followers beas o Developing domestic innovation capabilities (e.g. vehicle design and engineering, hybrid electric and pure electric engines, electric motors and electric controls) o Productivity and quality upgrade (e. g. engines, transmissions, electronic control systems and safety device systems) o Mergers and acquisitions (both in China and in Israel) o Clean conveyance of title technologies 3 Chinas self-propelling Sector brisk for IEICI Updated November 2010 (Original April 2009) ? ? ? ? ? ? o Advanced manufacturing technologies o Supply of essential self-propelled comp wiznts/systems to OEMs (e. g.electronic control systems and safety systems) ?The following self-propelling segments in China are considered to be highly competitive and it will likely be difficult for Israeli firms to penetrate the market un slight they sop up an extreme competitive advantage Fabric for seats/interiors, seat covers, floor mats, curtains, aluminum die casting, rubber bumpers, electronic harness cables, antennae, speakers, electric haveers, vehicle modify products, window films, A/C compressors, fuel and oil and air filters. 1. grocery OVERVIEW ? ?Chinas self-propelled market has the most growth dominance in the world per capita car ownership is simmer down remarkably low at 4. 78% and is pass judgment to grow significantly. Domestic whole-vehicle manufacturers and self-propelled suppliers are still super fragmented (government-supported consolidation is imminent in the near future) challenges remain for domestic R&D and design. With government subsidies and tax incentives, China is aiming to establish an early basis in the production of low-emission and environmentally friendly automobiles.Component imports surged by 130% in the first half(prenominal) of 2010 60% of imported components were drivetrains, engines o r automotive soundbox components. ? ? 1. 1 GENERAL OVERVIEW Market Growth Primarily fueled by domestic and partly by foreign demand, Chinas rapidly expanding automotive industry has outpaced the nations already impressive GDP growth rates in recent years. Domestically, rising incomes and encouragement from the Chinese government for the urban population to obtain drivers licenses involve spurred the demand for passenger vehicles. The booming passenger vehicle market has led to a soaring demand for automotive components.Inter matterly, automotive manufacturers faced with decreasing margins and profitability stick out sought out more affordable supply chain solutions, looking to China as a potential source for lower cost automotive components. Unlike developed markets for passenger vehicles, where growth in demand has been largely stagnant, Chinas domestic demand for new automobiles has skyrocketed in the past years. Strong car sales in China in 2009 pushed the auto market to the largest in the world, and 2010 is set follow the positivistic trend. 4 Chinas self-propelling Sector Prepared for IEICI Updated November 2010 (Original April 2009).Source China Association of Automotive Manufacturers (CAAM) In the first nine months of 2010, automobile sales reached 13. 08 million units, up 36. 1% from a year ago. Over 9 million of the total sales were passenger cars and 3. 24 million were commercial vehicles. CAAM predicted that the 2010 annual sales will reach a record of 17 million units. It is widely believed that Chinas automotive market currently has the most growth potential in the world. Chinas 2009 per capita private car ownership was 4. 78%, far less than the 40% average of developed countries, and even less than other emerging markets such as Russia, Brazil and India.This is a strong indication that Chinas domestic market is far from being as well saturated. According to CAAM predictions, growth in the auto industry will remain strong until 2020 with an nual growth expected to consistently range from 13 to 15 percent. The total number of vehicles will jump from 67 to 150 million. Sales in larger tierone and tier-two cities as well as rural areas should keep growing at a rapid pace over the next few years and high growth areas will move from eastern China to the central and western regions.Market Players There are currently more than 100 whole-vehicle manufacturers and nearly 8,000 automotive parts manufacturers in China, located primarily in southeastwardern, Eastern, and northeastern and central China (see the map on the right). Together, the top ten passenger vehicle manufacturers (seven of which are pin ventures (JVs) make up almost 90% of Chinas market share (see the table below). Nearly every major global vehicle manufacturer has established JV operations in China. 5 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009).Top 10 Passenger Vehicle Manufacturers in China (2009) Rank 1 2 3 4 5 6 7 8 9 10 Source CAAM Company SAIC1 FAW2 Dongfeng Chana (incl. Hafei) Beijing Auto Guangzhou Auto Chery BYD Brilliance Geely Others HQ affect Changchun Wuhan Chongqing Beijing Guangzhou Hefei Shenzhen Shenyang Taizhou JV Partner GM, VW VW, Toyota, Mazda PSA, Nissan, Honda Ford, Mazda, Suzuki Hyundai Daimler Honda, Toyota, Isuzu, Fiat N/A N/A BMW, Toyota N/A Sales (Unit) 2,705. 5K 1,944. 6K 1,897. 7K 1,869. 8K 1,243. 0K 606. 6K 500. 3K 448. 4K 348. 3K 329. 1K 1,750K Market Share 19. 83% 14. 25% 13. 91% 13. 70% 9. 11% 4. 45% 3. 67% 3. 29% 2. 55% 2. 41% 12.84% Import Positive demand growth for automobiles and components has not only when caused domestic industry development, but has led to increased attention from leading foreign automotive manufacturers eager to expand into the rapidly growing market. Foreign automotive manufacturers bring also been encouraged by lower import tariffs, which have been lowered for whole vehicles from 70-80% to 25% since China joined the World Trade geological formation (WTO). Import tariffs on Semi-Knocked-Downs (SKDs) and Complete-Knocked-Downs (CKDs) have dropped from 50% to 25%, trance import tariffs on vehicle components have dropped from 15% to 10%.1 2 print Automotive Industry Corporation First Auto Works 6 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Chinas automotive import growth was slowed due to weaker demand caused by the global economic crisis of 2009. Annual total import were USD 33. 1 billion in 2009, representing a year-onyear increase of only 5. 34%. Assisted by government incentive programs and Chinas economic recovery, Chinas auto import total bounced posterior from a sluggish 2009, surging by 130% to USD 27. 22 billion in the first half of 2010. Imported European luxury cars had a peculiar 237.2% increase in 2010 compared to the same period the previous year. Chinas automotive component imports grew to USD 12. 7 billion in the first half of 2010, a 90% increa se over the same period of 2009. Drivetrain, engine and automotive body components accounted for over 60% of the total component imports (see chart). More than 80% of the imported components came from Japan, German, Korea, and the United States. The main groups of imported automotive components to China can be divided into iii categories ? Japanese and Korean OEMs and Tier I suppliers by and large these companies tend to only use suppliers from their country of origin.For example, Toyota typically sources components from Japanese JVs or Wholly Owned Foreign Enterprises (WFOEs) on the mainland, or directly imports from Japan. Such do tends to result from strict quality requirements, cultural compatibility and logistical concerns. German OEMs and Tier I suppliers These companies typically import components in the areas where Chinese suppliers are weak (e. g. safety systems for high-end passenger cars). The US and French OEMs operating in China have not increased their automotive co mponent imports as much as their peers for variant reasons.US OEMs have steadily increased their sourcing from local Chinese suppliers for vehicles manufactured in China to stay competitive, and French OEMs are facing a shrink market share in China. ? ? Chinese OEMs are emerging buyers of imported automotive components, especially in the segments of hybrid and electric vehicles and Chinese- snitch luxury vehicles. 7 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Export The impact of the economic crisis in 2008-2009 forced many multinational companies to reduce their sourcing of automotive vehicles and components from China.According to CAAM, China exportationed a total of 369,600 units in 2009 worth USD 5. 19 billion, which was down by 46% from 2008. Chinas auto exports rebounded as the global market cured in 2010, with 250,100 vehicles exported in the first six months (up 55. 93% year-on-year). Passenger vehicle exports surged 115. 93% t o 116,500 units, while commercial vehicle exports increased 25. 50% to 133,900 units. Algeria, Vietnam and Egypt were the major whole-vehicle export destinations in the first half of 2010. The auto components export growth has witnessed even more impressive growth than whole-vehicles.Exports increased 54. 11% to reach USD 18 billion in the first half year of 2010, with drive system components exceeding 50% of the total by value. More than 50% of the components were exported to the USA, Japan, South Korea, Germany and the United Kingdom. 1. 2 MARKET STRUCTURE Supplier Landscape The automotive supplier landscape in China is extremely fragmented. According to CAAM, in that location are approximately 8,000 automotive enterprises scattered across various segments including full vehicle manufacturing, vehicle refitting, motorcycle production, engine production and automotive parts manufacturing.Most of these companies constrict in lower-end parts and lack the capital needed to invest in production of higher quality products. Seven of Chinas ten largest components manufacturers are foreign companies, and about 70% of the countrys USD 160 billion auto supply market is occupied by foreign companies or joint ventures. There are approximately 120 OEMs in total, 40% of which produce passenger vehicles. One of the key contributors to the fragmentation of the automotive market as a whole is that Chinese suppliers serve a large amount of separate OEMs.The worlds leading automotive companies are all well-established in China. OEMs are represented by Ford, General Motors (GM), Volkswagen (VW), Daimler, BMW, PSA, Mazda, Nissan, Honda, Toyota, Hyundai, and tier-one outside(a) companies including Bosch, Delphi, Denso, Johnson Controls, Lear, Magna, Visteon, Yazaki, ZF, Arvin Meritor and TRW. 8 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Most of the international automaker and component manufactures have invested heavily in China in attempts to gain a competitive edge.For example, GM, Ford and Jaguar Land Rover have established their Asia Pacific plate in China. GM, VW and Honda have also opened China R&D centers and have begun to design car models specifically for the Chinese consumer. International automotive components companies have also expanded their presence in China. For instance, BorgWarner recently opened a China Technical Center. ZF proclaimed the establishment of its Asia Pacific headquarters in shanghai as well as a new Shanghai R&D center. Eatons Asia Pacific headquarters is in Shanghai.Rapid expansion from international firms has let to foreign-invested automotive components suppliers holding 70% of the Chinese market share. Most of the top Chinese automotive parts manufacturers are wholly owned domestic companies such as ASIMCO, Wanxiang, Hongteo, Fuyao, Dicastal, Wanfeng and others. These companies could be potential competitors or partners for Israeli companies. In response to the soaring domestic demand, Chinese automotive component manufacturers have ramped up their production capacities significantly, but this has also led to an increase in quality complaints.Key Challenges for the Domestic Industry Chinese suppliers are now looking beyond the domestic market and improving their production process to emerge as true global competitors. However, further enthronement in R&D is still required before Chinese manufacturers can truly compete globally, as the industry still lacks technological capability and suffers from quality issues. Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Flagship Domestic Automotive Companies Chery Automotive (Chery) ? Founded in 1997 and now has an annual production capacity of 650,000 vehicles, 400,000 engines, and 400,000 sets of gearboxes.? Continues to expand into the overseas market and has established plants in 16 countries becoming the biggest Chinese vehicle exporter for seven consecutive yea rs. ? Chery Automobile Test & Technology Center opened in July 2010, which became the largest auto lab in Asia. The company will invest RMB 2. 4 billion in 2010 to accelerate its new model development. ? Chery now owns a full set of manufacturing and R&D facilities, including four car plants, two engine plants, a gearbox plant, an automobile engineering research institute, an automobile planning and design institute and an automobile experiment & technology center.? Have extensive technological and business relationships with overseas auto companies. Chery signed an agreement with Chrysler to produce Chery made cars under the Chrysler brand to be interchange in the United States and Mexico. ? Chery Quantum Auto. Ltd is a joint venture between Chery and Quantum LLC under an Israeli Group. They aimed to invest USD 334 million in 2010 to develop high-end cars and SUVs for the overseas market. 9 R&D capability Chinese automotive component manufacturers are able to manufacture products when they are provided with designs and specifications, however most of them lack design, engineering and R&D capabilities.Owing to weak R&D and engineering capabilities, many local suppliers have opted to enter into technical collaborations or JVs with leading international suppliers with the goal of facilitating the transfer of technology and improve basic product engineering capabilities. A growing number of Chinese auto parts suppliers have begun to invest in and realize western firms. Domestic R&D capabilities of Chinese automotive part manufacturers have historically been limited due to the small-scale of most operations and a shortage of investment in laboratory facilities in comparison to international firms.Taking steps to remedy the situation, the Chinese government has continued to encourage investment in R&D for core systems, such as engines, transmission systems, control systems, brake systems and driving control systems. Safety and reputational issues Incidents and product recalls have raised questions about the quality and safety standards of Chinese manufactured automotive components. According to the 2009 China Automotive Product Quality & After Service Quality report, among the 9359 complaints attested about Chinese made cars, 19.5% were related to engine problems 10. 5% to steering systems 10. 7% to braking systems 18. 5% to automobile accessories and electronics and the remaining 40. 8% related to the gearbox, clutch, battlefront and rear axles, suspension systems and air conditioning systems. As a result of complaints and recalls, as well as other non-automotive related manufacturing scandals in China including melamine milk, contaminated pet food, and anti-freeze laced toothpaste, Chinese manufactures are facing serious issues about their reputation.This is a problem local manufacturers will have to overcome if they require to increase their competitiveness on the global stage. The drivers are in place for Chinese domestic manufactu rers to move to the forefront of the global automotive industry, but full-blooded domestic investment in R&D and improvements on quality and reputation are a necessary prerequisite. 1. 3 EMERGING INDUSTRY TRENDS Industry Drivers The rapid expansion of the Chinese automotive industry has been largely attributed to the growth in domestic demand for passenger vehicles and international demand for affordable automotive components.The Chinese government also continues to play an important role in encouraging the growth of the industry. 10 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Tier II and Tier III cities emerge as market growth engines In 2010, most multinational automakers have included a taper on Central and Western China markets into their strategies in order to capture future growth opportunities. For example, Volkswagen is ramping up capacity of its Chengdu plant more than doubling its production of Sagitars and Jettas from 150,000 to 350,000.GAIC Toyota (a JV between Guangzhou Automobile Industry Corporation and Toyota) is considering building a small and price-competitive car to target the lower end of the market. The JV also announced plans to expand its dealership network across central and Western China. Central and western China have emerged as the main growth engine of the automotive market. According to CAAM, automobile sales in second and third-tier cities in the first nine months of 2009 surged 41 percent and 51 percent respectively, while sales in the firsttier cities increased by 34 percent.Domestic demand has been fueled by rising incomes and a growing middle class creating a larger consumer culture. The purchase of an automobile is increasingly becoming a symbol of financial success. In the past, the focus has been on coastal cities. Since 2009, tier II and tier III cities have emerged as the strongest market growth engines (see more details on your left) Even though large cities in China are fa cing serious art congestion issues, Chinese have not been deterred about making new automobile purchases.China overtook the U. S. as the worlds number one automotive market in January 2009. The positive developments in the passenger vehicle industry have benefitted both domestic auto manufacturers (which are emerging from their infancy stages and developing competitive capabilities) and major international automotive giants (which have increased investment into China to expand their presence). However, with per capita car ownership was still only 4. 78% in 2009, still far below the 40% average in developed countries.This is a strong sign that domestic demand for passenger vehicles will remain high in years to come. The domestic aftermarket for automotive components is increasingly becoming an important driver of the industry. More than thirteen million cars are sold per annum in China which is leading to a growing market for automobile repairs and further stimulating domestic dem and for automotive components. International demand for automotive components has also increased as international automotive firms face pressures to reduce costs and seduce advantage of more economical alternatives abroad.Chinas low-budget labor force presents an attractive option for producing lower-cost automotive components, which were initially primarily for the international aftermarket but are increasingly being used by international OEMs. The majority of leading international automobile OEMs have established global sourcing offices, R&D centers as well as regional headquarters in China. 11 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Finally, the Chinese government continues to play an important role in driving the industry.Post-WTO accession concessions have resulted in lower import tariffs, giving international automotive firms more access to the domestic market. Beijing has actively encouraged the establishment of JV R&D center s with preferential tax policies designed to facilitate the transfer of knowledge and technology. The government has pledged substantial funds towards automotive technology innovation, upgrades, and the R&D of alternative-fuel automobiles and components. They are also setting restrictions and quotas requiring all vehicles that are used for government use to be produced domestically.Industry Consolidation China is determined to restructure its automotive industry, with the hopes of changing the market from many fragmented manufactures to two or three dominant domestic firms. According to the State Councils regulations released in early family line 2010 which called for greater industrial consolidation, the automobile industry was at the top of the list of targeted sectors. The State Council set the goal of reducing the number of major automakers who are creditworthy for 90% of domestic sales output, from 14 to 10.Under the plan two or three companies would dominate the industry, res ponsible for producing more than three million vehicles annually, while four others would have annual output capacity of 1. 5 million units. The State Council named the following four groups as potential industry heavyweights, urging them to take advantage of consolidation opportunities FAW Dongfeng Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Flagship Domestic Automotive Companies Shanghai Automotive (Group) Corp (SAIC) Industry ? Headquartered in Shanghai, it is one of the top three auto groups in China.? Mainly engaged in the manufacturing, sales and R&D for passenger cars, commercial vehicles and auto components. ? The company is ranked 223 of the Fortune 500 companies with consolidated revenue of US$33. 6 billion in 2009. ? Sold over 2. 7 million vehicles in 2009, making up almost 20% of Chinas market. ? SAIC invested over 10 billion RMB on new model development in the past 3 years, and will launch hybrid and electric vehicles in 2010 and 2012. ? Acquired Nanjing Automotive (Group) Corp (NAC) in 2007 and became the largest manufacturer in China with a consolidated annual production of 2 million units.? SAIC has opened branches in the USA, Europe, Hong Kong, Japan and Korea. It has established a long-term cooperation with GM and Volkswagen. SAIC and GM formed Shanghai GM and the Pan Asia Technical Automotive Center (PATAC) in 1997 and launched 8 additional China joint ventures, including SAIC-GM-Wuling, GMAC-SAIC Automotive Finance Company, and General Motors SAIC Investment Limited. ? Shanghai Volkswagen (a joint venture between SAIC and Volkswagen AG) recently announced it will build a fifth assembly plant in Jiangsu. The plant will have an annual production capacity of 300,000 vehicles and start operation by the end of 2012.12 SAIC and Changan. Additionally, it named four regional leaders that it encouraged to consider regional consolidation Beijing Automobile Guangzhou Automobile reddish and Sinotruck. All o f these companies are passenger vehicle manufacturers with the exception of Sinotruck which manufactures heavy-duty trucks (sales of over 125,000 units in 2009). Industry analysts predict that the coming wave of M&As in spite of appearance the automotive sector could see a deal that breaks the USD 1 billion mark, more than doubling the largest deal to date which was the USD 450 million purchase of General Motors.Nexteer steering components unit by a joint venture established by Beijings Tempo Group and the Beijing government. Global Expansion As the leading automotive market, China automakers are accelerating global transformation to increase their presence in the overseas market. Zhejiang Geely Holding Group (one of Chinas largest indie carmakers) recently completed its acquisition of Ford Motors Volvo brand for USD 1. 5 billion. This is an indication that Chinese automakers have begun to recognize the power of strong brand reputation.Geelys Volvo bid is the largest takeover in C hinese auto industry and will provide a pattern for Chinese carmakers to expand aboard and find out companies with a strong reputation. Beiqi Foton, Chinas leading commercial automaker followed Geelys step and announced its global expansion plan. This includes setting up a production base in Russia by 2012 with an annual capacity of 100, 000 vehicles and building atomic number 23 other plants in Brazil, India, Russia, Mexico and Thailand before 2015.New Energy Vehicle tension of Future Development High oil prices, air pollution, and Chinas commitment to reduce carbon emissions have led the automotive industry to look alternative energies. The Chinese government has launched policies and incentives to stimulate the development of new energy vehicles, including electric (hybrid, plug-in and battery), fuel cell, and hydrogen-powered. China has identified new energy vehicle as one of the seven emerging strategic industries. Many estimate China will deform the worlds largest new ene rgy vehicle market by 2020.The Energy Saving and New Energy Vehicle Development Plan (2011-2020) and the Automotive Industry 12th Five-year Plan (2011-2015), two of the key policies expected to guide the development of new energy vehicle industry, are expected to come out by the end of 2010. The Ministry of Industry and Information Technology (MIIT) is the monger drafter of these plans which are later submitted to the State Council for approval. The plans set the following key targets for the new energy vehicle industry by the end of 2020 ?In the following five years China will aggressively support the development of key components of energy efficient and new energy automobiles. For electric motors and 13 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) ? ? batteries manufacturers, China hopes that three to five backbone enterprises will emerge with their combined market share exceeding 60%. China will produce 5 million new energy vehicles an d become the number one producer of new energy vehicles in the world by 2020 Average fuel economy of passenger vehicles will be 4.5 L/100 kilometers by 2020, the same as European standards. The plans will become the backbone policy for the entire new energy vehicle industry, as it provides direction for public funding, sector focus and industry structuring. Most important to consecrate attention to is that Chinese companies are likely to reap the most benefits from these structured strategies. To support indigenous innovation, the Chinese government has stated that the two or three key new energy vehicle component manufacturers will most likely be domestic companies, either state-owned or private.2 REGULATORY OVERVIEW ? politics tariffs on automotive imports are in compliance with WTO rules, but minimum capital barriers still exist for foreign investors. The government has created some incentives to spur R&D partnership, and regulations for foreign distributers have been eased som ewhat. The government has plans to implement higher auto emissions standards for new cars in China. So far four regions have implemented China IV emission standards (Beijing, Shanghai, Nanjing and Guangdong Province).The Chinese government views the development of the new energy vehicle industry in China as a top priority and has introduced a wide range of subsidies and policies in its favor. ? ? Chinas automotive industry supply chain is very broad with many components such as import and export, manufacturing, environmental protection, technology upgrades and quality control. As such, the industry is regulated by a range of government organs, both at the national and sub-national level. The below chart illustrates the key central level regulators of the automotive industry, and their relevant responsibilities.14 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) The automotive industry is subject to a number of laws and regulations. The key reg ulations that are relevant to Israeli companies are addressed below. 2. 1 FOREIGN ACCESS TO THE CHINESE AUTOMOTIVE MARKET Trade The Chinese auto sector is competitive and has a well-developed supply chain. Imports of foreign-made auto parts will likely decrease as OEMs continue to increase their local capacities. At the same time, higher quality Chinese auto parts are increasingly being integrated into the global supply chain. before long the import tariff for whole vehicles is 25% and for automotive components is 10%. 15 Chinas Automotive Sector Prepared for IEICI Updated November 2010 (Original April 2009) Investment Foreign businesses must meet a number of requirements in order to access Chinas automotive market. The Chinese government has set requirements for minimum registered capital when a firm wants to establish an automotive facility which is RMB 500 million (USD 75 million3) for automobile financing, RMB 500 million (USD 75 million) for engine production and RMB 10 millio n (USD 1. 5 million) for an R&D center.All projects are subject to government approval. Foreign firms looking to produce passenger vehicles cannot set up WOFEs, but must partner with a local Chinese firm in the form of a JV, with the foreign partners stake limited to 50%. On the other hand, China offers fiscal and financial incentives to attract foreign investment in R&D strategies as part of the central governments strategy to speed up the transfer of international technology. China currently provides tax incentives for enterprises engaged in research and development activities, allowing R&D enterprises to keep back 50% of R&D expenses.Suppliers are most often required to localize or invest in China and Israeli companies interested in tapping into the vast Chinese market will need to consider establishing a local presence. IPR Issues in China While the protection of intellectual property rights (IPR) frame a contentious issue for companies in China, the countrys laws and regulati ons have progressed considerably in recent years, with the large majority now compliant with requirements of the WTOs TRIPS agreement.The main challenge surrounding IPR protection in China is the lack of effective enforcement of the existing regulations. Enforcement issues arise from a range of root causes, including the relatively recent introduction of IPR legislation and concept of intellectual property in general, the absence of a fully independent judicial system, and provincial officials often protective status towards local job creating counterfeiting industries.While most foreign companies considering business operations in China may have to accept an unavoidable degree of IPR infringement, there are nevertheless a number of actions that a company can take in order to limit their IPR-related risk ? ? ? Ensure to register your patents, copyrights, or trademarks with the relevant bureaus Ensure that your trade or other.

Fenix Del Sur Case Study

F Nell del Sure is currently aced with an chance to obtain a contract with a mass trade retailer to sell their products at 10% below their current prices. The contract would start out with an initial purchase of $750,000 and possibly pay back as much as 4 million in sales annually. The dilemma is whether or not the company feels that this contract is a good fill strategically. Also of concern is whether or not this opportunity conflicts with the organizational culture. 2 Available Courses of Action 1 .Accept the contract with the division store This alternative would shoot tripling the amount of replica products that the F Unix el Sure is producing. One question that F Unix del Sure should address is, how would this affect the image of the company? Their focus would be evenhandedly taken away from acquiring original products and directed towards the replica industry. From the SOOT analysis in the appendix, one of Fennel del Subs strengths Is the ability to produce high feat ure replicas. This strength aligns well with the opportunity to obtain the contract with the department store.When evaluating opportunities, It Is good to classify them in terms of the type of strategy employed. Since the contract tit the department store would not necessarily be a new offering, they are looking to execute market penetration with their existing products. The retailer currently sells similar products, and is going to attempt to sell F Unix del Sure as a more exclusive line. This is a market lieu strategy In which they are move to utilize the price and quality attribute of positioning to compete.A few questions that need to be asked are What is the desired position? -The position is an exclusive line of decorations, priced higher(prenominal) than current offerings by competition. F Unix del Curs products must be unders in additiond by customers to be the real deal, even if they are replicas. Which competitors must be bested to gain the position? -Competitors very similar to F Nell are signing salary contracts with retailers, but pro- vide a mixture of quality of products. F Unix needs to deliver solid quality all(prenominal) time in order to compete well. Is Fiend del Sure capable of holding the position? -F knells success in holding the position will count on several factors. Can they Increase their volume of replica products to meet the demand? Will current the quality of their decorations stay in the top tier, and batch they build brand equity ever time that allows them to retain a sustainable advantage? 2. Create a sub brand of products that are sell in retail stores. Fiend del Sure could create a sub brand of their replica products, which are only sold in mass merchandising stores.This alternative has several pros and cons. Pros Evoke the reputation for quality associated with their products to sell in the retail environment Could utilize a down-market stretch to capture more sales at the lower end of the market. Overall growth o f the business could enable Fiend del Sure to have more purchasing power in the authentic market. Cons If replica brand is too good, sales from it my begin to cannibalize the authoritative artifacts. Some potential customers might perceive the company as being too cheap if they sell in these stores. Splitting into two brands may cause conflicts within the company and erode the culture they have worked hard to establish. Current suppliers may feel undercut by cheap replicas that are sold in retail 3 Recommendation Currently, the gross sales of F Unix del Sure is at $ mommy and information indicated that it has been growing its sales by 20% a year from the previous decade. Adding the retail account will increase estimated sales by $MM on top of current growth. With current growth at $MM over the previous decade, $MM would be a 16% increase.The question that clay unanswered is can Fiend del Sure keep their current growth with the competitive conditions, and would adding the new c ontract hurt their sales? Since their current demand is already calling for more replicas to be made, perhaps F Unix del Sure should negotiate with their retailer to obtain a contract that allowed them to sell a dual braded offerings, replicas and genuine artifacts and crafts. They loud sell the brand name as Fiend del Sure Designs This plan would allow them to retain their current plan, and Just retool for increased production.This opportunity could neutralize the threat of a hyper competitive environment that is inevitable. Also, choosing this plan of action would allow them to keep their core culture and be honest about the blood of their offerings. Perhaps their new marketing statement could be For the savvy cool elector and interior decorator , Fiend del Sure Designs provides a beautiful verdant look that will I transform any space with real world charm.

The Special Education for the Visually Impaired

Special teaching has come a long way since the room down the h all told with the draw books and easy work. There was a time that picky didactics take-age childs were placed together in a schoolroom, given easy work to do that would non challenge them and provided separate recesses and lunch periods so that they would non mingle with the regular education bookmans. It was a stigma that nobody wanted for their child scarce it wasnt until the mid-1960s that it began to change. get down with Brown vs the school board lawsuit, stemming from a Black student who wanted to attend a predominately white school, the life of a special education student has transformed signifi keeptly. Today, special education students ar protected from discrimination and segregation by federal and state laws. Students with special learning needs be improve in the least restrictive environment and school systems are ordered to accommodate their special needs so that the playing field exit be level f or their educational journey. imposture students are classified special education by the very nature of their disability.They are classified as such so that the federal education statutes with regards to special education can protect them from existence segregated or shunned by the regular education system. Blind students brook their inability to see in common, however, outside of that they are as single and diverse as their sighted peers. There are federal guidelines in place regarding the education and interpositions that pertain to fraud students however. A student who is blind can present challenges when it comes to behavioural interventions because some of the tried and true methods are not applicable when it comes to a blind student.Making a student write an essay, write sentences or run laps is not feasible when the student needing the intervention is blind. While many behavioral interventions that apply to sighted students will in fact work with blind students it is definitive to have alternative conceptions in place for the behavior intervention of those who cannot see. When the genteelness of All Handicapped Children Act of 1975 was passed, educators, parents and students began to hammer out plans and pathways to the fair treatment and education of those who had special needs.The students who were blind had previously been sent off to schools for the blind, where they only associated with other blind students, worked with blind geared materials and learned that they were blind in a sighted world. Today, blind students who want to attend regular public schools are not only further to do so they are given the right by federal law to do so, and the school must take some(prenominal) steps are needed to allow that education(Anderson, 2004).The 1997 Amendments to the Individuals with Disabilities Education Act (IDEA) and the resulting final federal regulations published in 1999 describe related services as an inhering comp onenessnt of a fre e, appropriate public education (FAPE) for many students with disabilities(Anderson, 2004). Those related services include everything from transportation to counseling services that will assist the special education student in their quest to receive a public education with their peers. Every special education student, including those who are blind is provided with an IEP (Individualized Education Plan).This plan outlines the students educational needs, the way those needs will be met and what accommodations will be provided by the school system in providing that education(Zabriskie, 2003). While the federal law protects all special education students there are areas of interest that are specifically geared to the education of blind students(Kozub, 2006). As part and parcel of an blind students IEP it is important to consider the disability and remember its limitations when planning the students curriculum, extra curricular activities and physical education abilities.Because a blin d student is often at a loss when it comes to physical activity in both during the routine school curriculum and the aspects of physical education the IEP team must consider alternatives to include these elements in the school day. In addition the IEP team must consider appropriate behavior interventions for the blind student that acts out due to frustration about not being able to participate as fully as their sighted peers.This frustration may be from the childs anger at his or her limitations or may be founded in messages being sent to that student by well meaning parents who are concerned about their childs physical development as well as educational development. The need for heightened levels of fitness in order to navigate barriers found in both home and community settings is important for children and adults with visual impairments. This is a captious mobility issue for children given the need for independence in daily living activities that increases with age and becomes a necessity during adulthood.In addition, issues of mobility within the larger community are a concern later in adulthood if individuals who lack vision rely on public transportation (which may or may not be accessible depending on fitness levels needed to independently reach bus stops). In all, it is imperative that adequate levels of physical activity are encouraged in children and adolescents with visual impairments to facilitate independence into adulthood. The following study is an initial investigation using a family systems framework of activity levels in a accept group of children and adolescents with visual impairments(Kozub, 2006). These and other concerns raise a need for behavioral interventions that are specifically geared to meet the needs of blind students(Robinson, 2001). School success may be minimal for students who have difficulties building social relationships and ultimately fail at developing social competence. As a result, social skills educate is often prov ided to increase pro-social interaction. Despite evidence of the effectiveness of teaching appropriate social functioning, there is concern about generalization and maintenance of learned skills(Gilles, 2003). Blind students are at a specific disadvantage in the regular classroom setting.They are unable to determine when the classroom is noisy when it is appropriate to express out, when it is appropriate to remain quiet and how to gain the instructors attention by finding her by sight then moving toward her(Bricker, 2004). It is situations such as these that create a problem when it comes to behavior for the blind student. Not only are inappropriate behaviors a risk when a student is prevent by being blind, but there are every day behaviors that must be comprehended for the blind student and the regular education student to blend into a classroom and create a positive and cohesive learning environment.A student who cannot see where the teacher is to gain his or her attention wi ll often times yell out or shout out the teachers name. This can not only be disruptive to the classroom from a educational standpoint, but it can also provide a al-Qaida for mimic behavior from the sighted students(Prochaska, 2002). A classroom with 15-23 students all shouting out names of the teacher or others that are needed will quickly become an impossible learning environment. It is important to develop a behavioral intervention for such situations and implement that intervention with the blind student(Bricker, 2004).One intervention would be to provide the blind student with a bell, with which he could ring it once and then patiently wait for the teacher to either arrive at the desk or verbally let the student know he or she will be there momentarily. A blind student may become loud and disruptive when frustrated or angry. It is important for teachers to understand that the frustration may not be with any one person in particular but may in fact be about not being sighted t he way the other students in the classroom are.It is important o have appropriate behavior interventions in place from the beginning so that the students who are blind can depend on the consistent response to certain behaviors. When a student acts out and become verbally loud and disruptive it can be disruptive for the entire classroom. Whereas a sighted student can be told to go to the hall or go to the principal the sending of a blind student is more entangled as they will require an adjutant stork to accompany them.If less drastic attempts to reduce the undesired behavior are not successful then an aide should be appointed to escort the student from the classroom, however, there should be mandated approaches built into the students IEP for behavioral interventions before that point arrives. One step that can be interpreted in behavior intervention with a blind student is to have the student learn how to self direct the anger. If he or she is feeling frustrated it is important t hat the student have a place to vent that frustration so that it does not come out in inappropriate behaviors in the classroom.Allowing that student to be excused to talk to the guidance counselor about the current frustration is one behavior intervention that will allow the student to address the frustration while at the same time preserving the integrity of the classroom setting and the lessons being taught to the remaining students. Another approach to redirecting undesired behavior will be touch and sound. A blind student cannot read social cues from other students and teachers by the look on their face.It is important to help the student who is blind find ways to read social cues using the other senses. Teachers should instruct the seeing students in ways to use hearing and touch to convey cues to the students who are blind. In addition the students that are blind should be guided in listening to voice cues and other sounds that can clue them to the social attitudes and feeling s of those around them. It is important that blind student intervention programs provide clear cut guidelines in helping the students redirect themselves and their behavior to more acceptable avenues.It is important for teachers and students to recognize the very real limitations that a blind student must face on a daily basis. The student who is educated in a regular education classroom is subjected to a well rounded experience, while at the same time must face frustrations that he or she would not have to luck with in a school for the blind. It is important that behavior interventions for the blind student take into consideration the disability and how that disability impacts the student not only from an educational standpoint, but also from a social and emotional standpoint as well.Behavior interventions should include guidance for future behaviors that will provide a foundation for the student to build on successful encounters with each passing year. The federal government mand ates that accommodations be put in place but it is up to the individual school to design the accommodations that fit the individual blind student. Blind students are as diversified as sighted students and as such must have behavioral intervention plans in place that address their individual needs.