Values A Code Of Honor Essays - Culture, Motivation,

Qualities: A Code Of Honor Qualities: A Code of Honor I trust it is a good thought to put the Army's fundamental beliefs on a plastic canine tag and expect us to wear them around our necks. It's an extraordinary suggestion to us of who and what we are. Be that as it may, all the more critically it's a suggestion to troopers of what to search for in their pioneers. Possibly that is the thing that has such a significant number of pioneers sufficiently angry to compose letters and articles about how hostile it is the point at which they are helped to remember the Army's qualities. Nobody at any point learned qualities by being given a card, tag or whatever else with a rundown of qualities on it. However, I dread an excessive number of us are getting so enveloped with this idea that we've forgotten about what's significant. Where do values originate from? As a youngster, did my folks make a rundown of things to disclose to me how to direct my life? Treat others? Treat myself? Did they balance the rundown around my neck? No, they didn't. Rather, they demonstrated for me how I should live as a grown-up. Notice I said displayed for me how I should live not would live.person move the subject of notice is comprehended to be you That demonstrating by my folks and other persuasive grown-ups furnished me with my qualities, not a rundown sticking around my neck. The equivalent is valid for fighters. Warriors don't and won't learn values by wearing them on a tag around their neck. They become familiar with the qualities demonstrated by their pioneers and all the more exp licitly their NCO pioneers. Regardless of whether those qualities praise the Army's basic beliefs, or something different, doesn't make a difference. What makes a difference is that the qualities demonstrated for warriors are the qualities learned by officers. That is a calming thought, and it ought to be. So perhaps those little labels and cards do fill a significant need as steady tokens of what we should display for our troopers - and now the warriors know it. To get at the essence of the issue, I just need to look to one worth. That is the Army's fundamental belief of Honor. Respect as a worth implies that I live inside a recommended code. For my situation it implies that Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage are fundamentally in excess of a rundown of words. Pioneers who live inside the Army's Code of Honor model those qualities. I model them uncompromisingly and demand that different officers and pioneers do likewise. What I find odd of late is the rash number of noncommissioned officials professing to be insulted by being given a qualities card and tag. Asserting that we've squandered the guard spending plan and irritated their respect and any number of different things. frag My inquiries is: Was I similarly as outraged when given a Code of Conduct card to convey? Do I have a duplicate of the Oath of Enlistment or The NCO Creed close by? An old buddy of mine and I were talking about this as of late. I solicited him what he thought from a portion of these responses and he stated, You comprehend what Sgt. Ritchie, I believe it's the hit hound that barks the most intense. Might it be able to be that the entirety of this antagonism is dread that we can't or don't demonstrate those qualities that our warriors and I are currently continually helped to remember? Do I feel that rambling off a lot of negative criticism is demonstrating the qualities? Another companion of mine, who is a persuasive warrior in our Army let me know, Too numerous individuals search for the terrible in something before they search for the positive qualities in it. For this situation he was accurate. There is potential for a significant disappointment out there be that as it may. What's more, from the thunderings, it looks just as certain units are traveling that way. In the event that authority transforms values into a program, it's fizzled. Our qualities, their significance, and how we model them merit a great deal of conversation at all degrees of administration, however they have no spot on a Quarterly Training Briefing slide. Qualities are the code of Honor we guarantee to live by. The test that lies ahead for all in the formally dressed administrations is an unfailing responsibility to make the best decision

Taliesin West Essay Example

Taliesin West Essay â€Å"Human houses ought not resemble boxes, bursting in the sun, nor should we shock the Machine by attempting to make homes excessively reciprocal to Machinery. Any structure for empathetic purposes ought to be a basic, thoughtful component of the ground, correlative to its tendency condition, having a place by family relationship with the landscape. † Frank Lloyd Wright Brilliant, helpful, compelling, imaginative; these are an only a couple of descriptive words that delineate a huge man with numerous attributes. A pioneer in his field of work and study, Frank Lloyd Wright has a plenty of compositional artful culminations spread out all through the world. Wright was conceived In Richland Center, Wisconsin on June 8, 1867. His dad gave him the adoration for music, however it was his mom who urged him to turn into an engineer. Wright went to Madison High School, and it was without even a second's pause where he initially started to understand his yearnings of being a designer. In the wake of dropping out of secondary school, and two semesters of considering structural designing at the University of Wisconsin, Wright moved to Chicago in 1887. We will compose a custom article test on Taliesin West explicitly for you for just $16.38 $13.9/page Request now We will compose a custom paper test on Taliesin West explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom paper test on Taliesin West explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer Wright looked for some kind of employment at the structural firm of Joseph Lyman Silsbee, anyway Wrights aspiration took him to the building firm of Alder and Sullivan. Louis Sullivan was a helpful figure in Wrights vocation and in the end drove him to be the engineer is he known as today. Wright adjusted Sullivan’s motto â€Å"form follows function† and transformed it into the expression â€Å"form and work are one. † It was correct then when Wright brought the word ‘organic’ into his way of thinking of engineering. A term that was authored by Frank Lloyd Wright himself, Organic engineering is the harmonization between human home and the indigenous habitat. It endeavors to involve an incentive for normal materials, mixing in with the earth and environmental factors, with a characteristic articulation of the capacity of the structure. Natural engineering, as Frank Lloyd Wright characterized it, implies â€Å"not simply seeing nature yet investigating it. † This implies a draftsman must focus on everything around him, examining and seeing each part of the environmental factors. Natural engineering is a lot of like vernacular design and basic regionalism. The structure or structure would watch totally strange if it somehow managed to be set anyplace else. It has to do with the spot it is just as the way of life around it. Wright has various ventures that represent his natural methodology, yet none show it just as his own one of a kind Taliesin West. Taliesin West is worked out of the stone and sand of the earth that had been assembled and found from the encompassing zone by Wright himself and his understudies. He utilized this â€Å"rammed earth† much like Rick Joy had done in his studio in Tucson, to cause the structure to show up as though it had shot up out of the desert soil and developed to show up the manner in which it shows up simply by time and age, giving the structure a feeling of having a place inside its specific situation. The space of the structure is as though it is endless, with only earth, rock, and mountains out yonder encompassing the grounds. Taliesin west looks like Wrights other natural work, in explicit Falling Water. The two structures have not many bends, and both are centered around solids and cavities. The truth of the two structures isn't simply the structures however the spaces inside the structures. Taliesin west is a splendid case of natural engineering if not his best on account of its common characteristics that seep out of the desert sand like a vine overflowing out of a divider. Wrights structural vision was to make a grounds that was in complete congruity with the encompassing nature. Local rocks were pulled from close by with a characteristic shading that imitates the desert tint. Red wooden rafters as pair to the conventional style rooftop that ties together a translucent canvas that decorates the brilliant sun upon the inside of the structure. Everything about the structure is in a state of harmony with the environmental factors. Taliesin West is the thing that Ken Frampton would call Critical territorial design. A spot a lot of like Moore Lyndon Whitaker’s Sea Ranch or Alvar Aalto’s Finish Pavilion where it must be found where it is. A visit through Taliesin West would begin at his office. In any case, directly before you enter, your consideration is hindered by the energetic, yet complex Asian figure that remained before the gateway. The possibility of him joining Asian workmanship inside his structure didn't astonish me be that as it may. Since the time his visit to the Columbian display in Chicago, Wright was firmly affected by Asian design and craftsmanship, and had represented his gratefulness for expressions of the human experience by joining them all through his structures. The figure that lies by the front passage of Taliesin West is one of numerous models that’s cattered around the structure, and it represents a change into the accompanying zone. The accompanying zone is the Office and Wrights low maintenance plan studio. The structure is a light and open room, with uncovered wooden bars continuing a translucent canvas rooftop and marginally inclined dividers that give the fantasy that the ground is at an inclination. A low drafting table remained in the stay with seats encompassing it confronting the adjoining dividers. It is a studio and a space where Wright demonstrated his customers his work and thoughts. The centrality of this particular structure is evident from the second you enter its space. The entryway, witch isn't formed like an entryway you will discover in a normal place of business or home, is intended to be intentionally dull, restricted, and low, nearly looking like a casket. This Japanese method is a trademark of Wrights style and is called â€Å"compression and discharge. † It powers the guest to bow and passes on a sentiment of a grasp before the unexpected complexity of discharge into a stay with an abruptly raised roof loaded up with regular light. These short and thin passages likewise urge guests to not sneak and square gateways. The open space is structured deliberately so there is a space for his customers to plunk down (on seats he planned himself), and a territory where Mr. Wright can show his drawings. The dividers of the structure where worked of the equivalent indigenous rocks that are spread out all through the whole site, a surface that shows up harsh and dirty. These stones are the shading they are not from counterfeit paint yet from age. The harmonies of these intrinsic hues are utilized to accomplish cognizance. John Meunier, planner and educator utilized the common block shading to accomplish shading concordance in his own home, a method impacted by Frank Lloyd Wright. Wright utilizes regular surfaces in his usonian houses to encapsulate â€Å"Truth to materials. † Frank Lloyd Wright doesn’t place things into his ventures since he loves it or he thinks it looks great, all that he does has worth and capacity. All through the whole grounds there are openings hung with canvas. The canvas concedes a delicate diffused light, removing the shadow, and in this way making it simpler to draw. Toward the edge of the workplace stands a chimney. The chimneys are in pretty much every room, and thinking about the geographic area of the grounds, it might appear to be a little odd that a chimney was one of the steady highlights to each room. Notwithstanding, Wright utilized the chimneys not as warming gadgets yet rather an emblematic motion to represent family, and solace. Wright utilized the emblematic chimney in the Robbie house too, one of his most celebrated houses. The following structure is a plan studio caught in on the two sides with another chimney toward one side and a vault to store his artistic creations on the opposite end. The studio neglects the indented garden and an empowering pool of water that mirrors the sparkling sun. The pool was not utilized for delight, anyway it was set right close to studio and kitchen in the event of a fire so one could run out 15 yards and douse themselves liberated from blazes. Wright felt helped by the sounds and sight of water and picked a triangular molded reflecting pool to satisfy his wife’s wants. The site is flawed with other water highlights giving it a feeling of request, remembering a round wellspring for the patio and a metal dish-wellspring at the passageway. Around evening time, the pool is lit up giving the site a differentiation of what it resembles during the day. Straight to the point Lloyd Wright was a performer. The parlor, a manipulative, breezy space, with low roofs, worked in seats that he structured and a terrific piano was a room intended to engage. Numerous visitors, regularly well known, stayed with his incredible â€Å"Taliesin Evenings. † Again, nearly everything Wright joins into his structures has a reason. That reality is the same in the front room. The roofs low to constrain the visitors to plunk down and the seats worked in to force the visitors to take a gander at the slope and sky that falsehoods directly outside the structure. The seats in witch he structured himself where intentionally manufactured awkwardly so the client doesn’t stay there excessively long. There is likewise a deliberate absence of divider space for work of art since Wrights engineering was the fine art. There are various windows to enlighten the open space with normal light during the day, and on the grounds that Wright hated to take a gander at power, he unpretentiously positioned lights under the rooftop rafters to illuminate the front room around evening time. The innovation of the room is very noteworthy with its own one of a kind indoor canal framework that streams water through the bars, and furthermore has a cooling framework that blows invigorating virus air

The 5 Best Questions to Ask at a College Fair

The 5 Best Questions to Ask at a College Fair The 5 Best Questions to Ask at a College Fair The 5 Best Questions to Ask at a College Fair College fair season is in full effect. Prepare to get swept away in a sea of your peers and competition, all dressed similarly, carrying folios and streaming into the already packed event space. Some common adjectives for these sorts of events include: itchy, smelly, and overwhelming. Now, take a deep breath and stop paying attention to everything going on in the outside world. College fairs are not about anyone but you. Believe it. No one else matters. It doesn’t matter if that guy wore the same shirt  or those people got the last of the black and orange mm’s from the Princeton table. These events are about research, getting the information you need to make an informed decision about your target schools. A college fair is also a prime opportunity to gather information that may be helpful on a future college essay. Many schools are in the habit of asking applicants why they are applying. It would be great if you had some reasons. You may not have the opportunity to visit all the schools on your list, so the college fair is the next best thing. It’s your chance to gain specific, personal information directly from an admissions officer, so make sure you ask the kinds of questions that will get you the information you need. Dont  worry. We made you a guide. What does your school have to offer related to [insert your major or academic interest]? This is a basic one, but it’s important to make sure that the schools you apply to even offer the kinds of programs you are interested in. Beyond simply having a department, though, you also want to know what kinds of resources are available to you. How big is the major and what kind of community will you have access to? Learning more about the clubs, facilities, and other offerings related to a certain subject area will help you figure out how much emphasis and value the school places on your interests. What are the general academic strengths of [insert school name]? Similar to the question above, this question is a great alternative for folks who have no earthly idea what they want to study. Learning about the strongest or most popular programs that a school has to offer may help you home in on your true interests. When you ask this question, take note of what excites you. Is there a school philosophy related to teaching or community? This may seem like a touchy-feely question, but many schools do take the time to lay out these kinds of values in an honor code or other official school document. And when there isn’t an official document, there’s still usually an unofficial answer to this question based on the way the college president or prominent professors have spoken about the school. Getting to the core of what the school stands for will help you decide, on an intimate level, what you have in common with the school. What is the research culture like? When can an undergrad get involved? A school’s research contribution can say a lot about the academic quality of the school, both positive and negative. By asking this question you’ll learn a lot about how much professors focus on students and how much they focus on their own research and publications. What do people do on weekends? Disclaimer: this is NOT a question about partying. The point of this question is to get a feel for the school culture. What are the students like? What is the workload like? What does the school do to foster an on-campus community and what kinds of resources are available to students in the world beyond campus? While academics are a very important piece of the puzzle, location and community will also have a huge impact on your quality of life and your happiness, so don’t count them out! About Thea HogarthView all posts by Thea Hogarth » Want to get ahead on college admissions? There are 3 essential books you should be reading. Find them now! »

How to Use Prepositions With Nouns in English

Prison Term Policy - Free Essay Example

Sample details Pages: 3 Words: 783 Downloads: 6 Date added: 2017/09/25 Category Law Essay Type Narrative essay Topics: Prison Essay Did you like this example? Prison term Policy Recommendation Prison Term Policy Recommendation As a Criminologist Advisor to a member of State Legislature, I have been chosen to provide a prison term policy on armed robbery. Soon, the legislature will be voting on a bill that would double the maximum prison term for anyone who is convicted of armed robbery. Included is a recommendation on this policy and the reasons why the recommendations were chosen. Before I go in great details on the pros and con, I would like to define what the legal term for armed robbery is. Armed robbery is an aggravated form of robbery in which the defendant is armed with a dangerous weapon, though it is not necessary to prove that he used the weapon to effectuate the robbery. The legislature will be voting on the change in the prison term on armed robbery. There are cons and pros to this new policy. There are at least two cons if this bill is passed. First of all, if the prison term is doubled, it will cost a lot of tax mo ney. Second of all, according to statistic, people who commit crimes have one thing in common; they think they will not get caught committing crimes. Lastly, prisons are already overcrowded due to the number of inmates who have committed minor offenses, doubling the sentence will add to this problem. On the other hand, there are at least three pros if this bill is passed. First of all, if the rate of arm robbery is reducing, the citizen will feel more secure. Second of all, if this prison term is double, it will keep the ex-convicted from committing the same crime over and over again. Lastly, if we can reduce the rate of armed robbery, we can reduce the people financial and mental lost. I would like to go in more details on the pros and cons before I recommend an action. Firstly, if this bill is passed, it will create a financial crisis for the innocent citizens. Doubling the prison term means doubling the cost of maintaining the prison’s facility. Therefore, it is requ ired for the government to increase the percentage of tax that needed to be charge against working citizen. The extra money that needed to be spent on maintaining the prison’s facility could be use on increasing the economy or it could be spend on education purposes. Secondly, according to statistic, people who commit crimes have one thing in common; they think they will not get caught committing crimes. Therefore, it is useless to increase the prison term when it will no have effects on preventing citizens committing crimes. Lastly, people are sentence to serve minimum requirements for minor offenses, doubling the prison term on armed robbery will add to this problem. On the other side, there are pros to this change. First of all, if the rate of arm robbery is reducing, the citizen will feel more secure. When the citizens feel secure, they will trust in the law and its effectiveness. Once the people see the effectiveness of the new bill, they will less likely to plan a n armed robbery. Secondly, if this prison term is double, it will keep the ex-convicts from committing the same crime over and over again. Although we cannot prevent citizens from committing a planned armed robbery, but if this bill is passing, it will decrease the crime rate produced by ex-convicts who have committed armed robbery to come back and enact the same crime, which eventually will reduce the crime rate. Lastly, being able to reduce armed robbery will help victims from losing materialistic things and mental health. According to statistics from the Federal Bureau of Investigation (FBI), in the year of 2001 robbery accounted for 29. 4 percent of violent crimes in the United States, costing victims a total of $532 million. The average loss per victim during that year was $1258. Not only will the victim suffer financially, they will also suffer mentally (Federal Bureau of Investigation, 2009). Because the lives and security for citizens are more important then the outcome o f tax increase, I would recommendation the legislatures to enforce the policy. The economy has a cycle. It has its ups and down and we know that financially we can afford to maintain or build new prison facilities. However, we cannot increase the security for our citizens if we cannot reduce the crime rate in the near future. Doubling the maximum prison term for anyone convicted of armed robbery will reduce the crime rate; therefore it will increase the safety for our citizens. I strongly advice you to vote for the change. Reference * No Authors. Federal Bureau of Investigation. Retrieved July 4, 2009, https://www. fbi. gov Don’t waste time! Our writers will create an original "Prison Term Policy" essay for you Create order

Discrimination against people with HIV at work Free Essays

Monday morning was the best time of the week for mike for he loved going to work which could not be said for most of his colleagues. Mike had wanted to be a system analyst all his life and though he had been working at Mercury Star for four and a half years. He came into the office with the drive, sense of excitement, enthusiasm and expectation that an 8 year old boy had when his dad took him to get his first bicycle. We will write a custom essay sample on Discrimination against people with HIV at work or any similar topic only for you Order Now His daily routine involved; getting into the office at least thirty minutes early so as to have enough time to settle in, review the previous day’s work and establish what would be his workload for the day. The first thing he did was to sit and admire the two beautiful, polished glass trophies which sat on the table on the left side of the room next to the picture of his girlfriend. These trophies were the reward for his hard earned success as he had been the firm’s employee of the year for the last two consecutive years. It was unusual for a 28 year old to have achieved that kind of success in such a short time as mike had already been promoted to a managerial post. Mike was a respected man in his work place and his employees looked up to him and some even pegged him as they guy who will be a Chief Executive Officer by the time he was 35. though he downplayed this remarks he always felt that he had the potential and after wining his second employee of the year award that became his new ambition. Within just four years he had become the one of the best system analysts in the city. Mike had his whole future planned out, how he would propose to his long time girlfriend by the end of the year, he was in the middle of negotiating a mortgage with the local bank and he was paying the last installment on his BMW M9. He even drew up a plan in which he planned to work extra so that he would be able to go into retirement by the age of 40 and set up a system analysis consultancy firm within the city (Geoffrey 23). His position in the office came with a health insurance package which until this time Mike had never used it. But on this Monday morning Mike felt different he felt like he was coming up with flu so after he reported to work he took the day off to go and see his doctor which was unusual as Mike rarely got sick. The doctor at first was not able to tell what was wrong with him so he ran some tests. When Mike came to see the doctor late in the afternoon the news that doctor gave him made him feel like his life had just been pulled right from under his feet. The words â€Å"I’m sorry Mike but you are HIV positive† keep ringing in his head. Mike did not even hear what the doctor said for next few minutes as he tried to let the news sink in. The medical cover policy had a condition that when an employee visits the firm’s doctor, he had to furnish the management with a complete report of the doctor’s examination. Mike went back to work after three days and tried to act like nothing had happened. But however much he tried he could not shake off what the doctor had told him he couldn’t and on this particular day he got to work late which had never happened. A soon as got to the office he was informed that the boss wanted to see him. When he got into his office, the boss offered him a sit and for the next fifteen minutes he went on and on how Mike was an excellent employ but what happened after that Mike would never have contemplated. The boss told him that the board had discussed on the medical report and had come to the conclusion to let him go. It was at this point that he truly felt his world come crumble and all his dreams and ambitions came tumbling down. What and end to a brilliant young man’s career. How to cite Discrimination against people with HIV at work, Essays

Self-Worth Theory of Motivation free essay sample

Next is â€Å"at risk teens† and discovering they have coping skills that can help them jump forward or hold them back. Educators can help the teens first by building a trustworthy rapport with the student, assist in goal setting, helping them avoid procrastination, and help to visualize their future for their lifetime goals and achievements. In the work place it is implied that managers who communicate implementing the â€Å"Three Roles of Language in Motivation Theory† which are Perlocutionary, Locutionary and Illocutionary leads to a successfuly motivated team. Sullivan, 1998, p. 110) Implementing these communication methods are key to help an employee feel a sense of worth and team, that by building on three principals they can have a successful employee and by association a successful department. Keywords: Self-worth, motivation, at risk teens, elementary students, employees Self-Worth Theory: Motivation for a Lifetime Henry Ford once said â€Å"Whether you think that you can, or that you cant, you are usually right. †(Ford n. d. ) This quote really gets to the heart of the self-worth theory of motivation. It truly comes down to the individuals’ perception for the potential of success. Self-worth can affect an individual at any stage in life and can even go so much as varying from task to task. An individual can feel motivated and fulfilled one day and with a new task requested of them feel as though the task is either beneath them or make them feel imperfect for not being able to complete the task, or procrastinate long enough with the task to prove the time constraint was the issue and not the individuals lack of ability to complete it. Professor at UC Berkley and published author Martin Covington was one of the pioneers of the self-worth theory of achievement motivation. His findings derive from his paper written: Covington stated that the basic cognitive position and shares with it the view that achievement behavior can be most meaningfully conceptualized in terms of self perceptions of causality†¦ it also incorporates a motivational component, and for this reason it forms the basis for conceptual rapprochement between cognitive and learned-drive theories. Covington 1984) Society judges itself by one’s net worth, successes and accomplishments. The inability to succeed in society’s eyes is a perceived sense of failure. The self-worth theory concentrates on the ability to find successes, however when an individual cannot succeed it blames itself on the lack of ability. Performance is judged by the individual’s ability to succeed by society, performance is judged by the individual by lack of effort by the individual. However, whether it’s the feeling of accomplishment by the individual or the pat on the back by society, they both lead to self worth. In the paper â€Å"The Self-Worth Theory of Achievement Motivation: Findings and Implications† it quotes Teevan and Fischer’s unpublished paper from 1967 Covington states parents of success-oriented youngsters tend to reward performance that is praiseworthy yet ignore or at least remain neutral toward the performance that falls short of adult expectations. The opposite pattern appears characteristics of the parents of failure-avoiding children: punishing their children’s failures while being noncommittal in the event of success. Covington 1984) Covington then goes on to explain that if children feel that the end success rate is high, the child then feels the ability to even attempt things that might actually be above their ability levels. These individuals that are success minded will then attempt more things in the future that potentially have a higher likelihood of failure due to the higher rate of successes in the past. Potentially the past can either cloud or clear a path for success. Previous perceptions of success lead to potential for further success, whereas previous failure can lead to apathy and stagnant achievement. It seems that the basis for self-worth is started very early in a child’s development, not just at the primary level of education but with parental guidance and judgments, both positive and negative, from birth. Achievements and failures are then recorded for future reference. Do well, and get praise for those who will potentially grow up to be success-oriented adults. Do poorly, or just not as well as a parent had hoped and be degraded for failure. These children are then growing up as failure avoidance adults; doing the bare minimum just to avoid being perceived as failures. A way to describe these failure avoidance teens could be at risk teens. How do at risk teens find motivation in an educational setting? At risk teens are typically underachievers with low self esteem. In public school settings they can be seen as trouble makers both in and out of the classrooms. At best they can find themselves in an Alternative Education school setting, at worst; they find themselves as high school drop outs or young teens with a GED. At risk teens find motivations situational such as goal setting, self awareness and the relationship between student and instructor. The instructor student relationship is how the student perceives the teachers actual intentions. If the student believes the instructor cares about them as a person, the student is more motivated about class participation. (Wentzel 1997). When a student in elementary school is in a classroom setting all day with the same instructor it is easier for them to develop a trust, this is not as easy to develop in the higher grades of middle and high school as the instructors spend an hour or so with the student and there is far less time for the student to develop the trust with the instructor (Wentsel 1997). When a student is able to set goals it helps with performance and task motivation. With task motivation, it is to attain a skill set for the student. This can be attaining a mastery and improving knowledge or competence. When a student completes an assignment they see it as an end, the motivation to complete the work for the benefit of knowledge, and this only occurs when the student initiates it. Performance goals are when a student wants to prove superior skills. The combination of the two goals allows the student to advocate their own self regulated learning. Accordino, Accordino, Slaney 2000) Self awareness motivates students to engage in tasks as influenced by what the students wants to accomplish in life. The individual is motivated by their future self and they strive to do what needs to be accomplished to achieve the outcome they desire. (Leondari, Syngollitou, Kiosseeoglou). Self worth theory allows students to withhold effort in situations if they feel their self esteem wi ll have a negative impact. If an individual feels a threat to self esteem due to an ability or lack thereof, they will start to doubt their abilities overall nd withdraw all efforts to protect self esteem. If an at risk student has experienced failure in front of peers, it becomes a knee jerk reaction to put forth no effort to hide that they need assistance. Whereas a self-worth student will put forth effort with no hesitation and little regard for their self esteem as theirs’ is intact, as the student is able to protect themselves by shifting blame on the instructor when they do not do well. (Thompson, Davidson, Barbier). How does the work place affect self motivation? Manager communications can be crucial to an employee’s motivation. In an organization a manager acts as the communication hub to their employees. Their communication can act to reduce ambiguity in the workplace. The manager can help motivate by having some transparency in the workplace of what upper managers are deciding and this can help morale overall. The managers’ communications can help by increasing knowledge and abating uncertainty to their subordinates, they can reaffirm the job they are doing; and by giving that â€Å"attaboy† it can reassure the employees place in the company and give more self-worth to them, it can also be used to inform the employee, to help guide them in their work. Sullivan, 1988). These theories for managerial communications assume that the employee is uncertain about goals, or policies in the work place, and that the employee is willing to accept the manager’s constructive criticism. In the â€Å"Three Roles of Language in Motivation Theory† it is suggested that a manager can use different ways of communicating with his employees and in using all the three methods he outlines, Perlocutionary, Locutionary and Illocutionary the employee will have motivation. Perlocutionary acts to reduce worker’s uncertainty through the use of goals as the goals are being met, the employee feels motivated to meet higher and more difficult goals. Locutionary acts to facilitate meaning making through the uses of metaphors and informal speaking methods, the employee is given scripts or processes and are able to work in response to knowing the outcome of the script, as they use the processes and procedures more they feel motivated to tackle more difficult issues as they are assured of the outcome of a process. Illocutionary acts as way of connecting with employees on an emotional level, the workers develops self worth and trust towards the manager due to informal conversations with small talk, this helps to form a bond between employees and managers in a less formal setting and is a by-product of sitting in the vicinity of each other’s immediate surroundings. He further suggests that when all three communication methods are implemented, the employee will feel motivated and have a sense of accomplishment and self-worth (Sullivan, 1988). When the managers effectively utilize Sullivan’s methods, they found that the managers knew better what employees needed to know, importance of informal communicating and role play there, and the workers were people. Sullivan, 1988) Using just the three stages out of many in an individual’s life: elementary school, at risk teens in secondary education levels and individuals in the work place, it can be shown that self worth can change with the right mentoring, it can affect a person all their life, and it doesn’t need to always be negative self worth, sometimes it’s positive. In conclusion Abraham Lincoln said it best â€Å"Always bear in mind that your own resolution to succeed is more important than any other one thing. † (Lincoln, 1855)

Drive-in Business Plan Essay Example

Drive-in Business Plan Essay AutoRama Drive N Nicholas Boothe December 1, 2009 Business Plan ENTR280-01 Executive Summary AutoRama Drive N is a startup business located in the southern Indianapolis area. AutoRama provides the community with an old fashioned 50’s style diner/drive-in that serves a variety of grilled and fried foods, as well as healthier alternatives. AutoRama is not the everyday low quality fast food restaurant. AutoRama prides itself in the quality of food, and the cheap prices it is able to offer to the community. AutoRama will differentiate itself from its competitors by providing a whole different experience. The food will be old fashioned, and freshly cooked to order. The parking lot will be filled with auto enthusiasts and their vehicles, while the diner will be a family friendly 50’s era restaurant. AutoRama is there to serve the community, and do its part to improve its surrounding areas. AutoRama will do its part to get cars off the streets, and into the parking lots, with sponsorships of local meets and events, as well as providing discounts for car clubs and those wishing to designate spaces for weekends and meets. AutoRama is a partnership, with Nicholas owning half of the business, with 80,000 invested, and Amanda and Kevin both investing 40,000 each. This is enough to get the business started, and initial training and organizations in order. 16 months will be taken to find the right property, have the building finished, and all equipment installed and ready for business. During the few weeks after completion and before the initial opening, selection and training of employees will take place to ensure that AutoRama will be ready to run as soon as the doors open. We will write a custom essay sample on Drive-in Business Plan specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Drive-in Business Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Drive-in Business Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The company will establish itself in the market by strong marketing techniques in print and radio, as well as through sponsoring local events, and through word of mouth. Hosting events with other local events will be the main way of AutoRama getting its name out into the public. Although there are other fast food restaurants located in close proximity, they are complete different structures from AutoRama. Nothing about the business is the same, and this will set AutoRama apart from the competition, and make the company successful. The company will be managed by the three who have a financial stake in the business, Nicholas, Amanda, and Kevin. This will have more of an impact, and more of a drive to succeed, and do well. All three have years of experience in the restaurant business, and have had great success in ventures past. The management structure will be that of a horizontal system, where all employees are created equal, and everyone brought into the business will have equal say into changes needed to be made, and suggestions for improvements. This will provide the best possible working atmosphere, along with allowing no employee to feel left out of the business, and so everyone feels responsible for the success and achievement. Objectives: * The first objective is to secure a building site, where access is easy from main roads, with plenty of extra space, or about an acre. * Establish a presence in the automotive community, as well as in the family based restaurant category. * Become profitable within the first 18 months of business, with loans and investments paid off in 30 months. Keys to Success: Strict guidelines throughout the business process, with checks to ensure proper procedures are followed. * Never stop looking to improve some part of the business structure * Strong visibility in the surrounding community, as well as a strong social presence in local events. * Ensure customer satisfaction and repeat customer transactions. Mission: * It is AutoRama Drive N’s mission to deliver value old fashioned food, b rought back from the 50’s for your old style dine-in experience. AutoRama will provide a friendly clean atmosphere, welcome to families and car enthusiasts alike. II. Company Description Cops have always been attracted to the car scene. There has been a newfound energy to crackdown on speeders and drivers breaking the law. But, the good comes with the bad. Nice cars are generally all lumped together into a typical stereotype, so cops are especially watching for these â€Å"nice cars† and catching every little thing they do wrong. Even cars that are parked are being harassed. Local businesses complain about unwanted activity after store hours. AutoRama Drive N is the answer to those that share a common interest in cars, enjoy hanging out with friends, and meeting new people, all while having true American dining. The restaurant is a startup business set in a mid50’s-60’s era, with parking spots surrounding the building which have an intercom you can order from, while also having an inside dining area. The food will be American based, including tenderloins, hamburgers, hot dogs and ribs in different combinations, all accompanied by a side of fresh cut and seasoned fries. All food is fresh, and made to order. Soft drinks will be made available, with freshly made root beer available on tap. The company is not only to appeal to the car crowd, but to all families. This would be a family safe atmosphere, which is alcohol free. The parking lot would include an acre of parking spots for special events, and everyday customers. This gives plenty of room for car clubs to park together in sections, and also enough room for family vehicles not associated with different groups. Spots can be reserved at a small fee, to ensure room. Parking spots up front surrounding the building can also be reserved in advance. AutoRama Drive N will be located in the far edge of the suburbs, so not to disturb the local communities, but be within a short driving distance of the majority of the community. This will give enough room for expansion, and not hamper those with louder vehicles from participating. There will be activities such as burnout contests, car shows, etc. to bring in crowds for special occasions. AutoRama Drive N will be a limited liability corporation, with Nicholas Boothe as the majority owner, at 51%, and Kevin Donald and Amanda Rachel splitting the remaining ownership. Hundreds of local people access local online auto forums every day, and this will give widespread advertising, while promoting the good cause of bringing everyone together. Industry Analysis The fast food and quick service restaurant industry includes about 200,000 restaurants with revenues annually reaching $120 billion. The top 50 companies hold about 25% of industry sales. A typical fast food restaurant generates about $670,000 annually. The average American eats at a fast food restaurant on average 11 times a month, and over 800,000 meals a year. Fast food has grown in popularity with the economic downturn. This has made value more important, and the value and quickness associated with fast food has grown and become synonymous with American culture. Quality of food is also a new trend in the fast food industry. Not only how well the typical fast food is made, but the ingredients included also. The world has become very health conscious when it comes to fast food, so healthy alternatives need to be available. Like all food based industries, the fast food industries profit margin is dependent upon the food prices. The prices of corn, beef, and oil have all risen. High oil prices have led to alternative fuels, which in turn raised the prices of corn and other products in the production of ethanol. This has made it more expensive for farmers to feed their cattle, which has led beef and chicken prices to rise. Because of this growing food price, coupled with intense competition, and shrinking profit margin, companies must find a way to set themselves apart, in value, price, and as an overall business. The fast food industry is a volume-driven business, and transaction speed is extremely important, along with accuracy. Innovations are constantly being implemented to speed the process from ordering to delivering the product, and providing quality food and service. Although large companies have advantages in purchasing, financing, and marketing, but small companies have unique products and serve a local market. This will allow the small company, such as AutoRama, to adapt to the environment, and acclimatize to its customers. The key to entering into this saturated market is differentiation from the major market holders. A typical fast food restaurant includes a combination of hamburger and chicken meals, french fries or similar, and soda. AutoRama Drive N differentiates itself from other competitors in several ways. First, the typical hamburger found in fast food restaurants, cooked in bulk, and kept in heating trays, being dried out, and soaked in grease will not happen at AutoRama Drive N. AutoRama will be operated on a cook to order basis, using only fresh ingredients, and environmentally and health conscious processes. Key competitors include restaurants such as Sonic, In-N-Out Burger, Rally’s, and the big companies such as McDonalds, Wendy’s, and Burger King, although the larger companies are less likely to change to a local environment, and conform to locals surrounding the area. The drive-in concept and carhop delivery service are trademarks of the classic American dining. This 1950’s feel provides an escape from everyday fast-paced life, while still providing the quick and efficient services of a fast food restaurant. AutoRama’s niche in the market is the focus on auto enthusiasts. No other drive-in restaurant incorporates their business with a focus on the auto enthusiast. In the last decade, there has been an increase in the amount of car collectors, and car enthusiasts. With baby boomers reaching retirement age, they are going back to their early adult lives, and buying what they wished they could buy at earlier ages. This auto theme focuses not only on those buying cars from their early lives, but all auto enthusiasts of all ages. Auto aftermarket part companies are in abundance, which makes them more readily available to the everyday driver. This is a culture, where all are brought together by a common interest, or a common lifestyle. AutoRama is the place where this lifestyle can be celebrated. Market Analysis Food away from home accounts for over $529 billion annual sales, with fast food restaurants accounting for more than 77% of sales. Statistics have shown that consumers eat out 2-3 times per week, and that number continues to grow. AutoRama Drive N’s market consists of a wide array of customers, mainly consisting of 16-55 year olds, with our automotive marketing towards males, and the restaurant and family atmosphere towards women and families. With Indianapolis being the crossroads of America and the racing capital of the world, AutoRama connecting with the auto enthusiast is the target market segment. Being based on the south side of Indianapolis, AutoRama is located only about 12 miles from downtown. This provides easy access to the local car scene, while also being in a close proximity to nationally recognized racing organizations. There are also hundreds of members of local car clubs, and online car enthusiast forums that have yet to be tapped into. The southern Indianapolis continues to grow about 2,000 a year between 2005 and 2010. There are eight local universities within 20 miles, along with two major shopping malls, and 14 municipal parks and recreation areas. This provides AutoRama with a growing market, and a greater number of consumers. The auto enthusiast typically does not have just one place to meet. There is usually not enough space for a group of cars to park together, whether it is to hang out, or for other purposes. This is where AutoRama’s large parking lot comes in. Not only will AutoRama cater to the everyday consumer looking to enjoy a nice fast meal in a 50’s style diner, but will also be able to entertain car shows, car club events, and other recreational activities. Although the diner will only be open from 11am-11pm weekdays, and 10-12 on weekends, these activities will not be limited by the time, or day of the week. This is a true 24/7 meeting spot for customers. Main competitors of this 50’s style dine in restaurant contain just a few companies, such as Sonic and Dog N Suds. Dog N Suds is closer in proximity, in downtown greenwood, but is limited due to the restaurant size, limited hours of operation, and overall unstableness of the franchise. The nearest Sonic is in Camby, which is about 20 miles southwest of the city of Indianapolis. Sonic has no room to be able to handle any size of a crowd, and is in a far location from most consumers. Although other fast food restaurants are in the area, such as Wendy’s, McDonalds, and Burger King, non offer the wide selection of food, the drive in service, the 50’s style atmosphere, or the parking lot that can cater to large groups of people. Since AutoRama Drive N is just a local startup company, most advertising will be done locally, and through word of mouth. AutoRama will sponsor local events and meets, and take part in being socially responsible in the local community. Since AutoRama will be based more towards the auto enthusiast culture, AutoRama’s main focus will be advertising to car groups and clubs, local car shops, and online forums where local communities share common interests in cars in online blogs and forums. AutoRama will be a clean, family friendly atmosphere. There will be strict rules enforcing cleanliness, appropriateness, and great quality and service. The drive in part of the parking lot will have intercoms with a menu available to look at when ordering to ease the process if you do not wish to get out of your car. This will also help to keep costs down, due to fewer employees needed if the consumer does not require face to face interaction. Food available will include fast food meals such as hamburgers, hot dogs, and french fries, but also a more full service feel with ribs, tenderloins, and various chicken meals available. If fast food doesn’t seem to fit your eating habits, there will also be healthy alternatives available, such as salads, grilled items instead of fried and healthier side items such as side salads, baked potatoes, slaw, and vegetable mixes. All meals will be produced quickly, allowing the consumer to order and go, or sit and relax while enjoying their fresh cooked meal. To promote AutoRama’s business, especially during startup, there will be discounts for supporting car club members, and forum members. This will help get the business out there, while also marketing to the auto enthusiasts the company is going for. Management Team and Company Structure The management team will be limited during first startup, until additional resources are needed. The startup will consist of Nicholas Boothe, the founder of the company, Amanda Rachel, assisting manager, and Kevin Donald, assistant manager. As the company grows, responsibilities and roles may change, with the addition of personnel and division of responsibilities. With the lesser amount of workers for start up, this will keep overhead low, allowing the business to grow, but keeps key positions for success filled. This will cause more work for current employees, but will pay off in the end as the company develops and grows. Nicholas Boothe, founder of AutoRama Drive N, has extensive restaurant and food experience. He has worked in the restaurant/fast food industry since the age of 14. He has held every position in the restaurants he has worked at, allowing him to gain experience and knowledge of all aspects of the restaurant business, working in businesses that have expanded, and early on, businesses that were closed. He has a BA from the University of Indianapolis in Finance and Management. Nicholas will be able to take care of the company’s finances, along with managing other employees, including scheduling, meeting local and national work and safety laws, and taking the company to the next level. Amanda Rachel has had 6 years in the restaurant industry. Amanda has a BA from the University of Indianapolis in Marketing and Business Administration. Amanda will take care of the bulk of the marketing strategy for AutoRama. She will assist Nicholas in marketing the company to locals, and establishing a following of customers in the surrounding area. Amanda will also work with local shops in getting the AutoRama name out into the public, as well as into the automobile based community. Kevin Donald, who served in the United States Air Force, and also managed a small franchise in California, nearly doubled the sales of his restaurant in 13 months, has decided to put his time and interests into this new venture. While Kevin has no educational background in this area, the skills he learned while serving, and the on the job experiences are more than enough to qualify him for a management position. With these three key manager positions filled with people that know the business, have seen different strategies, and seen businesses fail, this should be a firm foundation for a promising company. For the first three quarters of operation, Nicholas will not be taking any salary for the company. This will allow a salary of $26,000 per Kevin and Amanda, who have no stake in the company. This will allow the management team to evaluate where the company stands financially, the growth rate, and what, if anything needs to be changed. During these first three quarters of business, the company will project sales based on weekly performance, and allow room for growth, especially when key events are being held. If the company is growing at a steady rate, this will allow for the hiring and training of more employees. If the company seems to be lacking in any area, these constant evaluations will show where improvement is needed, and will be addressed immediately. As the company grows in the future, more staff will be needed, along with different shifts for scheduling purposes. There will be an afternoon to early evening shift, from 11am-6pm, and an afternoon to evening shift, from 4pm-11pm. This will allow for overlapping during the busiest evening hours. Beginning and ending shifts will also require workers to show up, 30 minutes early, and stay 20 minutes late, to help with the days start up, and clean up after shifts. This will be a fast paced workforce where everyone is there to help. Although there are designated managers, and people in charge, the company will operate on a horizontal basis, where no one will be looked down upon because of the position they hold. Everyone will be seen as an employee of AutoRama. Training will be up to each manager, all of whom possess the skills necessary to run each part of the business. Every employee will be trained in each job category, so there will be no shortage of help if one part of the business becomes backed up, or is understaffed at any point. Starting wages for servers would be $4. 13 an hour, two dollars more than servers get at other restaurants, as this position will be mainly tip based. Cooks will receive a starting wage of $8. 00 an hour, with re-evaluation after the first 30 days, then every six months after that. Cashiers will start out making $7. 50 an hour, with the same re-evaluation as other positions. Each employee can look to work between 25-35 hours at first, with hours evening out as the company grows, and more employees are added. This will prevent employees from becoming overworked, but still provide an adequate amount of hours to support their needs. Operations Plan The management team is made up of professionals that have experience in the industry, and know what works best through strategies and planning. AutoRama will be managed by a horizontal, open door type of management philosophy. Since this is a small startup business, all input is welcome, and everything will be reviewed and considered into implementation if there is belief from the whole that the new concept could help the business. Filling positions will be a process, gone through with the approval of each manager, to make sure each member is a perfect fit for the company. After completion of an application, each potential employee will be subject to an interview with each manager. After the interviewing process, there will be a 30 day trial period, where an employee, if not meeting up to performance standards, may be let go for any reason. After the 30 day trial period, a review process will be put in place to let the employee know what they can work on, what they are doing well, and just overall performance feedback. Each position at AutoRama will have a step-by-step outlined process of rules, guidelines, and procedures for all duties and responsibilities associated with employment. Staff selection will be based on availability, experience, and overall appeal to work in a business and helping it grow and succeed. Food supplies will be obtained mainly through food wholesalers in the area, with inventory closely being monitored to more closely project the company’s exact needs. As the company grows, it can move from wholesalers to companies that take orders and deliver needed goods, such as Piazza Produce, or other locally popular companies. There will be refrigerators and freezers with enough capacity to store all goods needed to operate on a daily basis, along with room for excess reserves. All equipment will be purchased, rather than leased. This will allow the sale of equipment if the company decides to upgrade, or replace with newer units, and able to recoup some of the initial investment. This will also allow the business to use the equipment as long as possible, or until a better solution is acquired, and will reduce downtime if the lease runs out and the unit must be replaced, etc. AutoRama will comply with all local and state regulations according to restaurant food and safety guidelines. There will be guidelines to be followed to ensure a healthy atmosphere. AutoRama will also be teaming up with local law enforcement according to the auto enthusiast area of the business. AutoRama will enforce a strict set of rules for cars that frequent the parking lot of the restaurant. There will be a small fee for the use of the area, and reserved areas during promotional activities. With this fee, a window decal will be provided. With this decal, there is a promise to adhere to all laws on the roads, and be safe for themselves and others. Those who do not wish to partake in the decal program will not be allowed access to the site during closed business hours. This will let the police know who is welcome, and the guidelines they must follow. This will prevent the generalizations given to car enthusiasts as a whole, which will provide better relations between the auto community and law enforcement. On a daily basis, all inventories will be checked twice, in the mornings and evenings, for availability, as well as quality. The restaurant and its surroundings will also be inspected for cleanliness. Upon completion of these two steps, it is time to begin the day, and start food preparation. All ovens, grills, and fryers will be turned on and checked, and set to cooking temperatures. As the daily employees show up for their shifts, they must make sure everything is set up properly, and ready for customers. Since all employees are trained in every part of the restaurant, if there is anything that needs to be done, anyone can do it. The management team will be responsible for the smooth running of operations on a daily basis. They must make sure all employees schedules meet the company’s needs, as well as comply with the availability of the employees. The basic operational hours are 11am to 11pm, with hours varying on holidays, as well as special events that AutoRama will be holding. During these hours, the management team must make sure the hours are staggered, with the most employees scheduled during peak business hours during the day. Employee’s breaks must also be kept in check to ensure compliance with federal regulations. AutoRama is located on the south side of Indianapolis, where there is a dense population of middle to high class citizens. This is also where the majority of automobile enthusiasts tend to congregate during the weekends, as well as the where the majority of car events tend to be held. This puts AutoRama in the main focus area of the target population, as well as accessible from main roads to provide ease of access. This gives visibility to a greater number of people, which could be critical to the success of the business. Product/Service Design and Development Plan As AutoRama is a startup company, there lay many obstacles left in the future. With a plan, those can be easily achieved and overcome. The schedule starts as an outlook from where the business is now, in the development and planning stages. The timeline before startup is approximately 16 months. In this time, all decisions about products served, advertising and promotion structure, companies used for products, building and materials needed, etc. will be distinguished and put into development. First, a site for the business needs to be found. Allow approximately two months to find the right site for the foundation, and development of the business. During this time, an overview of the building needs to be developed, and planned out, so as soon as a business site is found, the building development can begin. Once a business site is decided upon, AutoRama needs to start looking for distributors in the area to receive its inventory from. This is a critical part of planning, because timeliness and availability is essential to the business. This will take about 3 weeks to study and inquire into different distributors and complete the proper research and background checks. During this time when the physical business is not yet finished being built, the focus can be put on non-tangible goals. Here, AutoRama will look into the advertising and promotion aspects for the best way for the business to get its name out, attract new customers, and keep existing customers continually coming back. The most cost-effective, farthest outreaching ideals will be put in place. This will take approximately 3 months to study, test, and decide on implementation strategy. Next the equipment will be decided upon. The equipment that fits the needs of the business and that will be able to meet any goals, and handle all production needed of the kitchen, will need to be found. Different manufacturers will need to be contacted, so that each product may be researched, and possibly tested before purchase, to make sure the equipment will be adequate and cost effective. This process should take approximately 2 months. What will make or break the business is the food, or the product. You can have the best equipment and best ideas of a business, but if the food isn’t up to par, then everything else becomes a moot point. AutoRama will be testing many ingredients in the different recipes, and providing samples for feedback before deciding on the best recipe for the food for the business. Once a recipe for each product is reached, a trade secret must be obtained to make sure the food at AutoRama stays unique and sets itself apart from the competition. Allow about 3 months for all testing and experimenting with the recipes. About this time, the physical building should be reaching completion. During this time, the outlay will be critiqued, and finalized for the optimization of space. Once the kitchen and â€Å"behind the scenes† space of the building are finalized, the dining area, or customer area, needs to be designed. Since the theme of AutoRama Drive N is that of a 50’s diner, the approach and overall look of the area should reflect this time change. Decisions on materials, as well as delivery and setup, should take approximately 3 months to be finished. During the remaining two months, finalizations should be under way, including the selection of staff, scheduling setup, and process of day-to-day activities should be set up. During this time, training will also occur, as well as an opening strategy for the first month’s startup, and a special grand opening plan. This allows time for mishaps to be taken care of, and everything to be in order in time for operations come March. Challenges and risks aren’t always preventable. AutoRama acknowledges that everything can’t be perfect, and recognizes some risks and challenges it may have to overcome. If the distributor falls through, or cannot meet orders, there must be a backup plan in order, with a different company that would be able to deliver. This will prevent a sudden reduction in inventory, which could be very bad for business. Indiana is known for its fluctuating weather. If for some reason the weather slows down the development process of the business, there is an allowance of time the last two months to provide some room for inaccuracies in time planning. The business plan is also set up to be able to start at a later date if it becomes necessary. Financial Section The company is privately held by Nicholas Boothe, Amanda Rachel, and Kevin Donald. Each member contributed $125,000. 00 for startup capital, with an additional loan of $77,500. 00. This will allow for all startup costs to be taken care of, as well as backup funds in case something unforeseeable happens. This will allow AutoRama Drive N time to acquire and generate its own funds, and function solely upon itself. Each member owns one third of the business, until year three, where there will be an option for Kevin and Amanda to sell their share in the business to Nicholas. AutoRama Drive N| | Balance Sheet Year Beginning March 1, 2011| | Assets| Liabilities| Current Assets (cash)| $10,000| Current Liabilities| $44,000| Petty Cash| $0| Accounts Payable| $34,000| Accounts Receivable| $0| Notes Payable| $68,500| Inventory| $10,200| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| Other| $120,600| | | | | Total Assets| $392,900| Total Liabilities| $392,900| AutoRama Drive N| | | Income and Expense Statement| | | Month Ending March 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $182,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$54,720. 00| | | Gross Profit| $124,400. 00| | | (1) Avg. 600 guests weekday, 900 Friday and 1200 weekend @ average $8. 0 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $5,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $6,500. 00| | 009| Utilities| $1,300 . 00| | 010| Insurance| $700. 00| | 011| Equipment | $25,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $52,760. 00| | 015| Operating Profit| $71,640. 00| | 016| Taxes| $20,059. 20| | 017| Net Profit| $51,580. 0| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending April 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $166,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,920. 00| | | Gross Profit| $113,200. 00| | | (1) Avg. 550 guests weekday, 800 Friday and 1100 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009 | Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $12,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $35,760. 00| | 015| Operating Profit| $77,440. 00| | 016| Taxes| $21,683. 20| | 017| Net Profit| $55,756. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending May 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $132,800. 00| | 002| Discounts (2)| -$1,800. 0| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$39,840. 00| | | Gross Profit| $89,680. 00| | | (1) Avg. 400 guests weekday, 650 Friday and 950 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $ 3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $8,000. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $31,760. 00| | 015| Operating Profit| $57,920. 00| | 016| Taxes| $16,217. 60| | 017| Net Profit| $41,702. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending June 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $152,000. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$45,600. 00| | | Gross Profit| $103,120. 00| | | (1) Avg. 500 guests weekday, 700 Friday and 1025 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $27,760. 00| | 015| Operating Profit| $75,360. 00| | 016| Taxes| $21,100. 80| | 017| Net Profit| $54,259. 20| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending July 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $187,200. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$56,160. 00| | | Gross Profit| $125,760. 00| | | (1) Avg. 600 guests weekday, 950 Friday and 1250 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 06| Part Time Employee Wages| $8,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $5,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $550. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $33,960. 00| | 015| Operating Profit| $91,800. 00| | 016| Taxes| $25,704. 00| | 017| Net Profit | $66,096. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending August 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $164,800. 00| | 002| Discounts (2)| -$3,800. 00| | 03| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,440. 00| | | Gross Profit| $110,080. 00| | | (1) Avg. 500 guests weekday, 850 Friday and 1150 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $6,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $4,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $3,500. 00| | 12| Equipment Upkeep| $450. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $30,360. 00| | 015| Operating Profit| $79,720. 00| | 016| Taxes| $22,321. 60 | | 017| Net Profit| $57,398. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending September 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $139,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$41,760. 00| | | Gross Profit| $93,660. 00| | | (1) Avg. 400 guests weekday, 750 Friday and 1000 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $67,400. 00| | 016| Taxes| $18,872. 00| | 017| Net Profit| $48,528. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending October 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $115,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$34,560. 00| | | Gross Profit| $76,860. 00| | | (1) Avg. 300 guests weekday, 600 Friday and 900 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $50,600. 00| | 016| Taxes| $14,168. 00| | 017| Net Profit| $36,432. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending November 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $86,400. 00| | 002| Discounts (2)| -$2,800. 0| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$25,920. 00| | | Gross Profit| $56,700. 00| | | (1) Avg. 250 guests weekday, 400 Friday and 650 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,900. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,660. 00| | 015| Operating Profit| $32,040. 00| | 016| Taxes| $8,971. 20| | 0 17| Net Profit| $23,068. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending December 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $93,600. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$28,080. 00| | | Gross Profit| $61,040. 00| | | (1) Avg. 275 guests weekday, 425 Friday and 700 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,950. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,360. 00| | 015| Operating Profit| $36,680. 00| | 016| Taxes| $10,270. 40| | 017| Net Profit| $26,409. 60| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending January 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $83,520. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$25,056. 00| | | Gross Profit| $56,384. 00| | | (1) Avg. 240 guests weekday, 380 Friday and 635 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,150. 0| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $22,560. 00| | 015| Operating Profit| $33,824. 00| | 016| Taxes| $9,470. 72| | 017| Net Profit| $24,353. 28| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending February 28, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $88,160. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 04| Cost of Goods Sold| -$26,448. 00| | | Gross Profit| $59,632. 00| | | (1) Avg. 255 guests weekday, 415 Friday and 660 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,650. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 13| Depreciation| $500. 00| | 014| Total Expenses| $23,060. 00| | 015| Operating Profit| $36,572. 00| | 016| Taxes| $10,240. 16| | 017| Net Profit| $26,331 . 84| | AutoRama Drive N| | Balance Sheet Year Ended February 28, 2012| | Assets| Liabilities| Current Assets (cash)| $20,000| Current Liabilities| $44,000| Petty Cash| $2,000| Accounts Payable| $34,000| Accounts Receivable| $18,000| Notes Payable| $68,500| Inventory| $5,800| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| OTHER| $146,200| | | | | Total Assets| $418,500| Total Liabilities| $418,500| AutoRama Drive NCOGS- Year Ended February 28, 2012Sales $1,591,680. 00Net Cost of Goods Sold $ 382,003. 20Gross Profit On Sales $1,209,676. 80 AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending May 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $507,200. 00| | 002| Discounts (2)| -$10,800. 00| | 03| Allowances (3)| -$6,480. 00| | 004| Cost of Goods Sold| -$152,160. 00| | | Gross Profit| $337,760. 00| | | (1) Mar:625,930,1250 Apr:550,850,1125 May:500,680,970| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $18,600. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $16,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $92,090. 00| | 015| Operating Profit| $245,670. 00| | 016| Taxes| $68,787. 60| | 017| Net Profit| $176,882. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending August 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $517,120. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$155,136. 00| | | Gross Profit| $338,884. 00| | | (1) June: 525,715,1030 July: 600, 975, 1280 Aug:530, 870, 1180| | (2) Discounts for club members and coupons| (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilit ies| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $243,194. 00| | 016| Taxes| $68,094. 32| | 017| Net Profit| $175,099. 68| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending November 30, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $381,440. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$114,432. 00| | | Gross Profit| $243,908. 00| | | (1) Sept:450, 750, 1025 Oct:400,600, 930 Nov:325, 480,740| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 0| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | | |   | | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $148,218. 00| | 016| Taxes| $41,501. 04| | 017| Net Profit| $106,716. 96| | AutoRam a Drive N| | | Income and Expense Statement| | | Quarter Ending February 28, 2013| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $277,760. 00| | 002| Discounts (2)| -$16,200. 00| | 03| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$83,328. 00| | | Gross Profit| $171,332. 00| | | (1) Dec:300, 440,720 Jan: 270,390, 640 Feb: 275, 420, 665| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 018| Dividend Payment- Owners| $27,000. 00| | 014| Total Expenses| $122,690. 00| | 015| Operating Profit| $48,642. 00| | 016| Taxes| $13,619 . 76| | 017| Net Profit| $35,022. 24| | | | | Risk Assessment Although potential risks are unwanted, it makes a business and its partners stronger to be fully aware of any risks associated within the market. However unlikely some events may seem, to have a strategy to overcome these forebodings will allow the business a greater chance of survival. In the fast food/dine-in industry, there are factors that are out of anyone’s control. Listed are possible risks that may be associated with AutoRama Drive N, and the industry as a whole: * Increasing food prices, such as beef, potatoes, etc. * In the restaurant industry, profit margins on food products is slowly shrinking, as prices for food increase because of feed prices, fertilizers, and demand continue to grow. * Economy continues in recession * The economy is slowly recovering from the drastic downturn it took over the past several years. Markets are slowly starting to recover, and businesses are slowly returning to before recession standards. Auto crowd does not convene as much as anticipated * With this being a drive-in style restaurant, and advertising mainly to the automotive crowd, the auto enthusiasts are a large proportion of the consumers AutoRama hopes to reach. If there is not enough support from the auto community, resources will have to be reallocated more towards the advertising and promotions to draw in the desired customer basis. * Location * Altho ugh planning and research went into the decision of location, if the location does not prove to be optimal, then advertising and promotions must change in order to bring in the desired crowd. Once the customers have experienced the unique atmosphere and food that AutoRama delivers, this will become less of a risk. * Appeal * AutoRama must appeal to the local customers in the surrounding area. Since this is a small startup business, the customer base is minimal, and during the first startup, it is crucial to the businesses success to get the name out there, and appeal to the local customer base. Through research and planning, these risks can be greatly minimized, some almost non-existent. Having a plan to deal with each of these areas is crucial all around for the businesses development and survival.

The Hungry Years essays

The Hungry Years essays Paradis, Adrian A. The Hungry Years. Philadelphia. 1967. There were few changes that could be seen; for the most part the revolution was quiet. Never before had so many people of the United States held in their hearts despair, panic and want. Yet out of the fear of the Depression came social reforms that have strengthened America and its people. The Depression was the worst economic decline ever in the United States history that spread to practically all of the industrialized world. It began in late 1929 and lasted for about ten years. There were many factors that played a role in causing the depression, but the main cause was the unequal distribution of wealth during the 1920s, and the wide stock market speculation that happened toward the end of the 1920s. These factors, along with others, caused the American economy to turn upside-down. The roaring twenties was a time that the United States prospered greatly. The nations total income rose from $74.3 billion in 1923 to $89 billion in 1929. However, the benefits of the prosperity of the 1920s were not shared evenly among all Americans, and the maldistribution of income between the rich and the middle class grew throughout the decade. Two major reasons for the gap between the rich and the working class were the increased manufacturing output throughout this period and because the federal government favored business, which included the wealthy who put their money into these businesses. The growing gap between the wealthy and the middle class made the United States economy unstable. For the economy to function properly, total demand must equal total supply. In an economy with such an unequal distribution of income, it wasnt always likely that the demand would always equal the supply. Basically what happened ...

Architect And Engineer Term Paper Example | Topics and Well Written Essays - 1000 words

Architect And Engineer - Term Paper Example Leonardo da Vinci bore the official title of Ingegnere Generale. His notebooks reveal that some Renaissance engineers began to ask systematically what works and why. (â€Å"History of engineering†). An architect is an individual who designs a structure whereas an engineer is an individual who designs as well as constructs a structure. Although both the architect and engineer design a structure, yet their designs are entirely different for the same structure. While designing a structure, an architect takes into consideration such factors as space utilization, geometry, integration, matching and contrast and orientation of the structure whereas an engineer takes care of the composition of elements, selection of materials of construction, choice of the steel ratio and the water/cement (w/c) ratio, and the strength of materials. In addition to that, the engineer also constructs the structure. Construction involves planning, scheduling, executing and supervising the project. An arc hitect and an engineer differ in their job responsibilities. An architect is responsible to decide the look of the structure whereas an engineer actually brings that look from the architect’s imagination to the ground in the form of the structure. Thus, architects are basically designers and engineers are basically constructors, though they also design the structure. â€Å""Engineering is the application of mathematics and science to create something of value from natural resources."† (Abrol). In order to be an architect, one needs to graduate in architecture whereas to be an engineer, a Bachelor’s degree of engineering is required. Both are licensed and registered by their respective councils. An architect may specialize in such fields as space management, vertical construction or horizontal construction whereas an engineer specializes in the fields of management, structures, geology and transportation etc. Sir Marc Isambard Brunel was a famous French engineer. Brunel was born on 25 April 1769 and lived up to 12 December 1849 (â€Å"Marc Brunel†). Brunel was born in France and later settled in UK. Brunel became the chief engineer of NY in 1793. He is particularly known for devising the technique of manufacturing the rigging blocks for navy. The Thames foot tunnel is one of Brunel’s biggest achievements. It was originally constructed for the horsedrawn traffic, though pedestrians used it first because of bankruptcy. Currently, it carries the â€Å"East London Line of the London Underground† (â€Å"Marc Brunel†). Brunel used the tunneling shield for making this tunnel. This shield was a mobile framework meant to protect the laborers from the collapses while they worked on the water-bearing ground. Engineer Marc Brunel (â€Å"Marc Brunel†). A very famous railway engineer in UK in the Victorian age was Sir Thomas Bouch. Bouch was born on 25 February 1822 and lived up to 30 October 1880. Bouch has invented â €Å"the caisson and the train ferry (roll-on roll-off)† (â€Å"Thomas Bouch†). Bouch was the designer of the first Tay Rail Bridge. To appreciate his endeavors, Queen Victoria traveled over the Tay Rail Bridge upon its official opening. She also awarded Bouch a knighthood. Engineer Thomas Bouch (â€Å"Thomas Bouch†). In order to reduce the cost, the railway company had compromised upon the safety and

Juvenile probation etc Essay Example | Topics and Well Written Essays - 1500 words

Juvenile probation etc - Essay Example According to the chief components present in the IAP model, the program greatly aims at diminishing recidivism through intensive supervision and control measures, strengthening family and community relations with individualized case planning and reinforcing progress in the improvement of personal well-being by incentives and an enthusiastic case management utilizing resources within the community (Wiebush, McNulty, & Le, 2000). Failures however in meeting certain objectives of IAP result from implementation problems such as staffing vacancies, institutional crowding, and unstable program environments. Successful operation nevertheless takes into account the consistent adherence to the core characteristics of the model and that it is found to establish more strength for the institution in collaborating with the external support teams of aftercare and research. GROWTH, on the other hand, specifically provides intensive aftercare for high-risk female juvenile offenders. Managed by Boys and Girls Clubs of South Alabama, Inc. with the help of the Office of Juvenile Justice and Delinquency Prevention, this program makes use of Network Aftercare System (NAS), an IAP adaptation. Principal components are inclusive of female-specific life skills, adventure therapy, community service, academic education, and Functional Family Therapy. Female offenders are administered a one-year aftercare monitoring and supervision upon release from detention. GROWTH keeps up with the similar goal to reduce recidivism as well as pregnancy rates and to increase job placements for GROWTH participants and these are all part of the program's documented success. No significant failure has been evaluated to emerge during program implementation as GROWTH promotes additional services such as individual and group therapy, substance abuse treatment, and mentoring. Multidimensional Treatment Foster Care (MTFC) being another aid in a stage after probation, developed at the Oregon Social Learning Cent er, provides highly trained foster parents, intensive support from a clinical team, and a tightly structured program. Besides becoming less prone to slip back into old delinquent patterns of behavior, MTFC sets goal that ensures better peer associations and development of both academic and professional skills. The program gives sufficient focus on individualized treatment where behavior is monitored and recorded on a daily basis through contacting the foster parents via the telephone. No ample amount of data shows evidence of the program's shortcomings and as part of the program's success, MTFC participants experience fewer arrests, minimal involvement or interest in delinquent activities and lesser timeframe of incarceration. Facilitating males of ages 13 to 18 for whom the Maryland Department of Juvenile Services render committed obligations, Thomas O'Farrell Youth Center serves treatment concentrated on the development of positive social norms. Planning for aftercare begins at ad mission to residential treatment where youth spend an average of eight months. While in residential care, youths are assigned two caseworkers each and these persons are required to look

Economic Growth Rate of Malaysia

Economic Growth Rate of Malaysia After world recession the rates of growth were changed from last years the same as Malaysia (graphs bellow). Malaysia has been feeling the result of global economic decline, principally in the last quarter of 2008. Exports and investment had focused during the time that consequently caused real GDP growth to decelerate sharply to a marginal 0.1%.In the face of increasing global economic complexities, the Government had reported the second Stimulus package of RM60 billion in March 2009 in order to prevent the domestic economy from reducing and fall into a deep recession. Over 2009 and 2010, the package implemented that also help employment, private division investment and consumption as well as providing social safety net. In November 2008, the Government had announced the first stimulus package amounting to RM7.0 billion. The fiscal stimulus packages are to compliment expansionary monetary policy to help support domestic spending and overall economic growth. The Government recently r evised downward the countrys GDP predict for 2009 to between minus 5.0% and minus 4.0% from its earlier projection of minus 1.0% to 1.0%. The revision was made after first quarter 2009 GDP shrank a worse than expected 6.2%. This is the first decline since third quarter of 2001 (-0.4%). Whole the world was found a bad circumstances in recession and inflation, and this data demonstrated the responsibilities of Malaysia government for prevent its country in against of inflation and its affection on lifes quality. In short, The Malaysian economy recorded a moderation in 2008 affected by the sharp deterioration in global economy as the US sub-prime mortgage problems evolved into a full-blown global financial crisis. The deterioration in external demand had adversely affected the countrys export and investment performance, while slowing down spending on consumption. As an open economy, Malaysia is experiencing the stronger impact of global economic crisis this year and the countrys real GDP could also slip into recession after posting a moderate 4.6% growth last year. A number of monetary and fiscal policy measures have also been announced by the Government to help support the economy. While the fiscal stimulus involves high budgetary cost to the Government, and the fiscal deficit will significantly expand, the expansionary policy responses are necessary to help prevent the economy from sliding into a deeper downturn. However, the positive effects of these policy measures can only be achieved following their quick and effective implementation. Economic growth take places whenever people take resources and reorganize them in ways that are more valuable. A useful metaphor for production in an economy comes from the kitchen. To create valuable final products, we mix low-cost ingredients together according to a recipe. The cooking one can do is limited by the supply of ingredients, and most cooking in the economy produces undesirable side effects. If economic growth could be achieved only by doing more and more of the same kind of cooking, we would eventually run out of raw materials and suffer from unacceptable levels of pollution and nuisance. We learn from human history that, however, economic growth springs from better recipes, not just from more cooking. New recipes usually produce less unpleasant side effects and produce more economic value per unit of raw material. Every generation has perceived the limits to growth that limited resources and undesirable side effects would pose if no new recipes or ideas were discovered. Moreover, every generation has underestimated the potential for finding new recipes and ideas. We constantly fail to grasp how many ideas remain to be discovered. The difficulty is the same one we have with compounding: possibilities do not merely add up. In 1997, Malaysia suffered from a harsh blow by the Southeast Asian financial crisis, the exchange rate of Malaysian currency ringgit against the U.S. dollar has decreased 46%, the composite index of stock market fell more than half. In 1998, Malaysias economy first, started the negative growth (-7.5%) since last 13 years, after that unemployment and inflation rates increased. In September 1998, Malaysian Government adopted the expansionary monetary policy, then the introduction of selective capital and currency control calculates came out. The major content concentrated on the regulation of short-term foreign investment, the Ringgit Malaysia against the U.S. dollar exchange rate will be fixed at the level of 1:3.8, and then government announced the prohibition of offshore ringgit transactions. After that, Malaysia financial situation was being stabilized, the stock market had also been gradually recovered, and an annual economic average growth rate has remained above 8% since that y ear. In recent years, Malaysian saw the stable exchange rate of currency, restructuring of bank corporate debt, expanding demand of domestic and new export policies, the economy of Malaysia has maintained a rapid growth. Government had stressed some important implementations to fiscal deficit, for example, the abolition of a number of costly image projects, especially focusing on the construction and other basic industries such as agriculture. Government recommends the consuming and investing behaviours, so now the private sectors are as the countrys new economic growth pillars. At the same time, government encourages the development of tourism, education and achieves economic diversification. To increase the economic growth rate, first, must minimize the costs and absorb more investment. Now we can see there are many countries are competing with each other, they fight just because they want more investment, but this behavior may lower the standard, as well as reducing the variety of requirements. So, all of these are losses to us. Malaysia can do something to avoid this situation. For example, help Malaysian tourism to be revitalized. In addition, Malaysia government also does not want to lower the standards. Otherwise, they must further maintain a high standards and own brand. Malaysia government needs to have some of their own methods and measures, not just to say that they refuse all the recommendations from west, but in fact, they just need to achieve a balance. We may feel that the west measures depend on the transparency and accountability. However, the fact in Asian countries, this has been a weakness, they always say that there would be many stimulus packages, and the unnoticed part is not fully utilized or the part of measures we want from west for focusing on the accountability, which was mentioned above, while strengthening auditing the standards. By this way, Malaysia government can help the people, not by a number of external affairs of the harm and impact, these things are already not aware by them, and no longer their responsibility. If Malaysia attempts to achieve a faster economic growth rate according to the current global situation, I think, compare with the advantages obtained already, Malaysia citizens will burden more disadvantages once government makes this decision. For example, unemployment and economic growth are negative correlation, that is, economic growth rate rises, unemployment rate declines; on the contrary, economic growth rate declines, unemployment rate rises. On the other hand, inflation and economic growth is related so closely, it means that the high economic growth rate has generally been accompanied by a high rate of inflation. First, the rapid economic growth, will further stimulate the growth of investment, but also increase a substantial demand in aggregate, thus contributing to a increase in prices which leads to the inflation; if Malaysia government lower the speed too fast, although the prices may be stabilized for a while, but also will bring problemssupplies are reduced, and many companies will be in cut-off, semi cut-off state, even some workers will lose their livelihood security which also causes the social instability(this is already happened on Malaysia export industries a few years ago). Nevertheless, if the economy is growing too fast, obviously exceeded the scope of resources, which will cause a serious inflation. About the rising prices, especially the sharp rise in prices will affect the economy continues to grow rapidly. Because prices rise sharply is so harmful, the state will adopt austerity measures to curb inflation. The contraction speed will lead a sharp declining in economic growth rate or even sustaining a slow economic growth rate. Therefore, during the economic restructuring process of Malaysia, although her economy runs its own complexity and uncertainty, the relevant departments in government must implement the tasks, which are assigned by the citizens to maintain the economic stability of Malaysia.