The Death Of The King - 1333 Words

They said that he was on his way. The battle ended sooner and he was coming to put down the riots. I order my people to block all the gates and corridors. They cannot give up†¦not when we are this far. He needs to know. He needs to know the flaws in his kingdom that the Royal Advisor has hidden from him with false reassurances. Ever since he had shown me his kingdom of Vita, the people became not just my subjects, but also my responsibility. I will never stop fighting for them, even if I have to go against him. The first time I saw the kingdom; I was betrothed to him and set to be the future queen. I remember how people looked at me, expectantly, as if they were yearning for water. But what were they to expect of me? I was sold by my†¦show more content†¦A woman stares back through one of the shards, her eyes verdant with an unknown spark in her eyes. Her long ebony hair now lively and free, what her people will soon be able to become. Her royal robes replaced with a cotton tunic, whose cloudy threads seem to shine brighter than her once gold threads. â€Å"My Queen, the...the Royal advisor and his men have blown the east and west barricades of the Temple†¦them†¦Ã¢â‚¬  I hear a nervous young warrior stutter behind me and my blood rushes. Where’s my king? The mention of the royal advisor made my blood boil and my once gentle hands roll up into a fist. The royal advisor is the reason why my children are starving, why my people are dying, why my Vita is full of sorrow. I remember hearing him tell me how much he loved the royal advisor, how he was his second father after his very own died of sickness. I tried to tell him, that the one most closest to his heart was holding a dagger, ready to attack to see his downfall; but what would I know? He told me not to worry myself in politics, not to believe what the people are saying. The Queen is dainty, delicate, and gentle. The Queen does not get into politics, nor does she keep anything from her king†¦not even a mere saying. When I saw my subjects in misery, I decided I needed to become both Queens. A Queen that is loyal to her king and a Queen that is loyal to her subjects; and in my situation†¦I never needed to let them intertwine, until

Sustainability Accounting And Non Financial Reporting

As a newly established area in accounting, sustainability accounting and reporting extends the traditional model of financial and non-financial reporting to incorporate the company’s operational information, social and environmental activities, and their ability to deal with related risks. Not only do these acts have effects on society and the environment, but they also directly impact company’s financial statements. The most widely accepted definition of sustainability that has emerged over time is the â€Å"triple bottom-line†, which incorporates three key elements of performance: financial, social, and environmental viability (Slaper). These three aspects of sustainability reporting are also commonly referred to as the triple P’s: people, planet, and profit. Although sustainability has often been mentioned as the goal of many businesses, nonprofits and governments over the past decade (and studies have shown that an increasing number of companies and or ganizations are striving to make their operations more sustainable), determining how sustainable an organization is can become difficult and also raises many questions within this sub-group of accounting. Sustainability reporting has become increasingly prevalent in organizations of all types and sizes. A company or organization’s sustainability report is a published report that details the economic, environmental and social impacts that are a direct result of their daily activities. These reports also depict the organization’sShow MoreRelatedContribution Of Accountancy On Sustainable Development1485 Words   |  6 Pages FINANCIAL ACCOUNTING THEORY | BBAC502 Group Assignment â€Æ' Topic # 1 CONTRIBUTION OF ACCOUNTANCY IN SUSTAINABLE DEVELOPMENT â€Å"Bookkeepers will spare the world†, said Peter Bakker, the Chief Executive of of the World Business Council for Sustainable Development. The idea of sustainability includes working in a way that assesses an association s effects on the planet, its kin and what has to come. A developing number of bookkeeping scholastics have been lookingRead MoreThe International Integrated Reporting Council Essay1613 Words   |  7 PagesIntroduction This essay has been requested by the one of the Big 4 accounting firms in New Zealand, in which they include Deloitte, Price Waterhouse Coopers, KPMG and Ernst and Young to prepare a contextual essay in relation to Integrated Reporting (). In this document, it will pay specific attention to explaining what is , it’s emergence and deliver a reasonable judgment as to whether it should develop the new form of regulated accounting practice in New Zealand within the next 5 years for KPMG. TheRead MoreImplementation Of The International Financial Reporting Standards1385 Words   |  6 PagesTables 3.1 and 3.2 above exhibit the various local content sustainability indicators and their reporting procedures. Although the GRI is the most commonly used guideline, the two standards are often used together in a single sustainability report by oil companies . The present study combines these indicators and adopted a content analysis procedure to test whether there is any variation in the I OCs’ local content reporting before and after the enactment of the Nigeria’s local content law. The nextRead MoreThe Theory Provided By Magarey1617 Words   |  7 PagesThe theory provided by Magarey (2012) indicates that there are several elements in this article associated with this research question: a. The revolution is that integrated reporting provides assistance for the company to prepare the financial and non-financial reporting together for the stakeholders, which makes the company to consider the long term goal of the company (i.e., Hillman Keim 2001). b. The IR enhances the involvement of stakeholders, it creates the most effective and transparentRead MoreGlobal Female Poverty and Sustainability Efforts1529 Words   |  6 PagesWith the world going to International Accounting Standards, poverty reduction is part of the sustainability efforts. It is suggested by (Sumner, 2005) that globalization of the worlds market economies is a root cause of increasing feminization poverty everywhere. 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It meansRead MoreAccounting And Reporting On Sustainability1132 Words   |  5 Pages: Accounting and Reporting on Sustainability Business sustainability has been concerned with the ensuring that organizations can implement various strategies that would contribute to the long term success of the business. Organizations that could act in a sustainable manner do not only create businesses that will live and survive for a long period of time, it will also maintain the well-being of the people and the planet as well. Leading companies are pretty much aware that their successful performanceRead MoreAccounting And Reporting On Sustainability1135 Words   |  5 PagesName: Subject: Instructor: Date: Accounting and Reporting on Sustainability Business sustainability has been concerned with the ensuring that organizations can implement various strategies that would contribute to the long term success of the business. Organizations that could act in a sustainable manner do not only create businesses that will live and survive for a long period of time, it will also maintain the well-being of the people and the planet as well. Leading companies are pretty much awareRead MoreDevelopment of Triple Bottom Line Reporting and how this will Impact Financial Reporting and the Conceptual Framework2493 Words   |  10 PagesProfit seeking firms will not spend any dollar for non-value adding processing. (Smith, Thorne and Hilton, 2006) However, even with the lack of regulation, many organisations voluntary publicly release information about their social and environmental performance. (Deegan, 2009) According to Richard (1993) finding, investors intent to choose the company investing whether it demonstrates that is a market leadershi p or offer above average growth or bring in strong management. 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Bless you Free Essays

These questions will help us to formulate the objectives and hypothesis of the study: Statement of the Problem The Authors statement of the problem are: How do the Filipinos show their devotion to the Santos Ino? What are the different tittles given to the Santos NIH in the country? What are the traditions of the Filipinos to honor the Santos Infix? How did the devotion spread rapidly n the country? Objectives Of the Study The Authors objectives are: To know how the Filipinos show their love and devotion to the Santos NIH To develop their thoughts about the devotion of the Filipinos how they show their love to the Santos NIH To know the different traditions to honor the Santos NIH in the country To know the different tittles of the Santos NIH in the country. Scope and Limitations This study was conducted at Lice De Lily in the High School Department only. It started on June 2014. We will write a custom essay sample on Bless you or any similar topic only for you Order Now It drew up 80 respondents from the given Department. Importance of the Study The importance of this study is the Filipinos’ faith to the Child Jesus. It aims to study the traditions, festivals, rituals, different tittles of the Santos NIH and many others. Hypothesis Advantages Know more about the traditions in the Philippines In honor of the Santos NIH Know how much the Filipinos show their love and devotion to the Santos NIH How the Filipinos dress the images of the Child Jesus Disadvantages The wrong dressing of the Santos NIH into other characters. How to cite Bless you, Papers

The future lies in globalization free essay sample

Even as companies are being told that the future lies in globalization, some are severely punished for their international moves. A simple test can help you decide what makes strategic sense for your organization. When You Shouldn’t Go Global by Marcus Alexander and Harry Korine Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 When You Shouldn’t Go Global 8 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0812E This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. When You Shouldn’t Go Global The Idea in Brief Globalization promises substantial advantages like new growth and scale. For some companies, it’s paid off handsomely. But global mania has also blinded many firms to a hard truth: global strategies are devilishly tough to execute. The landscape has become littered with some of these unfortunates’ remains. DaimlerChrysler and ABN Amro— dismembered and bought up by activist shareowners—are particularly painful examples. To escape this fate, don’t assume you should go global, say Alexander and Korine. Instead, determine whether a global move makes sense for your firm. Ask: †¢ Could the move generate substantial benefits? †¢ Do we have the capabilities (for example, experience in postmerger integration) required to realize those benefits? †¢ Will the benefits outweigh the costs (such as the complexity that comes with coordinating far-flung international operations)? A yes to these questions suggests globalizing may be right for you. But almost everyone accepts that businesses of all types must embrace it. Even smaller enterprises—urged on by the ? nancial markets, by investment bankers and consultants, by the media, and by the moves they see rivals making—feel the strategic imperative to go global in one form or another. Although the current ? nancial crisis is putting a damper on such activity, the pressure on companies to globalize is likely to persist. With this sense of inevitability, it’s easy to forget the serious mistakes some companies have made because of their global strategies. Dutch ? ancial-services ? rm ABN Amro, for example, acquired banks in numerous countries but wasn’t able to achieve the integration needed to generate value with its international network. AES, a U. S. -based energy ? rm that operates 124 generation plants in 29 countries on ? ve continents, has in recent years struggled to show that it is worth more than the sum of its individual geographic units. D aimler-Benz merged with Chrysler in 1998 in order to create a Welt AG—a world corporation—but never attained the power over markets and suppliers that this global position was supposed to deliver. And these days, companies can’t always chalk their mistakes up to experience and move on. Industry rivals and activist share owners are increasingly forcing ? rms to undo their international investments—despite, in many cases, early endorsement by analysts and the market—and even to ? re the senior management teams that made them. ABN Amro was dismembered last year by the Royal Bank of Scotland, Fortis, and Banco Santander, largely along geographic lines. AES’s share price has tumbled since investors’ initial enthusiasm for its globalization strategy, and some investment advisers are calling for the ? m to be split into three or more parts. The architect of the DaimlerChrysler deal, CEO Jurgen Schrempp, ? nally yielded to share-owner pressure and resigned, freeing up his successor to sell harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is c opyright infringement. To order more copies go to www. hbr. org. page 2 When You Shouldn’t Go Global Chrysler to the private-equity giant Cerberus in 2007. Indeed, we believe that businesses with illconsidered globalization strategies are poised to become the next targets for breakup or corporate overhaul by activist share owners, just as companies with poorly thought-out business diversi? cation strategies were targets in the past. Today’s activists include private-equity ? rms, hedge funds, and traditional pension funds, and they wield in? uence through a variety of means, from vocal use of the platform offered by a minority stake to all-out takeover and sell-off. All right, even the best executive teams are going to make mistakes in a business environment as complex as today’s. And no one would deny that the forces driving globalization are powerful and that the business bene? ts of becoming a global player can be tremendous. What concerns us is that so many companies seem to share unquestioned assumptions about the need to go global and are lulled by apparent safety in numbers as they move toward potential disaster. We highlight in this article several industries where this mind-set has been prevalent and a number of companies that have paid a high price for adopting it. Avoiding Ill-Fated Strategies Businesses have had international ambitions at least since the founding of the British East India and Hudson’s Bay companies in the seventeenth century. Truly global corporations began appearing early in the last century, and their number has grown—with both successes and failures along the way—ever since. But the accelerated removal of political and regulatory barriers to cross-border trading and investment over the past 15 years, along with the advent of technology that enables companies to conduct business around the world 24 hours a day, has made a global presence a generally accepted requisite in many industries. From the late 1990s onward, with a brief pause during the 2001–2003 bear market, we have witnessed a head-over-heels rush by companies to globalize: Foreign direct investments are at record levels, cross-border partnerships and acquisitions are burgeoning, worldwide sourcing continues to increase, and the pursuit of customers in emerging economies grows ever more heated. Marcus Alexander is an adjunct professor of strategic and international management at London Business School, a director of the Ashridge Strategic Management Centre in London, and a coauthor, with Andrew Campbell, of â€Å"What’s Wrong with Strategy? (HBR November–December 1997). Harry Korine ([emailprotected] edu) is a teaching fellow in strategic and international management at London Business School and a senior research fellow at IFGE in Lyon, France. He is a coauthor, with Pierre-Yves Gomez, of The Leap to Globalization (Jossey-Bass, 2002) and Entrepreneurs and Democracy (Cambridge Universi ty Press, 2008). Both authors have worked with some of the companies mentioned in this article. Although such moves have bene? ted—or at least not irreparably damaged—many companies, we’re beginning to see fallout. Sometimes ? ms have failed because their global strategies were deeply misguided, other times because execution was more dif? cult than anticipated. We think that many failures could have been prevented—and would be avoided in the future—if companies seriously addressed three seemingly simple questions. 1. Are there potential bene? ts for our company? Just because a move makes sense for a rival or for companies in other industries doesn’t mean it makes sense for your own company or industry. The race to globalize sometimes leads people to overestimate the size of the prize. UK-based roof tile maker Redland, for example, expanded aggressively around the world beginning in the 1970s with the aim of leveraging its technical know-how beyond its home market. The problem: It often sought opportunities in countries, such as the United States and Japan, where local building practices provided very little demand for concrete roof tiles. Although the company was fully able to transfer the relevant technology, there was no value in doing so in such markets. 2. Do we have the necessary management skills? Even if potential bene? ts do exist for your company, you may not be in a position to realize them. The theoretical advantages of globalizing—economies of scale, for example— are devilishly dif? cult to achieve in practice, and companies often lack the management key needed to unlock the coffer holding the prize. By the late 1990s, industrial conglomerate BTR had developed a presence in many countries. However, each business unit was run as a largely autonomous entity, with stringent pro? t accountability and little encouragement to work with others. This approach made sense in a fragmented world, but as BTR’s customers globalized, they came to expect coordinated supply and support across borders. Although the opportunity was clear and BTR seemed well positioned to seize it, the company found it impossible to implement an approach so alien to its traditions. Even after a change of CEO and other senior staffers, the company culture blocked attempts at global integration, and the 1999 merger with Siebe was seen by many analysts as an admission that BTR simply could not make the changes needed. harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 3 When You Shouldn’t Go Global 3. Will the costs outweigh the bene? ts? Even if you are able to realize the bene? ts of a global move, unanticipated collateral damage to your business may make the endeavor counterproductive. Too often, companies fail to see that the full costs of going global may dwarf even a sizable prize—for example, when an effort to harmonize the practices of national business units drives away customers or distracts national management teams from the needs of their markets. The increased complexity of managing international operations is also a threat. TCL, a Chinese maker of electronics and home appliances, has expanded rapidly into the United States and Europe through a series of acquisitions and joint ventures. As a result of deals in the past few years with Thomson and Alcatel, TCL has found itself with four RD headquarters, 18 RD centers, 20 manufacturing bases, and sales organizations in 45 countries. The cost of managing this infrastructure has outweighed the bene? ts of increased scale and resulted in large losses for both joint ventures. Globalization’s Siren Song Companies neglect to ask themselves these seemingly obvious questions because of their complacent assumptions about the virtues of going global—assumptions that are reinforced by seductive messages from, among other places, the stock market. Although the siren song of globalization has lured companies of all kinds into this risky strategic space, recently the call has been particularly insidious in certain industry contexts, three of which we describe here. (For a description of how a management imperative such as â€Å"Become more global† can rapidly spread, see the sidebar â€Å"The Susceptibility to Managerial Fads. †) The Susceptibility to Managerial Fads The belief that companies must become more global is the latest in a long line of widely held and generally unquestioned assumptions that can undermine the rational behavior of companies or entire industries. The management trends—you might even call them fads—that grow out of these assumptions can be dangerous because they often lead to sloppy thinking. For example, the label used to describe a trend may get stretched far beyond its original meaning. â€Å"Reengineering† has come to mean nearly any corporate reorganization; â€Å"related diversi? ation† is used today to justify acquisitions within categories, such as â€Å"communications media† and â€Å"? nancial services,† that are so broad as to be almost meaningless. More troubling, the stampede by companies to join peers in mindlessly embracing such trends can cloud managers’ judgment about what is worthwhile and achievable in their particular case. The pathology of management fads has an underlying dynamic that is worth exploring: Company X, with talented people at the helm, pioneers a new management approach. The ? rm does well, and others take notice. Maybe one or two experiment with similar innovations. Then stock market analysts and journalists spot the new approach. They view it as part of a broader pattern, and someone comes up with a clever-sounding label. The word â€Å"paradigm† may even get tossed around. As the phenomenon gains visibility—often in publications like this one—academics develop â€Å"frameworks† to help companies understand it. Their codi? cation, intended simply to explain the phenomenon, further validates it. (Consultants also develop frameworks, though usually with the aim of selling the trend as a product. ) Over time, people use the now-familiar label more and more loosely. They group all manner of activities under the heading. Despite its ambiguity, there is a growing sense that activities under the rubric are worthwhile. Investment bankers cite the concept as a reason for companies to make acquisitions or other moves, and in the enthusiasm of deal making everyone glosses over the dif? culties of integration and implementation. Financial markets sometimes reward companies just for announcing that they have adopted the new approach. Sadly, the original insight, not to mention an appreciation of the context that gave rise to it, soon gets lost as ompanies scramble to become part of the trend. Before long, they are copying all sorts of elements and manifestations that are at best tangential and often irrelevant to the sought-after bene? By the time a few books have come out on the topic, managers are embarrassed if they can’t point to examples within their own organizations. As the herd piles in, smart managers are already scanning the horizon for a new idea that will give them a competitive advantage. But others continue to give little thought to whether the trend has played out—or was never likely to bene? a company in their situation. There is always a lag before misapplications of the concept start to affect companies’ numbers. Even when they do, many corporate managers, with stacks of statements and presentations extolling the virtues of the approach, are reluctant to abandon it. The stubborn ones carry on regardless of mounting costs— thereby setting the stage for activist share owners to step in and force a change. This discouraging scenario doesn’t unfold because the original concept was wrong. (Globalizing isn’t necessarily bad; not globalizing isn’t necessarily good. It plays out because embracing a trend often precludes careful examination of the pros and cons of the speci? c choices made by a single company in a particular context. harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 4 When You Shouldn’t Go Global Deregulated industries. Many businesses in formerly state-owned industries, such as telecommunications, postal services, and utilities, have responded to deregulation with aggressive global moves. Faced with limited growth opportunities and often increasing competition in their home markets, companies have accepted that geographic expansion is the best way to exercise their new strategic freedom. These companies, the argument goes, can apply existing competencies—providing voice and data communication, delivering letters and parcels, distributing electricity and water, even dealing with the deregulation process itself—in new markets. They will enjoy signi? cant savings by sharing resources across their international operations while â€Å"sticking to their knitting. The latter point—the importance of focusing on what they know how to do—is a key part of the argument, since unrelated diversi? cation, itself once a widely touted strategy, has been largely discredited. This apparently sound logic has turned out in many cases to be oversold by investment bankers or to be just plain ? imsy. Companies frequently pay far too much to enter foreign markets. Furthermore, many of the deregulated industries are â€Å"glocal†Ã¢â‚¬â€that is, customer expectations, operating environments, and management practices for what seem to be globally standard services can vary greatly depending on location. Water distribution, for instance, may not in fact be the same industry in the regulatory settings of two different countries. In addition, cross-border economies, if they exist at all, may be hard to achieve. It is dif? cult, for example, to optimize electricity ? ows over uncoordinated grids. Faced with such challenges, a number of companies have struggled with or reversed their global moves. Kelda, a UK water utility, sold its U. S. business six years after acquiring it because differences in pricing, environmental regulations, and distribution proved so great that the business could be run only on a stand-alone basis. Partly because of national differences in customer behavior, Deutsche Telekom has ended up running its U. S. unit, T-Mobile USA, as a completely independent business that could be sold off at any time. Rival telecom operator Vodafone has been forced by dissatis? ed share owners to unload its Japanese subsidiary, J-Phone. Deutsche Post, in assembling an international network of mail, express, and logistics services, overpaid signi? cantly for the U. S. express-delivery services DHL and Airborne. Germany’s former state-owned monopoly has also had great dif? ulty integrating DHL’s entrepreneurial management culture with its own. Some analysts value the sum of Deutsche Post’s separate businesses as 25% greater than the market value of the company—an assessment that is likely to increase pressure to spin off some of those businesses. Service industries. Companies in traditionally national and fragmented service industries, such as retailing, consumer banking, a nd insurance, have viewed globalization as a way to realize scale economies and to generate growth beyond home markets themselves facing an incursion of foreign competition. In some cases, globalization seems to make sense because customers and suppliers are also becoming more global. As in deregulated industries, however, the â€Å"global† customer may be more national than anticipated. And obtaining scale economies across borders requires management skills and experience that many companies lack. For example, serving a customer that is truly global in a consistent way from multiple national of? ces is no easy task. Service businesses seeking to capture the bene? ts of a globalization strategy must, like ? rms in deregulated industries, pay attention to a mix of global and local factors. Purchasing can bene? t from careful coordination across borders, but marketing and sales may suffer from too much standardization. Certain services travel much better than others that seem remarkably similar. In shoe retailing, for instance, offerings targeted at the wealthy or the young are far more global than those aimed at the middle market, which remains doggedly local. In service businesses, many of the implementation challenges of a global strategy involve the coordination of people or processes. Wal-Mart, for instance, has struggled to get its partner ? ms and employees abroad to adopt its work routines. ABN Amro’s global empire was dismantled by predators because the international business was a collection of mostly unrelated operations in countries ranging from Brazil to Monaco. The company achieved few economies of scale: In marketing, harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 5 When You Shouldn’t Go Global for example, it didn’t enjoy the ef? iencies resulting from a single global brand, because local banks mostly kept their original names. Furthermore, its attempts at sharing information systems, management processes, and other bits of infrastructure were repeatedly delayed and then implemented haphazardly, creating few savings. The outcomes of some other service companies’ global strategies have not been so dire—but they have still fallen short of expectations. Starbucks has pursued international growth at a breakneck pace, even though margins abroad have been only about half those of the company’s U. S. operations. Axa, the global French insurance group, has enjoyed satisfactory ? nancial performance from its many units around the world but has so far been unable to reduce its global cost base or convincingly roll out innovations, such as its U. S. variable-annuity program, internationally. Thus, although the globalization strategy hasn’t destroyed value, it also hasn’t added as much as originally envisioned. Manufacturing industries. Over the past decade, companies in manufacturing indus- tries, such as automobiles and communications equipment, have viewed rapid crossborder consolidation as necessary for survival. Global mergers and partnerships seem to be the only way for companies to obtain the size needed to compete against consolidating rivals, to reduce their reliance on home markets, and to gain manufacturing economies of scale. These bene? ts, though arguably easier to achieve than those sought by service companies (because local differences seem less problematic), are often outweighed by operational and organizational challenges. The complexities of integrating organizations and operations can cause costly delays or failures. And companies haven’t had the luxury of much time to realize the bene? s of integration. Counting on the bene? ts of size and scale to drop quickly to the bottom line, many manufacturers have become particularly vulnerable to economic slowdowns, which constrain their ability to pay for expansion and consolidation before an increasing debt-to-equity ratio forces their executive teams to cede control to ? nanciers or new management. Royal Ahold’s Downfall Dutch supermarket operator Royal Ahold is best known in recent years for an accounting scandal that led to the resignation of its CEO and its CFO in 2003. The ? nancial irregularities must be seen in light of the company’s mbitious, and ultimately unsuccessful, globalization strategy. Royal Ahold began its international expansion in the 1970s and accelerated it in the 1990s, eventually acquiring businesses throughout Europe, Asia, Latin America, and the United States, to become the fourthlargest retailer in the world. But the bene? ts of owning this network of stores were hard to realize or didn’t exist in the ? rst place. Global economies of scale are one of the main rationales for international expansion. However, such economies, dif? cult to attain in many businesses, are particularly elusive in food retailing. Purchasing economies can be achieved only with items furnished by global suppliers to all markets—and these typically represent at most 20% of all supermarket items, because of cultural differences and the frequent need to source fresh food locally. Even apparently â€Å"international† products, such as hummus, must be adapted to different countries’ distinct tastes. Additionally, realizing synergies across a far-? ung network requires common information systems and management processes, and Ahold made little effort to integrate its acquired businesses into the existing organization. Different information systems thus continued to coexist across the company, sometimes even within the same country. Ironically, the lack of integrated systems and processes needed to secure global bene? ts helped conceal the company’s ? nancial irregularities. And the failure to attain those bene? ts undoubtedly put pressure on top managers to produce favorable—if false— ? nancial results. When the new executive team ? nally introduced common management processes in the wake of the scandal, those processes did little to improve such activities as common purchasing across markets. As recently as last year, key suppliers were charging Ahold different prices in different countries. Ahold’s 2007 sale of most of its U. S. operations to private equity ? rms highlighted the nearly complete abandonment, under pressure from dissatis? ed minority share owners, of its once ambitious globalization strategy. The dissidents were concerned not about the usual over-diversi? cation of business types— after all, Royal Ahold remained focused on retailing—but about the over-diversi? cation of geographic locations. (Tests for suitable business diversi? ation are discussed in â€Å"Corporate Strategy: The Quest for Parenting Advantage,† by Andrew Campbell, Michael Goold, and Marcus Alexander, in the March– April 1995 issue of HBR. ) With the focus on governance at Ahold, the underlying story of failed globalization did not receive adequate attention until activist share owners jumped on it. harvard business review †¢ december 2008 This artic le is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 6 When You Shouldn’t Go Global The merger of Daimler-Benz and Chrysler is a poster child for this problem: The German and U. S. automakers were different in almost every respect, from company cultures to purchasing practices, and they were never able to attain such bene? ts as the promised billions of dollars in savings from common supply management. Taiwanese consumer electronics company BenQ’s acquisition of Siemens’s mobile-device business followed a similar story line, including incompatibility of cultures and processes, as well as dif? culties in integrating RD activities. In a haunting echo of the scramble by Daimler-Benz and Chrysler to merge, BenQ didn’t visit Siemens workshops and production lines before inking the deal, relying only on due diligence documents. Although BenQ continues to be active in mobile equipment, its German unit was declared bankrupt in 2007. In both of these cases—and in numerous others—the strategic logic for globalization was tenuous, and the skills needed to implement a globalization strategy effectively were in short supply. A Continuing Danger We aren’t saying that all globalization strategies are ? awed. Telefonica, Spain’s former telephone monopoly, has successfully expanded throughout much of the Spanish-speaking world. The past ? ve years have seen General Electric’s Commercial Finance business move rapidly and effectively into dozens of non-U. S. markets. Renault’s pathbreaking alliance with Nissan has to this point proved bene? cial for the French and Japanese automakers. But focusing on such success stories only reinforces the conventional wisdom that a globalization strategy is a blanket requirement for doing business—which in turn leads many companies to insuf? iently scrutinize their proposed global initiatives. (For a discussion of one of the gravest cases of failed globalization, see the sidebar â€Å"Royal Ahold’s Downfall. †) We expect this trend to continue, as ? rms in various industries recklessly pursue global strategies. Take the emerging renewableenergy industry—companies developing technologies for biofuel, solar energy, and wind energy. We have talked with executives who, racing to establish a global position in this booming ? eld, are planning rapid expansion over the next few years in Africa, Asia, nd Latin America—and completely underestimating the management challenges involved. Many will, after initial applause from the ? nancial markets, ? nd their hastily conceived strategies challenged after the fact by activists. We also anticipate that problems will recur in industries that earlier rushed to adopt globalization strategies, with activist share owners ready to pounce on companies as evidence of poor management choices surfaces. Activist share owners have already taken signi? cant positions in some companies mentioned in this article. Other target companies, perhaps not quite ripe for direct intervention—and temporarily shielded from attack by the current credit crisis and turbulent equity markets—are nonetheless being discussed in the boardrooms of rivals and by the investment committees of pension funds and private equity ? rms. Ironically, some predators, having spotted the weaknesses of other companies’ global strategies, may be poised to fall into the same trap. For example, the Royal Bank of Scotland is known for its highly successful 2000 acquisition of NatWest, a much larger UK rival, and for the subsequent overhaul of its target’s culture. But RBS may ? nd it dif? cult to achieve similar results with the disparate banking assets—spread across more than 50 countries— that it acquired from ABN Amro. And though the recent government bailouts of RBS and Fortis aren’t a direct result of the ? rms’ international strategies, the acquisition of ABN Amro assets stretched their balance sheets and made the companies more vulnerable to the ? nancial crisis. We also worry that activist share owners and private equity ? rms may reproduce ? awed globalization strategies in their own portfolios. The largest of these players are now more diversi? ed, both in ype of business and in international footprint, than many of the giant conglomerates of 30 years ago that were subsequently broken up and sold off. Indeed, as you look out on a landscape littered with the remains of dismembered companies weakened by failed globalization strategies, you have to wonder: Could today’s predators be tomorrow’s p rey? Reprint R0812E To order, see the next page or call 800-988-0886 or 617-783-7500 or go to www. hbr. org harvard business review †¢ december 2008 This article is made available to you with compliments of Harry Korine. Further posting, copying or distributing is copyright infringement. To order more copies go to www. hbr. org. page 7 When You Shouldn’t Go Global Further Reading ARTICLES Managing Differences: The Central Challenge of Global Strategy by Pankaj Ghemawat Harvard Business Review March 2007 Product no. R0703C The main goal of any international strategy should be to manage the large differences that arise at the borders of markets. Yet executives often fail to exploit market and production discrepancies, focusing instead on the tensions between standardization and localization. Ghemawat presents a new framework that encompasses all three effective responses to the challenges of globalization. He calls it the AAA Triangle, with the As standing for the three distinct types of international strategy. Through adaptation, companies seek to boost revenues and market share by maximizing their local relevance. Through aggregation, they attempt to deliver economies of scale by creating regional, or sometimes global, operations. And through arbitrage, they exploit disparities between national or regional markets, often by locating different parts of the supply chain in different places— for instance, call centers in India, factories in China, and retail shops in Western Europe. Ghemawat draws on several examples that illustrate how organizations use and balance these strategies and describes the trade-offs they make as they do so when trying to build competitive advantage. Emerging Giants: Building World-Class Companies in Developing Countries by Tarun Khanna and Krishna G. Palepu Harvard Business Review October 2006 Product no. R0610C As established multinational corporations stormed into emerging markets, many local companies lost market share or sold off businesses—but some fought back. India’s Mahindra Mahindra, China’s Haier Group, and many other corporations in developing countries have held their own against the onslaught, restructured their businesses, exploited new opportunities, and built worldclass companies that are today giving their global rivals a run for their money. The authors describe three strategies these businesses used to become effective global competitors despite facing financial and bureaucratic disadvantages in their home markets. Some capitalized on their knowledge of local product markets. Some have exploited their knowledge of local talent and capital markets, thereby serving customers both at home and abroad in a cost-effective manner. And some emerging giants have exploited institutional voids to create profitable businesses. Getting Offshoring Right by Ravi Aron and Jitendra V. Singh Harvard Business Review December 2005 Product no. R0512J Recently a rising number of companies in North America and Europe have experimented with offshoring and outsourcing business processes, hoping to reduce costs and gain strategic advantage—with mixed results. According to several studies, half the organizations that have shifted processes offshore have failed to generate the expected financial benefits. What’s more, many of them have faced employee resistance and consumer dissatisfaction. A three-part methodology can help companies reformulate their offshoring strategies. First, prioritize company processes according to two criteria: the value these processes create for customers and the degree to which the company can capture some of that value. Then keep highest-priority processes in-house and consider outsourcing low-priority ones. Second, analyze the risks that accompany offshoring.

Literary Terms (Cliche-Inversion) Essay Example

Literary Terms (Cliche-Inversion) Paper Cliche is a word or phrase, often a figure of speech, that has become lifeless because of overuse Colloquialism a word or phrase in everyday use in conversation and informal writing but is inappropriate for formal situations Comic Relief the use of a comic scene to interrupt a series of intense dramatic moments Conflict the struggle between opposing forces or characters in a story External Conflict conflicts can exist between two people, between a person and nature or a machine, or between a person and a whole society Internal Conflict a conflict can be internal, involving opposing forces within a persons mind Connotation the associations and emotional overtones that have become attached to a word or phrase, in addition to its strict dictionary definition Consonance repetition of internal or ending consonant sounds of words close together in poetry Deus Ex Machina improbable resolution involving the intervention of some outside force Denotation literal dictionary definition of a word Dialect a way of speaking that is characteristic of a certain social group or of the inhabitants of a certain geographical area Diction a speaker or writers choice of words Explication act of interpreting or discovering the meaning of a text, usually involves close reading and special attention to figurative language Euphemism word consciously chosen for its pleasant connotations passed away instead of died Fable a very short story told in prose or poetry that teaches a practical lesson about how to succeed in life Farce a type of comedy in which ridiculous and often stereotyped characters are involved in silly, far-fetched sitiuations Figurative Language words which are inaccurate if interpreted literally, but are used to describe. Similes and metaphors are common forms Flashback a scene that interrupts the normal chronological sequence of events in a story to depict something that happened at an earlier time Foil a character who acts as a contrast to another character. Often a funny side kick to the dashing hero, or a villain contrasting the hero Foreshadowing the use of hints and clues to suggest what will happen later in a plot Hamartia tragic flaw which causes a characters downfall Hyperbole a figure of speech that uses an incredible exaggeration or overstatement, for effect Hubris tragic flaw of overwhelming pride Idiom an expression whose meaning is not understood from the literal translation it is raining cats and dogs Imagery the use of language to evoke a picture or a concrete sensation of a person, a thing, a place, or an experience In Media Res beginning in the middle of the action Inversion the reversal of the normal word order in a sentence or phrase

Differences Between Denmark and the United States of America Essay Example

Differences Between Denmark and the United States of America Essay Example Differences Between Denmark and the United States of America Paper Differences Between Denmark and the United States of America Paper There are many cultural differences when coming to a new country, especially when being only fifteen. Arriving in a new country by yourself is scary, mostly when you do not know the culture, and more importantly, the language. In my first weeks of being here, I really did not notice the differences, but as the time goes on, I notice more and more. One of the major differences noticeable Is the Danish school systems, is in the U. S. You will not have a first-name relationship with your teacher. If you call a teacher by their first name, even If you have a close relationship with them outside of school, you ill get yourself into trouble. You would address them as Mr.. Mrs.. Or Ms. Another thing about American school, is we have a set schedule for everyday, from about eight in the morning to three in the afternoon. In Denmark, the school hours and schedule resemble that of a college schedule. If the teacher happens to be sick, of not able to make the class, you would have a substitute teacher, instead of having the class cancelled. In most schools, you would have gym one day, and a science lab the other day. This does not occur In Denmark because of the four period day, and avian each class for an hour and a half instead of forty minutes. Computer usage in Denmark is substantially larger than in the U. S. Usually, computers are only used for projects that computers are absolutely needed for. If you bring your computer to class, have it out, and it is not requested that you bring it, that is also another way of getting into trouble. This also applies to cellophanes. Cellophanes are prohibited In my school except during the lunch break. In the U. S. Cursing In the classroom Is not acceptable. Occasionally If the teacher Is using It as an example It Is okay to then use t only if it applies to the lesson. I have noticed more and more throughout my elementary, middle, and high school years, cursing in the school setting has not been so looked down upon, but is still very disrespectful. I have noticed in Denmark that the students and teachers are very open about what is discussed in the classroom. Personally, I think people are better educated when they have open conversations. Before my arrival In Denmark, I have heard and read many things about everyone wearing black, gray, white, the occasional baby pink, AND more black. I never realized how true this was until I got here. In many places in the United States, there is much more color worn, especially bright and flashy colors. These colors are said to express your style, but where I come from, dark colors are mainly worn, possibly because of the extremely long winters. Where I live, in upstate New York, basically in the middle of nowhere, we have a very European, and to be more specific Scandinavian style, to go along with the fair amount of cowboy boots, plaid shirts, and camouflage hats. Immigration rate is also a big difference. In the United States, 12. 8% of the population is foreign-born. In Denmark, 10. Of the people are immigrants, and included in that number, are descendants of the immigrants. I dont really have the opportunity to interact with the foreign population other than exchange students and nurses obtaining parts of their degrees at the local hospital, because I live in rural blinding effect on young people who dont get out to do much in larger cites, because they believe they are the only people who matter, which is definitely not true in the least. In the United States, drinking and smoking at a young age are common, but illegal. The legal drinking age in New York is 21 . That includes buying, and ingesting. It is in fact legal to drink alcohol if you are in the presence of your parent. To buy cigarettes, the legal age is 18, but it is legal to smoke them if under that age. You will not see many teenagers smoking cigarettes in public, but in the privacy of their own home, a few amount do. Here, in Denmark, I have noticed it is not uncommon to see fifteen year-olds walking around the city drunk at night on the weekends, but that is perfectly acceptable. Danish teenagers are very smart about their decisions, especially with alcohol. It is the culture here. American teenagers are not as smart. The driving age is also much higher in Denmark. To get your full license (permission to drive after 9 PM (21 :O) during autumn, winter, spring, and summer), in some states it is usually 16 or 17. In the state of Florida and some parts of New York, it is 15. In Denmark, the cars have some slight differences. Everyone here drives stick shift. There is no manual, which most of the newer cars in the U. S. Are manual. The temperature is also in Celsius, (as it is in every other part of the world) but it still threw me off in my first few weeks of living here. For living in the second largest city in a country, I was expecting there to be many more cars, but then soon realized how expensive cars are, and how much Danes rely on public transport. In larger cities in the U. S. There are busses and trains. In small towns, there are only such things as school busses, and the occasional bus that goes to the next larger city about an hour and a half away. In Denmark, busses and trains go almost everywhere. Which is amazing. Bikes are also used on a daily basis, EVERYWHERE. I did not realize bikes are as big as they are. It is mind blowing.

Life Style Sciences Essay Example | Topics and Well Written Essays - 1000 words

Life Style Sciences - Essay Example As the report declares if statements as the following are readily made by the EPA one wonders why some products are still available for home use. "In addition, some literature suggests children with asthma may be affected by other pollutants found in schools from such sources as un-vented stoves or heaters and common products such as cleaning agents, perfumes, and sprays." (EPA) At the same time, under their section "Asthma and Indoor Environments," you'll read: "Learn more about factors found in the indoor and outdoor environment that can cause, trigger, or exacerbate asthma symptoms and what you can do to reduce their impact. You might be surprised by the list of common environmental asthma triggers and how simple it can be to eliminate them from your environment." This paper stresses that children can be exposed to a number of air pollutants that come from sources inside homes, schools, and other buildings. Indoor sources include combustion sources such as gas stoves, fireplaces, and cigarettes; building materials such as treated wood and paints, furnishings, carpet, and fabrics; and consumer products such as sprays, pesticides, window cleaners, and laundry soap. Indoor air pollutants also can come from outside, as air pollution penetrates indoors. Information on the toxic effects of air pollutants from indoor sources indicates that they could pose health risks to children.

Art critique Essay Example | Topics and Well Written Essays - 250 words - 1

Art critique - Essay Example In most cases, the illuminations covered greatest parts of the pages of Bibles (Gardner and Fred 19). The amount of illumination manuscripts was large to the extent of increasing the weight of Bible. The illuminated manuscripts of the time had brightly colored gold background. The decoration style limited to religion, and artists could only change by improving ability of the work to send more religious messages to people. The figures were flat and formed two dimensions and having draperies made to form geometric shapes. The Gothic art such as those created by Simon Martini has few and small size texts in the pages. Large part of the Gothic manuscripts had gold, and rarely silver around the margins. The illumination during the Gothic period was moving from the Romanesque style that focused more on religious connotations. The Gothic manuscripts diversified and changed to catch up with the current events and environments. For instance, the Limbourge Brothers did a fantastic work by doing landscape painting (Gardner and Fred 33). The work was a sign of diversification of art to start appreciating the environmental

Taxation Essay Example | Topics and Well Written Essays - 1750 words

Taxation - Essay Example Your sources should be fully referenced. (i) Compliance with tax laws: it is the sole duty of tax practitioner to make sure that the clients of the accounting firm comply with all the tax laws as they affect their income, benefits, savings, investments etc. This will prevent a situation whereby tax laws are intentionally or unintentionally broken by people. In the preparation of payroll in accounting process, it is important that tax matters must be ironed out to ensure compliance with tax laws (Gowthorpe and Blake, 1998) (ii) Tax evasion as a crime: The tax practitioner makes sure that people understand that tax evasion is a serious crime that is punishable by prison terms. Ordinary people do not understand this fact, hence it is the responsibility of the tax practitioner to sound the warning in the hearing of the people (Gowthorpe and Blake, 1998). Most importantly, the agents and advisers are easily accessible to the businesses and individuals that want to settle their tax issues. They give tax advice and provide the following tax resources (forms, manuals and tax resources): (1) PAYE forms for employers; (2) Self Assessment Vat form; (3) Corporation Tax form; (4) Tax Credits Manuals; (5) Capital Gains tax form; (6) Tax and Trusts forms etc (HMRC, 2010). Question 3: There are various ways in which the Chancellor can regulate the spending power of individuals in his annual budget. Explain these measures and evaluate the impact on the net income after tax, of an individual aged under 65 with total income comprising earned income of  £ 40,000, by comparing 2008/9 tax rates and allowances with those of 2009/10. (a) Reducing Taxes: when taxes (income, corporation, property etc) are reduced, this will encourage people to spend more. This entails that the tax rates are made lower comparable to that of the preceding or succeeding fiscal year (Weir & Beetham, 1999). (b) Increase Taxes: On the other hand, the

Deconstruction Theory in Architecture

Deconstruction Theory in Architecture â€Å"Architecture is understood as a representation of deconstruction, the material representation of an abstract idea†.[1] Architecture is the art of space: its visual form, its dimensions and scale, the quality of its light- all of these qualities depend on our perception of the spatial boundaries defined by elements of form. As space begins to be captured, enclosed, molded and organized by the elements of mass, architecture comes into being.[2] In 1995, the Victoria and Albert Museum has announced plans for an expansion of their exhibition spaces. After a massive competition, the design that featured a six-story structure dubbed â€Å"The Spiral† by an architect, Daniel Libeskind has chosen by the museum. But the Victoria and Albert Museum has discarded the plan for the expansion, because of the harsh criticism from the press and scholars, as well as lack of funding. When the Victoria and Albert Museum declined the deconstruction style, other museums around the world have come to grasp it.[3] I have found that buildings and museums which with the existence of Deconstructivism both as development and completely new architectures. In this paper, I focus my studies on how philosophical theory of Deconstruction by Jacques Derrida applies to architecture design, specifically in museum settings. I have focused how deconstructivism theory has entered into the realm of architecture as well. Within this paper, I demonstrated how the style of deconstructivism works within a defined and systematic space for exhibition and the impact of this philosophical theory. Before finding the definition of deconstruction in the field of architecture, Jacques Derrida has been philosophical movement with Deconstruction as its foremost philosopher and Martin Heidegger’s writing as the roots. Deconstruction is a school of philosophy that originated in France in the late 1960s. Jacques Derrida was born in El Bair, Algeria in 1930 to Spanish immigrant parents. In 1948 he began his studies of philosophy in France after completed his baccalaureate. He presented his paper at Johns Hopkins University in 1966, where his work became eminence.[4] In the 20th century, Deconstruction symbolizes a complicated response to a range of theoretical and philosophical movements, most particularly Husserlian phenomenology, Saussurean and French structuralism, and Freudian and Lacanian psychoanalysis. German philosopher Martin Heidegger’s Destruktion and Abbau is where the term â€Å"deconstruction† acquires. Heidegger has developed the major foundation bec ame major theory of post-structuralist thinkers, such as Jacques Derrida. Derrida asserts those terms is literally a â€Å"translation’ and what is interpreted is architectural. He describes that Destruktion means â€Å"not a destruction but precisely a destructuring that dismantles the structural layers in the system† and Abbau means â€Å"to take apart an edifice in order to see how it is constituted or deconstituted†.[5] â€Å"Within architectural circles much confusion surrounds the term ‘deconstruction’†.[6] Architectural deconstruction can be expressed as a trend to design with the outcome of chaos, even though the translation of Deconstruction philosophical theory into architectural fundamental has never state clearly. The outcomes are geometrically abstract, apparently unplanned architectural forms. The architects who grasp this philosophy like try to plan architectural details that seem to be output of dismantling, displacement, deformation or partial demolition of pre-existing edifices’.[7] In 1998, the exhibition titled â€Å"Deconstructivist Architecture† presented by Philip Johnson and Mark Wigley, has marked a turning point in the very essence of architecture. The event held at the Museum of Modern Art in New York has presented the work of seven architects to the public and have been summarized with the generic brand of â€Å"Deconstructivist Architecture †.[8] The results are geometrically abstract, seemingly random architectural forms. The architects who embrace this theory thus try to design architectural elements that seem to be products of ‘dismantling, displacement, deformation, or partial demolition of pre-existing edifices.[9] Deconstruction provides a related way to architecture when its objective in philosophy asserts the need to comment current thought. The design is a clear deviation from earlier conventions and esthetics of architecture when first identified.[10] Nevertheless, the theory is I want to relate the previous assertion that deconstruction introduces initially with the existence of a formed object. The characteristics of Deconstructivism architecture essentially use fractured forms that deviate from the previous model of architectural construction.[11] Architect use these forms of acts as a way to deconstruct the concept and guidance to access a building. They are capable to use the philosophical an d dramatic structures combined with Deconstructivism, in order to deconstruct the former ethic in architecture designs. Nevertheless the philosophy of deconstruction can be used to clarity the architecture design, it can also remark the inquiry about the museum as a concept and how it affects the architecture design. I have discovered that there was a direct shift in the function of museum and its attitude in the cultural landscape in my research. I would like to analyze the shift as not origin, but the changes which reflected in museum design. I will also analyze the stylistic changes with the issues of a new objective of museum. This shift in relation to the objective of museum is regarding the practice of deconstructing the model in order to further the structure towards different speculation and function. Another essential shift in this research is the purpose of museum itself, while research about the analysis of the shift approaching design museum with deconstruction. Nowadays, in most of the capital cities, museums are recognized as cultural academy. Museums are playing a role of showing the value of culture in our society and mostly the visits are for educational and tourism purposes.[12] In those years, first museum in Western Europe was initially to assemble private collections, which museums nowadays are diverging the authentic use and status of museums. In past, the private collections were belonging to aristocracy and the royal families, their status and knowledge of the museum’s owners were determined by the quantity of collection.[13] The use of a museum as an academy completely to the exclusive is in direct opposition with how nearly all museums are seen nowadays. Most of them have moved from the cabinet paradigm into the new perspective of museum as entertainment. Nowadays, museum visits have become the significant part of the tourism trips as well as promoted as cultural academy.[14] This has assembled as a turning point in the design and layout of museums nowadays. This turning point in the proposed purpose of the museum has turned from an exclusive academy to cultural playground. The influence of turning the concept of museum is bigger than the visitor of museum. In this research, I want to figure out will changing designs of museums with deconstruction affect the purpose of museums. In this research, I have focused on few museums which designed with deconstruction. The museums are the Militarhistorisches Museum (translated â€Å"Military History Museum†) in Dresden, Germany; Jewish Museum in Berlin, Germany; Phaeno Science Center in Wolfsburg, Germany and Vitra Design Museum in Weil am Rhein, Germany situated outside of Basel, Switzerland. These museums are designed by three outstanding architects, who are Frank Gehry, Daniel Libeskind and Zaha Hadid. Frank Gehry and his architecture design is important in deconstructivism, his influence over Deconstructivism in architecture is great. He also acknowledged as the most significant architect and his design is presented across worldwide. For this research, I have chosen one of his architecture design as one of my research topics, which is the Vitra Design Museum which is a museum for design that located at Weil am Rhein,Germany. In addition, the other reason I have chosen Vitra Design Museum is this museum was one of the examples of fractal architecture[15] in museum composition. Vitra Design Museum was Gehry’s first persuasive architecture designed with Deconstruction style and acknowledged an aspect of Deconstructivism in a smaller scale. The location of this museum is within the campus of Vitra furniture manufacturing company outside of Basel, Switzerland and completed in 1989. Vitra Design Museum is conspicuous since it is Gehry’s first architecture design in Europe. [16] Regardless of the scale of this design is modest, the architecture turned up as a practical work of deconstructivism with a combination of towers, ramps and cubes. The exhibition area is in 700 square metres over two floors. Throughout the faà §ade, the design has promoted Gehry’s specific angular shapes and component. At the same time, it also showed that the starting point of his using curves in his architecture design.[17] The vault is built in cement material and designed upward to maximum the capacity of area for this comparatively small museum. Since there is no window on the faà §ade, the scattered skylights are where the natural light entering. These skylights can be open or close depends on exhibit’s requirement. Furthermore, another museum which also designed by Frank Gehry in deconstruction style is the MARTa Museum in Herford, Germany. This museum is completed in 2005, a smaller architecture of Gehry’s committed to present contemporary works. Similarly, Gehry has applied the similar elements of Vitra Design Museum to MARTa Museum, which are the waving forms that involve the faà §ade and roof. The faà §ade is built by brick, and then the stark metal plating is using on the roof and entrance area. Besides, another similar feature is the skylights which allow the flow of natural lighting and adjustable are placed in the exhibition space as well as the lecture hall. The notable use of fractal and angular forms which influenced by Gehry has left major impact on Deconstructivism architecture and dominates the style. Besides, Daniel Libeskind is another noteworthy Deconstructivist, his design of the Victoria and Albert Museum’s expansion project, â€Å"Spiral†. In that design, â€Å"Spiral† consists of various fractal structures, which has develop into his trademark style in most of his designs. These can be seen in his designs of museums which located in Dresden and Berlin. The signature fractal forms of Libeskind have featured on the Militarhistorisches Museum (translated â€Å"Military History Museum†). In 2011, the museum was extended and reopened afterwards. The architectural expansion is a triangular wedge in dark grey metal, literally popped outward from the original building, which is in in ivory coloured structure built during the early twentieth century. The five-storey pointed steel and glass shard of triangular wedge has made the Militarhistorisches Museum as the largest museum in Germany. The sharp tip of the triangular wedge is pointed towards east, which is the point of firebombs dropped during the war. Besides, the city skyline in the west can be view from the rooftop viewing platform which is 30 metre-height.[18] Moreover, the Jewish Museum Berlin has made his eminence in Deconstructivism architecture, while the Militarhistorisches Museum is one of the latest designs added into his portfolio. The project of Jewish Museum Berlin is highlighting on Jewish history.[19] The design has known as â€Å"Between the Lines† and the title of design is named for various reasons, also it has selected in the design competition. The main building is characterized by two broad line-shaped.[20] The first line is a fragmented-linear outline of the main exhibition building; the second line is a theoretical straight line that cut across the building in conjunction with its thematically placed voids. The voids are used for indicting the presence of line by fitting in accordance with this line. There is also a garden of columns in this architec ture, where the cube forms rectangular model in the complete structure.[21] Hence, the architecture is designed with fragmented shapes and angles. Similarly with Frank Gehry and Daniel Libeskind, Zaha Hadid is another architect who used forms and shapes with deconstruction style in her architectural design. Hadid is an Iraqi-born architect based in London, United Kingdom, her design style is more to large fractal forms. Nonetheless, she is renowned for dramatic and organic style which is visible in her architectural design. One of her designs which designed with organic forms is the Phaeno Science Center in Wolfsburg, Germany that completed in 2005. The form of architecture is like a platform standing with angular forms. The architecture is built with stark concrete walls in smooth finishes, its faà §ade beautify with speckled outlined pattern windows. The shaped windows are mirrored throughout the interior of structure, which consist of platforms, stairwells, and doorways. Hence, the Phaeno Science Center is diverged from the other architecture and designed as the whole structure which enclosed within one organic and solid model. I have studied at several particular elements of the design between these museums as well as their exhibition spaces. In this research, I have identified the way deconstructivist designed museums and how deconstructivism affects the museum designs. Firstly, interior design of deconstructivism museum has affected the exterior design. This can be seen in most of the museums which I have researched. The design has movement effects from the exhibition areas to the benches along walls towards the interior of museum. I have noticed that the architectural trends of deconstructivism museums, the style how the deconstructivist designed the elements, such as doorways, benches, windows, mostly related to the background of museum. So, analyzing the interior of deconstructivism museum is essential, as a museum which designed in deconstruction style will affects the visitors’ perspective view of artworks which displayed in the space. [1] Wigley, M. (1993) The Architecture of Deconstruction: Derrida’s Haunt. Cambridge: MIT Press. [2] Ching, F. D. K. (2007) Architecture: Form, Space, and Order. New York: John Wiley Sons [3] Mandry, S. (2013) ‘Ordered Chaos: the Negotiation of Space in Deconstructivist Museum Buildings’, University of Puget Sound. [ONLINE] Available at: http://soundideas.pugetsound.edu/summer_research/202/. [Accessed 14 March 2014]. [4] Norris, C. (1987) Derrida. Cambridge : Harvard University Press. [5] Wigley, M. (1993) The Architecture of Deconstruction: Derrida’s Haunt. Cambridge: MIT Press. [6] Leach, N. (2005) Rethinking Architecture: A reader in Cultural Theory. London: Routledge. [7] Sallingaros, N. A. (2004) Anti-Architecture and Deconstruction. Germany: Umbau-Verlag. [8] Johnson P. and Wigley, M. (1988) Deconstructivist Architecture. New York: The Museum of Modern Art. [9] Sallingaros, N. A. (2004) Anti-Architecture and Deconstruction. Germany: Umbau-Verlag. [10] Newhouse, V. (1998) Towards a New Museum. New York: The Monacelli Press. [11] Norris, C. (1987) Derrida. Cambridge : Harvard University Press. [12] Newhouse, V. (1998) Towards a New Museum. New York: The Monacelli Press. [13] Giebelhauseun, M. (2006) â€Å"Museum Architecture: A Brief History,† A Companion to Museum Studies. Ed. Sharon Macdonald. Oxford: Blackwell Publishing. [14] Newhouse, V. (1998) Towards a New Museum. New York: The Monacelli Press. [15] â€Å"Fractal architecture model represents a hierarchical structure built from elements of a single basic design.† Tirpak, T. M., Daniel, S. M. LaLonde, J. D. and Davis, W. J. (1992) A Note on a Fractal Architecture for Modelling and Controlling Flexible Manufacturing Systems.IEEE Transactions on Systems, Man, and Cybernetics. [ONLINE]. Vol. 22, May/June, pp. 564. Available at: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=arnumber=155958[Accessed 08 April 2014]. [16] Newhouse, V. (1998) Towards a New Museum. New York: The Monacelli Press. [17] Cohen, J. L., Colomina, B., Friedman, M., Mitchell, W. J. and Ragheb, J. F. (2001) Frank Gehry, Architect. New York, NY: Guggenheim Museum Publications. [18] Dezeen Magazine. (2011)Dresden Museum of Military History by Daniel Libeskind. [ONLINE] Available at: http://www.dezeen.com/2011/09/29/dresden-museum-of-military-history-by-daniel-libeskind/. [Accessed 02 April 2014]. [19] Schneider, B. (2004) Daniel Libeskind: Jewish Museum Berlin. Munich, Germany: Prestel Books. [20] Jencks, C. (2002) The New Paradigms in Architecture. New Haven, CT: Yale University Press. [21] Schneider, B. (2004) Daniel Libeskind: Jewish Museum Berlin. Munich, Germany: Prestel Books.

The Madwoman in the Attic: The Woman Writer and the Nineteenth-Century

The Madwoman in the Attic: The Woman Writer and the Nineteenth-Century Literary Imagination "And the lady of the house was seen only as she appears in each room, according to the nature of the lord of the room. None saw the whole of her, none but herself. For the light which she was was both her mirror and her body. None could tell the whole of her, none but herself" (Laura Riding qtd. by Gilbert & Gubar, 3). Beginning Gibert and Gubar’s piece about the position of female writers during the nineteenth century, this passage conjures up images of women as transient forms, bodiless and indefinite. It seems such a being could never possess enough agency to pick up a pen and write herself into history. Still, this woman, however incomprehensible by others, has the ability to know herself. This chapter of The Madwoman in the Attic: The Woman Writer and the Nineteenth-Century Literary Imagination, titled â€Å"The Queen’s Looking Glass,† discusses how the external, and particularly male, representations of a woman can affect her so much that the image she sees in the mirror is no longer her own. Thus, female writers are left with a problem. As Gibert and Gubar state, â€Å"the woman writer’s self-contemplation may be said to have begun with a searching glance into the mirror of the male-inscribed literary text. There she would see at first only those eternal l ineaments fixed on her like a mask†¦Ã¢â‚¬  (Gilbert & Gubar, 15). In Charlotte Brontà «Ã¢â‚¬â„¢s Villette, the narrator and heroine Lucy Snowe is faced with a great deal of â€Å"reflections† which could influence her self-image and become detrimental to her writing. However, she is aware that the mirrors she finds, whether the literal mirror of the looking glass or her reflection in other characters’ ... ... authors insisted that they are† (43). However, instead of doing â€Å"fiery and suicidal tarantellas out of the looking glass,† (44) Lucy Snowe decides to ignore the inaccurate representations in the mirrors around her and focus her energies toward constructing a mirror of her own – the â€Å"circular mirror of crystal† she is always searching for but that can only be found in the text itself. The line Gilbert and Gubar apply to Brontà « and other successful women writers is also valid for Lucy. â€Å"The old silent dance of death became a dance of triumph, a dance into speech, a dance of authority† (44). Works Cited Gilbert, Sandra M. and Susan Gubar. The Madwoman in the Attic: The Woman Writer and the Nineteenth-Century Literary Imagination. New Haven: Yale UP, 1979. O’Dea, Gregory. â€Å"Narrator and Reader in Charlotte Brontà «Ã¢â‚¬â„¢s Villette.† South Atlantic Review 53.1 (1988): 41-57.

Personal Views Ethics

u01a1 Personal Views Ethics Essay Each person should live with moral standards. To distinguish between the right and wrong is based on the person’s ethics. It describes what kind of values and beliefs does the person has. In business, it composed of standard ethics that serves as a guideline among employees about their expectation to the company. Newell S. stated that ethics in business focuses on identifying the moral standards of right and wrong as they apply to behaviour within and across business institutions and other related organizations.The goal of business is to gain profit but, the fair practices they implement internally and externally matters because the values they represents reflects the ethics of the company. Rajeeve stated that the lack of business ethics in the market is the reason the world economy is presently in crisis. Unethical practices such as dishonesty, lack of transparency, creating false documents, and sexual discrimination are activities that are n ot fair. A Quick Ethics Test from Dayton Fandray of Raytheon Company was chosen to distinguish the ethical values of the person when faced in dilemmas. Consider the following article: Drawbacks of Business EthicsIt includes the information about legalities, the affected person of such case, fitting of right values, the appearance in newspaper, its reflection on the company, the choice of being right and the feeling towards the result (Salopek J. , 2001). Through this test, the company can assess the capabilities of their employees in terms of ethical thinking. A concrete briefing about the company’s ethics is needed as a recommendation after the assessment. This test is valid to develop the employee’s ability in decision making against the company’s policy and procedures, regulations, values and self-The effects of ethics in Business perspective. When an employee turns to a gray decision situation, reflecting through this test is essentially help before proceeding. Myths of Business Ethics Ketz, E. (2003) stated that many myths exist in the business world. He lay out seven ethics and five were further discussed in the following section. The first myth given is about the non-existence of business ethics. Principles of ethics were come from the personal life. The correlation of ethics to the aspects of life is given proof and justifiable than the business ethics itself.The value of honesty is adapted from the person’s character and applied in the business policy. Ethics is a matter of education alone. This explains that those who are educated are the only one who has ethics. But, most unethical people in the business world came from the prestigious universities. Responsibility for ethical education rests with colleges and universities. This myth emphasizes that colleges and universities are accountable for the training of ethics of such person. To clarify this, ethics is learn through one’s belief and shape by the experiences gain.The behaviour or attitude reflects the character of the person as a whole. Ethics is different from mathematics that needs to be computed or English that needs to be grammatically correct. The effects of ethics Business Ethical dilemmas are episodic. This myth explains that ethical problems comes only occasionally during one's life. Ethical dilemmas are not planned. It came out unexpectedly and the frequent encounter of it doesn’t count. It doesn’t have limits on how many times it will come to the person’s live.Professional ethics can be separated from personal ethics. This myth is not true. The ethics of such person reflects with its own character. The way the person presents himself whether in the business or personal aspects of his life is the same. Decision Making Ethics in business serves as a guide to employees to give confidence in their decision. It equips them tools and references that will help in decision making. It established unified rules and belief that will entrust each employee to help each other towards the goal of the company.Effective leaders in the company influence the factors of the su ccess against the endeavours. They are the key decision maker. The person in this position should have strong character and principles that will not oppose to the company’s unified ethics. They are the people who are personally ethical in word, thought, and deed and who conduct their decision making openly so that they're perceived as ethical even from a distance. In a corporation, the decision maker varies from the higher position to the lower. There are different areas of expertise divided into different department.Decisions about prospective The effects of ethics in Business Clients were under the jurisdiction of sales department and not with the finance group. There are boundaries and responsibility within their own people. The leader of each group evaluates certain cases, reacts and form a solution based on company’s ethics. Conclusion Having a business ethics is important. Chen E. emphasizes the code of ethics symbolizes the ethical responsibilities of the compan y and the expectations of its employees. It serves a guide to the employees and the company as well.The success of the company varies with the ethics they have. And the ethics are based to the people involved in the organization who run and facilitate the business. Ethics are not made for displays but, for application with purpose. The challenge of being ethical an unethical in the business world has been raised. Despite the rampant unethical leaders in different industries, one of the objective can possess is the elimination of unethical business leader as start with ourselves. It can serves as a model to other beginners and will lessen the possible add- ons.The other objective or expectation for this course is to learn more in depth about the different business ethics among different companies. The issues and lawsuit tendered can be the case for justification and reference. The last expectation is to finally adapt or embrace the business ethics in the concept of being a future lea der or businessman/women. References Chen E. Main Principles of Business Ethics. Retrieved from http://ezinearticles. com/? Main-Principles-of-Business-Ethics&id=4502579 Ketz, E. 2003) The Accounting Cycle: Myths about Ethics. Retrieved from http://accounting. smartpros. com/x38366. xml Newell S. Business Ethics Q finance. Retrieved from http://www. qfinance. com/contentFiles/QF02/g1xtn5q6/12/2/business-ethics. pdf Rajeev L. Ethical and Unethical Business Practices. Retrieved from http://www. buzzle. com/articles/ethical-and-unethical-business-practices. html Salopek J. , (July 2001) Right Thing – business ethics. Retrieved from http://findarticles. com/p/articles/mi_m4467/is_7_55/ai_77713888/pg_3/? tag=content;col1

Applying How to Read Literature Like a Professor

How to Read Literature Like a Professor by Thomas C. Foster has shown me how to reach true understanding in my future reading of literature and has helped me to reach a new depth in works of literature I have already analyzed. Swimming, seasons, weather and diseases have all taken on more than simply a set scene. Abuse of power over youth or the uneducated is more noticeable. The use of irony is more noticeable. This book has armed me with the ability to recognize political meaning within literary works.Armed newly with this knowledge I reanalyze several novels from my high school career and I learn more about the author as well as the characters who the authors present me with. In The House of Mirth by Edith Wharton, Lily Barton is eaten by Gus Trenor, an older man she believed was her friend. Lily was not literally eaten by Trenor. Gus Trenor is not a literal vampire. However, Lily places her trust in Gus Trenor to make an investment for her with the very little amount of money she has (chapter 7, book 1).When Lily is later incapable of paying back the money Gus has been giving to her as though an investment gave money rather than increasing in value, Gus envisions a way in which Lily can quite easily pay him back. Gus Trenor invites Lily to his house in town under false pretenses (chapter 13, book 1). He allows Lily to come alone to his house without the protection of any other women. Gus wants to have sex with Lily in exchange for the money he had been giving her. When Lily manages to flee his house, Gus allows her name to be ruined. Lily is no longer able to keep her friends.Lily is seen as an easy woman. People no longer treat her like a young respectable lady. George Dorset even wants to use her as marital relief (chapter 6, book 2). Lily can no longer be a part of high society. Gus exacts his payment by ruining her name in the eyes of all whom she associates with. Gus took advantage of her innocence and let others treat her as though she was dead. Such behavior places Gus and Lily within the parameters of chapter three â€Å"Nice to Eat You: Acts of Vampires† in How to Read Literature Like a Professor (Foster, pg. 15). It’s More Than Just Rain or Snow† is the title of chapter ten in How to Read Literature Like a Professor (Foster, pg. 74). Rain as used in The Adventures of Huckleberry Finn by Mark Twain has deep symbolic meaning. When Huck Finn finds Jim after running away from his father’s hut, the two are caught in a torrential rain (chapter 9). This rain represents the washing away of both of their old lives. Although Huck is a rich young man, he cannot use his wealth or live comfortably because his wicked father wishes to have his money in order to drink. After the rain, Huck has bonded with Jim and wishes to protect him (chapter 9).Jim’s old life as a slave no longer matters to Huck. Huck begins to realize that Jim truly cares about him. Huck sees Jim as a person. The rain washes away all Huc k has learned concerning the slaves. Huck begins to learn for himself after all his former ideas of life and slaves are washed away by this symbolic and literal rain. â€Å"It’s All Political† is the title of chapter thirteen of How to Read Literature Like a Professor (Foster, pg. 108). The Crucible by Arthur Miller is largely a political play. This story shows the effect heightened power or panic of society upon authority.Reverend Hale realizes the evil deed he did by quickly condemning women of witchcraft. He realizes he has allowed innocent people to die in his conceit. He begs the judge to allow the remaining accused and condemned free (act 4). However, Danforth states he will not pardon the remainder because a dozen have already been killed, with his seal on the death warrants, for practicing the same witchcraft of which the others have been accused (act 4). Arthur Miller wrote this play to show the McCarthyism of his time with the fear of radical political platfo rms was a repeat of the Salem witch trials at the end of the seventeenth century.Any time in which political figures such as McCarthy or Danforth get excited and begin to condemn others who they fear revolt or change from, Arthur Miller’s play shall be a shining example of what the effects will be. Many innocent accused will have no defense unless they lie. Therefore The Crucible is an excellent example of politics being ingrained in literary accomplishments. Chapter twenty-six of How to Read Literature Like a Professor is titled â€Å"Is He Serious? And Other Ironies† (Foster, pg. 235). Antigone by Sophocles opens on a pair of sisters.Both have just learned of the death of both their brothers (scene 1). It is spring (scene 1). Rather than celebrating the beauty of new life, the daughters of a now dead king and queen must mourn the death of their brothers. They battled and killed each other, adding further sadness to their deaths. The new king, Creon, their uncle, decl ares that only one brother shall be buried (scene 1). By purposely disobeying this law, Antigone condemns herself to death in the beautiful spring seasons (scene 3) but dies by her own hands (scene 7).Her betrothed, Creon’s son, kills himself when she is found dead (scene 7). Creon’s wife is then found dead as well (scene 7). Amid the new life of spring, death is found in abundance among the royal family. Sophocles is in deadly earnest about this irony. Chapter eighteen of How to Read Literature Like a Professor is entitled â€Å"If She Comes Up, It’s Baptism† (Foster, pg. 152). The Awakening by Kate Chopin holds the baptism of Edna Pontellier. Edna has not just become a follower of Christ. She simply went for a swim off the coast of Grand Isle (chapter 10).After the thrill of learning to swim and nearly drowning when she swims out too far, Edna begins to feel dissatisfied with her present life. She does not love her husband but Robert. She realizes she w ants freedom from her husband (chapter 14). She is born into new understanding of her own life. Edna no longer cares to please her husband. She wants to please herself. She eventually drowns herself in the same waters that began her new vision of her life (chapter 39). Her baptism began not a revelation of God but a revelation of herself. Geography also plays a strong role in the configuration of a book.In The Night Thoreau Spent in Jail by Jerome Lawrence and Robert E. Lee, Thoreau realizes that a truly learning mind must not be put in a closed space and teaches in open fields (act 1). Thoreau refuses to believe God is in a church and refuses to go into the community church (act 1). Thoreau is often among nature as opposed to being inside of an enclosed building. However, Thoreau realizes he can still be mentally free if he remains in jail rather than paying taxes to a government he does not support (act 1). The use of open land which Thoreau is around so often shows he believes in an open sort of life.He preaches an open mind and thrives on open fields. The use of geography clearly conforms to chapter nineteen of How to Read Literature Like a Professor, entitled â€Å"Geography Matters†¦Ã¢â‚¬  (Foster, pg. 163). â€Å"†¦ And Rarely Just Illness† is the title of chapter twenty-four of How to Read Literature Like a Professor (Foster, pg. 213). Jane Eyre by Charlotte Bronte uses a stroke and subsequent wasting away to depict the sheer pride and hatefulness of Mrs. Reed who never cared for her niece, Jane Eyre, as she promised her husband she would do (chapter 21). Mrs.Reed always wished Jane Eyre had died with fever at Lowood (chapter 21). She disliked Jane intensely and could not love her even on her death bed (chapter 21). Although Mrs. Reed knows she is dying she refuses to love Jane Eyre which had been Jane’s favorite wish for their relationship (chapter 21). The disease shows the wretchedness of Mrs. Reed for not loving her own ki n. The disease signifies the way Mrs. Reed had been wasting away in mind and spirit before she was attacked with the stroke. It was not simply sickness of the body which afflicted Mrs. Reed.How to Read Literature Like a Professor has assisted me with learning more about novels I have already read. In the future I am sure I will be able to apply both the chapters I have selected above and others. The selection of which chapter to use was difficult for each book. The finer details in the novels are now easier to comprehend and relate to the rest of every novel. Now when I read about heart disease, a blind man or even sex I shall know that there is a more meaningful reason that each of these events have unfolded than simply to create an entertaining story.

Linear Solution Essays

Linear Solution Essays Linear Solution Essay Linear Solution Essay CHAPTER 8 Linear Programming Applications Teaching Suggestions Teaching Suggestion 8. 1: Importance of Formulating Large LP Problems. Since computers are used to solve virtually all business LP problems, the most important thing a student can do is to get experience in formulating a wide variety of problems. This chapter provides such a variety. Teaching Suggestion 8. 2: Note on Production Scheduling Problems. The Greenberg Motor example in this chapter is largest large problem in terms of the number of constraints, so it provides a good practice environment. An interesting feature to point out is that LP constraints are capable of tying one production period to the next. Teaching Suggestion 8. 3: Labor Planning Problem- Hong Kong Bank of Commerce. This example is a good practice tool and lead-in for the Chase Manhattan Bank case at the end of the chapter. Without this example, the case would probably overpower most students. Teaching Suggestion 8. 4: Ingredient Blending Applications. Three points can be made about the two blending examples in this chapter. First, both the diet and fuel blending problems presented here are tiny compared to huge real-world blending problems. But they do provide some sense of the issues to be faced. Second, diet problems that are missing the constraints that force variety into the diet can be terribly embarrassing. It has been said that a hospital in New Orleans ended up with an LP solution to feed each patient only castor oil for dinner because analysts neglected to add constraints forcing a well-rounded diet. Alternative Examples Alternative Example 8. 1:  Ã‚  Natural Furniture Company manufactures three outdoor products, chairs, benches, and tables. Each product must pass through the following departments before it is shipped: sawing, sanding, assembly, and painting. The time requirements (in hours) are summarized in the tables below. The production time available in each department each week and the minimum weekly production requirement to fulfill contracts are as follows: | | |Minimum | | |Capacity | |Production | |Department |(In Hours) |Product |Level | |Sawing |450 |Chairs |100 | |Sanding |400 |Benches |50 | |Assembly |625 |Tables |50 | |Painting |550 | | | |Hours Required |Unit | |Product |Sawing |Sanding |Assembly |Painting |Profit | |Chairs |1. 5 |1. 0 |2. 0 |1. 5 |$15 | |Benches |1. 5 |1. 5 |2. 0 |2. 0 |$10 | |Tables |2. 0 |2. 0 |2. 5 |2. 0 |$20 | The production manager has the responsibility of specifying production levels for each product for the coming week. Formulate as a linear programming problem to maximize profit. Let X1= Number of chairs produced X2= Number of benches produced X3= Number of tables produced The objective function is Maximize profit = 15X1 + 10X2 + 20X3 Constraints 1. 5X1 + 1. 5X2 + 2. 0X3( 450 hours of sawing available 1. 0X1 + 1. 5X2 + 2. 0X3( 400 hours of sanding available 2. 0X1 + 2. 0X2 + 2. 5X3( 625 hours of assembly available 1. 5X1 + 2. 0X2 + 2. 0X3( 550 hours of painting available X1+ 2. 0X2 + 2. 0X3( 100 chairs X2 + 2. 0X3( 50 benches X3( 50 tables X1, X2, X3( 0 What mix of products would yield maximum profit? Solving with computer software we get: X1= 100 chairs; X2 = 50 benches; X3 = 112. 5 tables; profit = 4250. Alternative Example 8. 2:  Ã‚  A phosphate manufacturer produces three grades of phosphate, A, B, and C, which yield profit of $40, $50, and $60 per kilogram, respectively. The products require the labor and materials per batch that are shown in the table. Each batch of Grade A phosphate yields 800kg of phosphate; each batch of Grade B phosphate yields 700kg of phosphate; and each batch of Grade C phosphate yields 800 kg. |Grade |Grade |Grade |Available | | |A |B |C |Resources | |Labor hours |4 |4 |5 |80 hr | |Raw material #1 |200 |300 |300 |6,000 kg | |Raw material #2 |600 |400 |500 |5,000 kg | Formulate as an LP problem to maximize profit. Objective function Maximize profit = 40(800)A + 50(700)B + 60(800)C Constraints Labor:4A +4B +5C( 80 Raw material #1200A + 300B +300C( 6,000 Raw material #2600A + 400B +500C( 5,000 What mix of products would yield maximize profit? Solutions To Problems 8-1. Since the decision centers about the production of the two different cabinet models, we let X1= number of French Provincial cabinets produced each day X2= number of Danish Modern cabinets produced each day Objective: maximize revenue = $28X1 + $25X2 subject to 3X1 + 2X2( 360 hours  Ã‚  (carpentry department) [pic] X1 + 1X2( 200 hours  Ã‚  (painting department) [pic]X1 + [pic] X2( 125 hours  Ã‚  (finishing department) X1( 60 units  Ã‚  (contract requirement) X2( 60 units  Ã‚  (contract requirement) X1, X2( 0 Problem 8-1 solved by computer: Produce 60 French Provincial cabinets (X1) per day Produce 90 Danish Modern cabinets (X2) per day Revenue = $3,930 8-2. Let X1= dollars invested in Los Angeles municipal bonds X2= dollars invested in Thompson Electronics X3= dollars invested in United Aerospace X4= dollars invested in Palmer Drugs X5= dollars invested in Happy Days Nursing Homes Maximize return = 0. 53X1 + 0. 068X2 + 0. 049X3 + 0. 084X4 + 0. 118X5 subject to X1 + X2 + X3 + X4 + X5 ( $250,000 (funds) X1( . 2 (X1 + X2 + X3 + X4 + X5) (bonds) or ( . 8X1 – . 2X2 – . 2X3 – . 2X4 – . 2X5 ( 0 X2 + X3 + X4( . 4 (X1 + X2 + X3 + X4 + X5) (combination of electronics, aerospace, and drugs) or –0. 4X1 + 0. 6X2 + 0. 6X3 + 0. 6X4 – 0. 4X5 ( 0 (X5 ( 0. 5X1) rewritten as –0. 5X1 + X5 ( 0 (nursing home as percent of bonds) X1, X2, X3, X4, X5 ( 0 Problem 8-2 solved by computer: $50,000invested in Los Angeles municipal bonds (X1) $0invested in Tho mpson Electronics (X2) $0invested in United Aerospace (X3) 175,000invested in Palmer Drugs (X4) $25,000invested in Happy Days (X5) This produces an annual return on investment of $20,300. 8-3. Minimize staff size = X1 + X2 + X3 + X4 + X5 + X6 where Xi = number of workers reporting for start of work at period i (with i = 1, 2, 3, 4, 5, or 6) X1 + X2 ( 12 X2 + X3 ( 16 X3 + X4 (   9 X4 + X5 ( 11 X5 + X6 (   4 X1 + X6 ( 3 All variables ( 0 The computer solution is to hire 30 workers: 16 begin at 7 a. m. 9 begin at 3 p. m. 2 begin at 7 p. m. 3 begin at 11 p. m. An alternative optimum is 3 begin at 3 a. m. 9 begin at 7 a. m. 7 begin at 11 a. m. begin at 3 p. m. 9 begin at 7 p. m. 0 begin at 11 p. m. 8-4. Let X1= number of pounds of oat product per horse each day X2= number of pounds of enriched grain per horse each day X3= number of pounds of mineral product per horse each day Minimize cost = 0. 09X1 + 0. 14X2 + 0. 17X3 subject to 2X1+ 3X2 + 1X3 ( 6 (ingredient A) [pic]X1+ 1X2 + [pic]X3 ( 2 (ingredient B) 3X1+ 5X2 + 6X3 ( 9 (ingredient C) 1X1+ 1[pic]X2 + 2X3 ( 8 (ingredient D) [pic]X1+ [pic]X2 + 1[pic]X3 ( 5 (ingredient E) X1+ X2 +X3 ( 6 (maximum feed/day) All variables ( 0 Solution: X1= 1[pic] X2= 0 X3= 3[pic] cost= 0. 87 8-5. Let E1, E2, and E3 represent the ending inventory for the three months respectively. Let RT1, RT2, and RT3 represent the reguar production for the three months and OT1, OT2, an d OT3 represent the overtime production quantities during the three months respectively. Then the formulation is: Minimize cost: 300RT1 + 300RT2 + 300RT3 + 325OT1 + 325OT2 + 325OT3 + 20E1 + 20E2 + 20E3 subject to RT1 lt; 200 June regular production RT2 lt; 200 July regular production RT3 lt; 200 August regular production OT1 lt; 15 June overtime production OT2 lt; 15 July overtime production OT3 lt; 15 August overtime production (E1 + RT1 + OT1= 195 Ending inventory from first month (E2 + E1 + RT2 + OT2= 215 Ending inventory from second month (E3 + E2 + RT3 + OT3= 205 Ending inventory from third month {All variables}? 0 Non-negativity constraints The optimal production schedule is to produce 200 each month during regular production and to use overtime to produce 10 units in July and 5 in August for a total cost of $184,975. 8-6. Let T = number of TV ads R = number of radio ads B = number of billboard ads N = number of newspaper ads Maximize total audience = 30,000T + 22,000R + 24,000B + 8,000N Subject to 800T + 400R + 500B + 100N ( 15,000 ? ( 10 R (10 ? (10 ? (10 ? + R ( 6 500B + 100N ( 800T ?, R, ? , ? ( 0 Solution: T = 6. 875; R = 10; B = 9; N = 10; Audience reached = 722,250. If integer solutions are necessary, integer programming (see Chapter 11) could be used. 8-7. Let_X1= number of newspaper ads placed X2= number of TV spots purchased Minimize cost =$925X1 + $2,000X2 subject to0. 04X1 + 0. 05X2 ( 0. 40 (city exposure) 0. 03X1 + 0. 03X2 ( 0. 60 (exposure in northwest suburbs) X1, X2 ( 0 Note that the problem is not limited to unduplicated exposure (e. g. one person seeing the Sunday newspaper three weeks in a row counts for three exposures). Problem 8-7 solved by computer: Buy 20 Sunday newspaper ads (X1) Buy 0 TV ads (X2) This has a cost of $18,500. Perhaps the paint store should consider a blend of TV and newspaper, not just the latter. 8-8. Let Xij = number of new leases in month i for j-months, i = 1, . . . , 6; j = 3, 4, 5 Minimize cost =1260X13 + 1260X23 + 1260X 33 + 1260X43 + 840X53 + 420X63 + 1600X14 + 1600X24 + 1600X34 + 1200X44 + 800X54 + 400X64+ 1850X15 + 1850X25 + 1480X35 + 1110X45 + 740X55 + 370X65 subject to:X13 + X14 + X15 ( 420 – 390 X13 + X14 + X15 + X23 + X24 + X25 ( 400 – 270 X13 + X14 + X15 + X23 + X24 + X25 + X33 + X34 + X35 ( 430 – 130 X14 + X15 + X23 + X24 + X25 + X33 + X34 + X35 + X43 + X44 + X45 ( 460 X15 + X24 + X25 + X33 + X34 + X35 + X43 + X44 + X45 + X53 + X54 + X55 ( 470 X25 + X34 + X35 + X43 + X44 + X45 + X53 + X54 + X55 + X63 + X64 + X65 ( 440 X15 + X25 + X35 + X45 + X55 + X65 ( 0. 0(X13 + X14 + X15 + X23 + X24 + X25 + X33 + X34 + X35 + X43 + X44 + X45 + X53 + X54 + X55 + X63 + X64 + X65) All variables ( 0 Solving this on the computer results in the following solution: X15 = 305-month leases in March X25 = 1005-month leases in April X35 = 1705-month leases in May X45 = 1605-month leases in June X55 = 105-month leases in July All other variables equal 0. Total cost = $677,100. As a result of this, there are 440 cars remaining at the end of August. 8-9. The linear program has the same constraints as in problem 8-8. The objective function changes and is now: Minimize cost =1260(X13 + X23 + X33 + X43 + X53 + X63) + 1600(X14 + X24 + X34 + X44 + X54 + X64) + 1850(X15 + X25 + X35 + X45 + X55 + X65) Solving this on the computer results in the following solution: X15 = 305-month leases in March X25 = 1005-month leases in April X34 = 654-month leases in May X35 = 1055-month leases in May X43 = 1603-month leases in June X53 = 103-month leases in July All other variables equal 0. Total cost = $752,950. 8-10. Let Xij = number of students bused from sector i to school j Objective: minimize total travel miles = 5XAB+ 8XAC + 6XAE 0XBB+ 4XBC + 12XBE + 4XCB+ 0XCC + 7XCE + 7XDB+ 2XDC + 5XDE + 12XEB+ 7XEC + 0XEE subject to XAB + XAC + XAE= 700 (number of students in sector A) XBB + XBC + XBE= 500 (number of students in sector B) XCB + XCC + XCE= 100 (number of students in sector C) XDB + XDC + XDE= 800 (number of students in sector D) XEB + XEC + XEE= 400 (number students in sector E) XAB + XBB + XCB + XDB + XEB ( 900 (school B capacity) XAC + XBC + XCC + XDC + XEC ( 900 (school C capacity) XAE + XBE + XCE + XDE + XEE ( 900 (school E capacity) All variables ( 0 Solution: XAB= 400 XAE= 300 XBB= 500 XCC= 100 XDC= 800 XEE= 400 Distance = 5,400 â€Å"student miles† 8-11. Maximize number of rolls of Supertrex sold = 20X1 + 6. 8X2 + 12X3 – 65,000X4 whereX1= dollars spent on advertising X2= dollars spent on store displays X3= dollars in inventory X4= percent markup subject to X1 + X2 + X3 ( $17,000 (budgeted) X1( $3,000 (advertising constraint) X2( 0. 05X3 (or X2 – 0. 05X3 ( 0) (ratio of displays to inventory) [pic] (markup ranges) X1, X2, X3, X4 ( 0 Problem 8-11 solved by computer: Spend $17,000 on advertising (X1). Spend nothing on in-store displays or on-hand inventory (X2 and X3). Take a 20% markup. The store will sell 327,000 rolls of Supertrex. This solution implies that no on-hand inventory or displays are needed to sell the product, probably due to an oversight on Mr. Kruger’s part. Perhaps a constraint indicating that X3 ( $3,000 of inventory should be held might be needed. 8-12. Minimize total cost = $0. 60X1 + 2. 35X2 + 1. 15X3 + 2. 25X4 + 0. 58X5 + 1. 17X6 + 0. 33X7 subject to 295X1 + 1,216X2 + 394X3 +358X4 + 128X5+ 118X6 + 279X7 ( 1,500 295X1 + 1,216X2 + 394X3 +358X4 + 128X5+ 118X6 + 279X7 ( 900 .2X1 + 121. 2X2 + . 4. 3X3 + 3. 2X4 + 3. 2X5+ 14. 1X6 + 2. 2X7 ( 4 16X1 +1,296X2 + . 4. 9X3 + 0. 5X4 + 0. 8X5+ 1. 4X6 + 0. 5X7 ( 50 6X1 + 81X2 + 74X3 + 83X4 + 7X5+ 14X6 +  8X7 ( 26 22X1 + 28X5 + 19X6 + 63X7( 50 All Xi ( 0 Problem 8-12 solved by computer: The meal plan for the evening is No milk (X1 = 0) 0. 499 pound of ground meat (X2) 0. 173 pound of chicken (X3) No fish (X4 = 0) No beans (X5 = 0) 0. 105 pound of spinach (X6) 0. 762 pound of white potatoes (X7) Each meal has a cost of $1. 75. The meal is fairly well -balanced (two meats, a green vegetable, and a potato). The weight of each item is realistic. This problem is very sensitive to changing food prices. Sensitivity analysis when prices change: Milk increases 10 cents/lb: no change in price or diet Milk decreases 10 cents/lb: no change in price or diet Milk decreases 30 cents/lb (to 30 cents): potatoes drop out and milk enters, price = $1. 42/meal Ground meat increases from $2. 35 to $2. 75: price = $1. 93 and spinach leaves the optimal solution Ground meat increases to $5. 25/lb: price = $2. 07 and meat leaves; milk, chicken, and potatoes in solution Fish decreases from $2. 25 to $2. 00/lb: no change Chicken increases to $3. 00/lb: price = $1. 91 and meat, fish, spinach, and potatoes in solution If meat and fish are omitted from the problem, the solution is chicken= 0. 774 lb milk= 1. 891 lb potatoes= 0. 33 lb If chicken and meat are omitted; fish= 0. 679 lb spinach= 0. 0988 lb milk= 2. 188 lb 8-13. a. Let X1= no. of units of internal modems produced per week X2= no. of units of external modems produced per week X3= no. of units of circuit boards produced per week X4= no. of units of floppy disk drives produced per week X5= no. of units of hard drives produced per week X6= no. of units of memory boards produced per week Objective function analysis: First find the time used on each test device: hours on test device 1 [pic] hours on test device 2 [pic] hours on test device 3 [pic] Thus, the objective function is aximize profit = (revenue) – (material cost) – )test cost) = (200X1 + 120X2 + 180X3 + 130X4 + 430X5 + 260X6 – 35X1 – 25X2 – 40X3 – 45X4 – 170X5 – 60X6)[pic] [pic] [pic] This can be rewritten as maximize profit =$161. 35X1 + 92. 95X2 + 135. 50X3 + 82. 50X4 + 249. 80X5 + 191. 75X6 subject to 7X1 + 3X2 + 12X3 + 6X4 + 18X5 + 17X6 lt; 120(60) Minutes on test device 1 2X1 + 5X2 + 3X3 + 2X4 + 15X5 + 17X6 lt; 120(60) Minutes on test device 2 5X1 + 1X2 + 3X3 + 2X4 + 9X5 + 2X6 lt; 100(60) Minutes on test device 3 All variables ( 0 b. The solution is X1= 496. 55 internal modems X2= 1,241. 38 external modems X3 through X6= 0 profit= $195,504. 80 c. The shadow prices, as explained in Chapter 7 and Module 7, for additional time on the three test devices are $21. 41, $5. 75, and $0, respectively, per minute. 8-14. a. Let Xi = no. of trained technicians available at start of month i Yi = no. of trainees beginning in month i Minimize total salaries paid = $2,000X1 + 2,000X2 + 2,000X3 + 2,000X4 + 2,000X5 + 900Y1 + 900Y2 + 900Y3 + 900Y4 + 900Y5 subject to 130X1 – 90Y1( 40,000 (Aug. need, hours) 130X2 – 90Y2( 45,000 (Sept. need) 130X3 – 90Y3( 35,000 (Oct. need) 130X4 – 90Y4( 50,000 (Nov. need) 130X5 – 90Y5( 45,000 (Dec. eed) X1= 350 (starting staff on Aug. 1) X2= X1 + Y1 – 0. 05X1 (staff on Sept. 1) X3= X2 + Y2 – 0. 05X2 (staff on Oct. 1) X4= X3 + Y3 – 0. 05X3 (staff on Nov. 1) X5= X4 + Y4 – 0. 05X4 (staff on Dec. 1) All Xi, Yi ( 0 b. The computer-generated results are: | |Trained | | | |Technicians |Trainees | |Month |Available |Beg inning | |Aug. 350 |13. 7 (actually 14) | |Sept. |346. 2 |0 | |Oct. |328. 8 |72. 2 (actually 72) | |Nov. |384. 6 |0 | |Dec. |365. 4 |0 | Total salaries paid over the five-month period = $3,627,279. 8-15. a. Let Xij = acres of crop i planted on parcel j wherei = 1 for wheat, 2 for alfalfa, 3 for barley = 1 to 5 for SE, N, NW, W, and SW parcels Irrigation limits: 1. 6X11 + 2. 9X21 + 3. 5X31( 3,200 acre-feet in SE 1. 6X12 + 2. 9X22 + 3. 5X32( 3,400 acre-feet in N 1. 6X13 + 2. 9X23 + 3. 5X33( 800 acre-feet in NW 1. 6X14 + 2. 9X24 + 3. 5X34( 500 acre-feet in W 1. 6X15 + 2. 9X25 + 3. 5X35( 600 acre-feet in SW [pic] water acre-feet total Sales limits: X11 + X12 + X13 + X14 + X15 ( 2,200 wheat in acres (= 110,000 bushels) X21 + X22 + X23 + X24 + X25 ( 1,200 alfalfa in acres (= 1,800 tons) X31 + X32 + X33 + X34 + X35 ( 1,000 barley in acres (= 2,200 tons) Acreage availability: X11 + X21 + X31( 2,000 acres in SE parcel X12 + X22 + X32( 2,300 acres in N parcel X13 + X23 + X33( 600 acres in NW parcel X14 + X24 + X34( 1,100 acres in W parcel X15 + X25 + X35( 500 acres in SW parcel Objective function: maximize profit [pic] b. The solution is to plant X12= 1,250 acres of wheat in N parcel X13= 500 acres of wheat in NW parcel X14= 312[pic] acres of wheat in W parcel X15= 137[pic] acres of wheat in SW parcel X25= 131 acres of alfalfa in SW parcel X31= 600 acres of barley in SE parcel X32= 400 acres of barley in N parcel Profit will be $337,862. 10. Multiple optimal solutions exist. c. Yes, need only 500 more water-feet. 8-16. Amalgamated’s blending problem will have eight variables and 11 constraints. The eight variables correspond to the eight materials available (three alloys, two irons, three carbides) that can be selected for the blend. Six of the constraints deal with maximum and minimum quality limits, one deals with the 2,000 pound total weight restriction, and four deal with the weight availability limits for alloy 2 (300 lb), carbide 1 (50 lb), carbide 2 (200 lb), and carbide 3 (100 lb). Let X1 through X8 represent pounds of alloy 1 through pounds of carbide 3 to be used in the blend. Minimize cost = 0. 12X1 + 0. 13X2 + 0. 15X3 + 0. 09X4 + 0. 07X5 + 0. 10X6 + 0. 12X7 + 0. 09X8 subject to manganese quality: 1  Ã‚  0. 70X1 + 0. 55X2 + 0. 12X3 + 0. 01X4 + 0. 05X5 ( 42 (2. 1% of 2,000) 2  Ã‚  0. 70X1 + 0. 55X2 + 0. 12X3 + 0. 01X4 + 0. 05X5 ( 46 (2. 3% of 2,000) silicon quality: 3  Ã‚  0. 15X1 + 0. 30X2 + 0. 26X3 + 0. 10X4 + 0. 025X5 + 0. 24X6 + 0. 25X7 + 0. 23X8 ( 86 (4. 3% of 2,000) 4  Ã‚  0. 15X1 + 0. 30X2 + 0. 26X3 + 0. 10X4 + 0. 025X5 + 0. 24X6 + 0. 25X7 + 0. 23X8 ( 92 (4. 6% of 2,000) carbon quality: 5  Ã‚  0. 03X1 + 0. 01X2 + 0. 03X4 + 0. 18X6 + 0. 20X7 + 0. 25X8 ( 101 (5. 5% of 2,000) 6  Ã‚  0. 03X1 + 0. 01X2 + 0. 03X4 + 0. 18X6 + 0. 20X7 + 0. 25X8 ( 107 (5. 35% of 2,000) Availability by weight: 7  Ã‚  X2 ( 300 8  Ã‚  X6 ( 50 9  Ã‚  X7 ( 200 10  Ã‚  X8 ( 100 One-ton weight: 11  Ã‚  X1 + X2 + X3 + X4 + X5 + X6 + X7 + X8 = 2,000 The solution is infeasible. 8-17. This problem refers to Problem 8-16’s infeasibility. Some investigative w ork is needed to track down the issues. The two issues are: 1. Requiring at least 5. 05% carbon is not possible. 2. Producing 1 ton from the materials is not possible. If constraints 5 and 11 are relaxed (or removed), one solution is X2 = 83. lb (alloy 2), X6 = 50 lb (carbide 1), X7 = 83. 6 lb (carbide 2), and X8 = 100 lb (carbide 3). Cost = $34. 91. Each student may take a different approach and other recommendations may result. 8-18. X1= number of medical patients X2= number of surgical patients Maximize revenue = $2,280X1 + $1,515X2 subject to 8X1 + 5X2( 32,850 (patient-days available = 365 days ( 90 new beds) 3. 1X1 + 2. 6X2 ( 15,000 (lab tests) 1X1 + 2X2( 7,000 (x-rays) X2( 2,800 (operations/surgeries) X1, X2( 0 Problem 8-18 solved by computer: X1= 2,791 medical patients X2= 2,105 surgical patients revenue= $9,551,659 per year To convert X1 and X2 to number of medical versus surgical beds, find the total number of hospital days for each type of patient: medical= (2,791 patients)(8 days/patient) = 22,328 days surgical= (2,105 patients)(5 days/patient) = 10,525 days total= 32,853 days This represents 68% medical days and 32% surgical days, which yields 61 medical beds and 29 surgical beds. (Note that an alternative approach would be to formulate with X1, X2 as number of beds. ) See the printout on the next page for the solution and sensitivity analysis. 8-19. This problem, suggested by Professor C. Vertullo, is an excellent exercise in report writing. Here is a chance for students to present management science results in a management format. Basically, the following issues need to be addressed in any report: (a)  Ã‚  As seen in Problem 8-18, there should be 61 medical and 29 surgical beds, yielding $9,551,659 per year. (b)  Ã‚  Referring to the QM for Windows printout, there are no empty beds because the slack for constrain 1 has a value of 0.. (c)  Ã‚  There are 876 (the slack for constraint 2) lab tests of unused capacity. (d)  Ã‚  The x-ray is used to its maximum (slack for constraint 3 is 0) and has a $65. 5 dual price. The revenue would increase by this amount for each additional x-ray. (e)  Ã‚  The operating room still has 695 operations available (the slack for constraint 4). [pic] [pic] 8-20. For the Low Knock Oil Company example it was originally assumed that a one to one ratio of raw materials (crude oil) to finished goods (gasoline). In reality, that ratio is closer to 46%. Hence, the example problem needs to be modified with 0. 46 as the coefficient throughout the first two constraints as follows: Minimize 30X1 + 30X2 + 34. 80X3 + 34. 80X4 subject to: 0. 46X1 + 0. 46X3( 25000 0. 46X2+ 0. 46X4( 32000 0. 10 X1 + 0. 15X3 ( 0 0. 05X2 – 0. 25X4 ( 0 The rounded solution is X1 = 32609; X2 = 57971; X3 = 21739; X4 = 11594; Cost = 3877391 8-21. Minimize time = 12XA1 + 11XA2 + 8XA3 + 9XA4 + 6XA5 + 6XA6 + 6XG1 + 12XG2 + 7XG3 + 7XG4 + 5XG5 + 8XG6 + 8XS1 + 9XS2 + 6XS3 + 6XS4 + 7XS5 + 9XS6 subject to XA1+ XA2+ XA3+ XA4+ XA5+ XA6= 200 XG1+ XG2+ XG3+ XG4 + XG5+ XG6= 225 XS1+ XS2+ XS3+ XS4+ XS5+ XS6= 275 XA1+ XG1+ XS1= 80 XA2+ XG2+ XS2= 120 XA3+ XG3+ XS3= 150 XA4+ XG4+ XS4= 210 XA5+ XG5+ XS5= 60 XA6+ XG6+ XS6= 80 All variables ( 0 Solution: |Source |Destination |Number of |(Station) |(Wing) |Trays | |5A |5 |60 | |5A |6 |80 | |5A |3 |60 | |3G |1 |80 | |3G |3 |90 | |3G |4 |55 | |1S |4 |155 | |1S |2 |120 | Optimal cost = 4,825 minutes. Multiple op timal solutions exist. 8-22. Let Xi = proportion of investment invested in stock i for i = 1, 2, . . . , 5 Minimize beta = 1. 2X1 + 0. 85X2 + 0. 55X3 + 1. 40X4 + 1. 25X5 subject to X1 + X2 + X3 + X4 + X5 = 1total of the proportions must add to 1 0. 11X1 + 0. 09X2 + 0. 065X3 + 0. 15X4 + 0. 13X5 ( 0. 11return should be at least 11% X1 ( 0. 5no more than 35% in any single stock X2 ( 0. 35 X3 ( 0. 35 X4 ( 0. 35 X5 ( 0. 35 Xi ( 0 for i = 1, 2, . . . , 5 b. Solving this on the computer, we have X1 = 0 X2 = 0. 10625 X3 = 0. 35 X4 = 0. 35 X5 = 0. 19375 Minimum beta = 1. 015 Return = 0. 11(0) + 0. 09(0. 10625) + 0. 065(0. 35) + 0. 15(0. 35) + 0. 13(0. 19375) = 0. 11 8-23. Let A = 1,000 gallons of fuel to purchase in Atlanta L = 1,000 gallons of fuel to purchase in Los Angeles H = 1,000 gallons of fuel to purchase in Houston N = 1,000 gallons of fuel to purchase in New Orleans FA = fuel remaining when plane lands in Atlanta FL = fuel remaining when plane lands in Los Angeles FH = fuel remaini ng when plane lands in Houston FN = fuel remaining when plane lands in New Orleans Minimize cost = 4. 15A + 4. 25L + 4. 10H + 4. 18N subject to A + FA ( 24minimum amount of fuel on board when leaving Atlanta A + FA ( 36maximum amount of fuel on board when leaving Atlanta L + FL ( 15minimum amount of fuel on board when leaving Los Angeles L + FL ( 23maximum amount of fuel on board when leaving Los Angeles H + FH ( 9minimum amount of fuel on board when leaving Houston H + FH ( 17maximum amount of fuel on board when leaving Houston N + FN ( 11minimum amount of fuel on board when leaving New Orleans N + FN ( 20maximum amount of fuel on board when leaving New Orleans FL = A + FA – (12 + 0. 05(A + FA – 24)) This says that the fuel on board when the plane lands in Los Angeles will equal the amount on board at take-off minus the fuel consumed on that flight. The fuel consumed is 12 (thousand gallons) plus 5% of the excess above 24 (thousand gallons). This simplifies to: 0. 95A + 0. 95 FA – FL = 10. 8 Similarly, FH = L + FL – (7 + 0. 05(L + FL – 15)) becomes 0. 95L + 0. 95FL – FH = 6. 25 FN = H + FH – (3 + 0. 05(H + FH – 9)) becomes 0. 95H + 0. 95FH – FN = 2. 55 FA = N + FN – (5 + 0. 05(N + FN – 11)) becomes 0. 95N + 0. 95FN – FA = 4. 45 All variables ( 0 The optimal solution is A=18 (1,000 gallons of fuel to purchase in Atlanta) FA=6 (1,000 gallons of fuel remaining when plane lands in Atlanta) L=3 (1,000 gallons of fuel to purchase in Los Angeles) FL=12 (1,000 gallons of fuel remaining when plane lands in Los Angeles) H=1 (1,000 gallons of fuel to purchase in Houston) FH=8 (1,000 gallons of fuel remaining when plane lands in Houston) N=5 (1,000 gallons of fuel to purchase in New Orleans) FN=6 (1,000 gallons of fuel remaining when plane lands in New Orleans) Total cost = 112. 45 (( 1,000) Solutions to Internet Homework Problems 8-24. Let X1 = number of Chaunceys mixed X2= number of Sweet Italians mixed X3= number of bourbon on the rocks mixed X4= number of Russian martinis mixed Maximize total drinks = X1 + X2 + X3 + X4 subject to 1X1 +4X3 ( 52 oz (bourbon limit) 1X1 +1X2 ( 38 oz (brandy limit) 1X1 +2[pic]X4 ( 64 oz (vodka limit) X2 +1[pic]X4 ( 24 oz (dry vermouth limit) 1X1 +2X2 ( 36 oz (sweet vermouth limit) All variables ( 0 Because a Chauncey (X1) is [pic] sweet vermouth, it requires 1 oz of that resource (each drink totals 4 oz). Problem 8-27 solved by computer: Mix 25. 99 (or 26) Chaunceys (X1) Mix   5. 00 (or 5) Sweet Italians (X2) Mix   6. 50 (or 6[pic]) bourbon on the rocks (X3) Mix 14. 25 (or 14[pic]) Russian martinis (X4) This is a total of 51. 75 drinks (in five iterations). 8-25. Minimize 6X11 + 8X12 + 10X13 + 7X21 + 11X22 + 11X23 + 4X31 + 5X32 + 12X33 subject to X11 + X12 + X13( 150 X21 + X22 + X23( 175 X31 + X32 + X33( 275 X11 + X21 + X31= 200 X12 + X22 + X32= 100 X13 + X23 + X33= 300 All variables ( 0 The solution is: X11 = 25, X13 = 125, X23 = 175, X31 = 175, X32 = 100 Cost = $4,525. 8-26. Let Xi = number of BR54 produced in month i, for i = 1, 2, 3. Yi   = number of BR49 produced in month i, for i = 1, 2, 3. IXi = number of BR54 units in inventory at end of month i, for i = 0, 1, 2, 3. IYi = number of BR49 units in inventory at end of month i, for i = 0, 1, 2, 3. Minimize cost = 80(X1 + X2 + X3) + 95(Y1 + Y2 + Y3) + 0. 8(IX1 + IX2 + IX3) + 0. 95(IY1 + IY2 + IY3) Subject to: IX0 = 50initial inventory of BR54 IY0 = 50initial inventory of BR49 IX3 = 100ending inventory of BR54 IY3 = 150ending inventory of BR49 X1 + Y1 ( 1,100maximum production level in August X2 + Y2 ( 1,100maximum production level in September X3 + Y3 ( 1,100maximum production level in October X1 + IX0 = 320 + IX1  Ã‚  BR54 requirements for August X2 + IX1 = 740 + IX2  Ã‚  BR54 requirements for September X3 + IX2 = 500 + IX3  Ã‚  BR54 requirements for October Y1 + IY0 = 450 + IY1  Ã‚  BR49 requirements for August Y2 + IY1 = 420 + IY2  Ã‚  BR49 requirements for September Y3 + IY2 = 480 + IY3  Ã‚  BR49 requirements for October All variables ( 0 A computer solution to this results in IX0 = 50, IX1 = 190, IX2 = 130, IX3 = 100, IY0 = 50, IY3 = 150, X1 = 460, X2 = 680, X3 = 470, Y1 = 400, Y2 = 420, Y3 = 630. All other variables = 0. The total cost = $267,028. 50. Solution to Chase Manhattan Bank Case This very advanced and challenging scheduling problem can be solved most expeditiously using linear programming, preferably integer programming. Let F denote the number of full-time employees. Some number, F1, of them will work 1 hour of overtime between 5 p. m. and 6 p. m. each day and some number, F2, of the full-time employees will work overtime between 6 p. m. and 7 p. m. There will be seven sets of part-time employees; Pj will be the number of part-time employees who begin their workday at hour j, j = 1, 2, . . . , 7, with P1 being the number of workers beginning at 9 a. m. , P2 at 10 a. . , . . . , P7 at 3 p. m. Note that because part-time employees must work a minimum of 4 hours, none can start after 3 p. m. since the entire operation ends at 7 p. m. Similarly, some number of part-time employees, Qj, leave at the end of hour j, j = 4, 5, . . . , 9. The workforce requirements for the first two hours, 9 a. m. a nd 10 a. m. , are: F + P1( 14 F + P1 + P2 ( 25 At 11 a. m. half of the full-time employees go to lunch; the remaining half go at noon. For those hours: 0. 5F + P1 + P2 + P3( 26 0. 5F + P1 + P2 + P3 + P4 ( 38 Starting at 1 p. m. , some of the part-time employees begin to leave. For the remainder of the straight-time day: F + P1 + P2 + P3 + P4 + P5 – Q4( 55 F + P1 + P2 + P3 + P4 F + P1 + P2 + P5 + P6 – Q4 – Q5( 60 F + P1 + P2 + P3 + P4 + P5 F + P1 + P6 + P7 – Q4 – Q5 – Q6( 51 F + P1 + P2 + P3 + P4 + P5 + P6 F + P1 + P7 – Q4 – Q5 – Q6 – Q7( 29 For the two overtime hours: F1 + P1 + P2 + P3 + P4 + P5 + P6 F1 + P1 + P2 + P7 – Q4 – Q5 – Q6 – Q7 – Q8( 14 F2 + P1 + P2 + P3 + P4 + P5 + P6 + P7 F1 + P1 + P2 – Q4 – Q5 – Q6 – Q7 – Q8 – Q9( 9 If the left-hand sides of these 10 constraints are added, one finds that 7F hours of full-time labor are used in straight time (although 8F are paid for), F1 + F2 full-time labor hours are used and paid for at overtime rates, and the total number of part-time hours is 0P1 + 9P2 + 8P3 + 7P4 + 6P5 + 5P6 + 4P7 – 6Q4– 5Q5 – 4Q6 – 3Q7 – 2Q8 – Q9 ( 128. 4 which is 40% of the day’s total r equirement of 321 person-hours. This also leads to the objective function. The total daily labor cost which must be minimized is Z = 8(10. 11)F + 8. 08(F1 + F2) + 7. 82(10P1 + 9P2 + 8P3 + 7P4 + 6P5 + 5P6 + 4P7 – 6Q4 – 5Q5 – 4Q6 – 3Q7 – 2Q8 – Q9) Total overtime for a full-time employee is restricted to 5 hours or less, an average of 1 hour or less per day per employee. Thus the number of overtime hours worked per day cannot exceed the number of full-time employees: F1 + F2 ( F Since part-time employees must work at least 4 hours per day, Q4 ( P1 for those leaving at the end of the fourth hour. At the end of the fifth hour, those leaving must be drawn from the P1 – Q4 remaining plus the P2 that arrived at the start of the second hour: Q5 ( P1 + P2 – Q4 Similarly, for the remainder of the day, Q6( P1 + P2 + P3 – Q4 – Q5 Q7( P1 + P2 + P3 + P4 – Q4 – Q5 – Q6 Q8( P1 + P2 + P3 + P4 + P5 – Q4 – Q5 – Q6 – Q7 Q9( P1 + P2 + P3 + P4 + P5 + P6 – Q4 – Q5 – Q6 – Q7 – Q8 To ensure that all part-timers who began at 9 a. m. do not work more than 7 hours: Q4 + Q5 + Q6 + Q7 ( P1 Similarly, Q4 + Q5 + Q6+ Q7 + Q8 ( P1 + P2 Q4 + Q5 + Q+ Q7 + Q8 + Q9 ( P1 + P2 + P3 Finally, to ensure that all part-time employees leave at some time: P1 + P2 + P3 + P4 + P5 + P6 + P7 = Q4 + Q5 + Q6 + Q7 + Q8 + Q9 The resulting problem has 16 integer variables and 22 constraints. If integer programming software is not available, the linear programming problem can be solved and the solution rounded, making certain that none of the constraints have been violated. Note that the integer programming solution might also need to be adjusted- if F is an odd integer, 0. 5F will not be an integer and the requirement that â€Å"half† of the full-time employees go to lunch at 11 a. m. and the other half at noon will have to be altered by assigning the extra employee to the appropriate hour. 1. The least-cost solution requires 29 full-time employees, 9 of whom work two hours of overtime per day. In actuality, 18 of the full-time employees would work overtime on two different days and 9 would work overtime on one day. Fourteen of the full-time workers would take lunch at 11 a. m. and the other 15 would take it at noon. Eleven part-timers would begin at 11 a. m. , with 9 of them leaving at 3 p. m. and the other 2 at 4 p. m. Fifteen part-time employees would work from noon until 4 p. m. , and 5 would work from 2 p. m. until 6 p. m. The resulting cost of 232 hours of straight time, 18 hours of overtime, and 126 hours of part-time work is $3,476. 28 per day. This solution is not unique- other work assignments can be found that result in this same cost. 2. The same staffing would be used every day. In fact, one would expect different patterns to present themselves on different days; for example, Fridays are usually much busier bank days than the others. In addition, the person-hours required for each hour of the day are assumed to be deterministic. In a real situation, wide fluctuations will be experienced in a stochastic manner. The optimal solution results in a considerable amount of idle time, partly caused by the restriction that employees can start at the beginning of an hour and leave at the end. Eliminating this restriction might yield better results at the risk of increasing the problem size.