Analysis Of George Orwell s 1984 - 1970 Words

1984 by George Orwell George Orwell’s novel, 1984, focuses on heavily on a fairly small lineup of characters, mainly focusing on the central character and protagonist, Winston Smith whose central conflict stems from his moral discontent with the tyrannical Party. Winston is an ultimately very relatable character, an ordinary man who finds himself fighting for his very existence as an individual against the unrelenting will of the government. Unlike Julia, the only other confirmed rebel in the novel, Winston’s insurrection is based off of ideals and he remains curious about how Oceania works and, more importantly, why it functions the way it does. ‘The immediate advantages of falsifying the past were obvious, but the ultimate motive was mysterious. He took up his pen again and wrote: I understand HOW: I do not understand WHY.’ (101) From his very introduction, Winston shows an intense, introspective intellect in his journal entries and monologues, without becoming too far removed from the average person. Throughout the novel, Winston transforms from a small, uncertain figure whose paranoia governs most of his actions to a brave, albeit reckless, man driven by passion. Through his approachable manner, Orwell succeeds in adding a very personal note to 1984, as Winston’s struggles and failures are very compelling and engaging. Winston himself often comes across as more of a symbol than a character; his struggle between individualism vs. collectivism and good vs. evil. TheShow MoreRelatedAnalysis Of George Orwell s 1984848 Words   |  4 PagesCritical Analysis In the George Orwell’s novel 1984, much of the society is watched and have no privacy of any kind. Every person in the Party is under surveillance. In effect, these people cannot live freely and independently, but it seems to be an impossible task because of of the Party surveillance, and how they limit thinking and manipulate reality. We can similarly see these concerns and their effects in today s society and the ways the novel also acts as a warning for the future. In 1984 a manRead MoreAnalysis Of George Orwell s 19841423 Words   |  6 PagesIn the novel 1984 by George Orwell, the Party has many strategies and tactics that help them have complete control of the people of Oceania. The control the Party has maintained gives them the ability to manipulate people as a result. The Party takes away the people’s freedom to have a say in their government and become their own person. They use their power to an extreme against the people rather than to help the people. The Party takes advantage of every opportunity to instill fear in the citizensRead MoreAnalysis Of George Orwell s 1984 949 Words   |  4 Pagesâ€Å"1984† is a story which takes place in what was then the future of England. The book illustrates a dystopian society in which a government figure named â€Å"Big Brother† rules above all. The country is surrounded by eyes so to speak, devices called â€Å"telescreens† are in houses and buildings to monitor wha t all of the citizens are doing via camera. Coupled with that is the existence of the â€Å"Thought Police† whose sole job is to monitor citizens from committing â€Å"thoughtcrime† which is essentially thinkingRead MoreAnalysis Of George Orwell s 1984 923 Words   |  4 Pages1984, is a book written by George Orwell giving the reader a view of what a dystopian government would be like. The government of Oceania controls the lives of it’s citizens; posters of a figure known as â€Å"Big Brother† are seen all over and emphasize that he is always watching it’s citizens. The government enforces rules and regulations amongst it’s citizens, restricting them from giving their own opinion or even opposing the government. Thoughtcrime, face crime, and double think are all strictlyRead MoreAnalysis Of George Orwell s 19841450 Words   |  6 PagesThose familiar with George Orwell’s â€Å"1984† will recall that â€Å"Newspeak was de signed not to extend but to diminish the range of thought.† I recently felt the weight of this Orwellian ethos when many of my students sent emails to inform me, and perhaps warn me, that my name appears on the Professor Watchlist, a new website created by a conservative youth group known as Turning Point USA. I could sense the gravity in those email messages, a sense of relaying what is to come. The Professor Watchlist’sRead MoreAnalysis Of George Orwell s 19841377 Words   |  6 Pagesvarious types of governments, such include democracy, oligarchy, and more specifically, totalitarian. A totalitarian government gains extensive amounts of control and power over all of their people, and dominate over every aspect of their lives. George Orwell’s â€Å"1984,† conveys to its readers how the government presented totalitarianism and obtained control over their citizens. This action by the government compares to the massacre of the Holocaust, which portrayed the act of totalitarianism by aiming discriminationRead MoreAnalysis Of George Orwell s 19841029 Words   |  5 Pages Imagine a world where everything you knew had to be forgotten, and you knew nothing more then what was being told to you. In George Orwell’s book 1984 this is exactly the case. Winston Smith, a m iddle aged man, lives a life already planned for him. Smith works at the Ministry of Truth rewriting the news and other articles to follow the teachings of Big Brother. Big Brother is the leader of Oceania, one of three world powers, and aims to rewrite the past to control the present. Oceania is separatedRead MoreAnalysis Of George Orwell s 1984 Essay1127 Words   |  5 Pagesfirst civilizations of mankind, yet it is difficult find one that is perfect even till today. George Orwell shows an example of this within 1984. 1984 was written based on what Orwell thought the government would be like in 1984. He used his personal knowledge and experience with the government to create his story. The setting of 1984 is set in a superstate where there is a totalitarian government. Within 1984 and the 21st century one major key stands out: corruption rules both governments. Trust isRead MoreAnalysis Of George Orwell s 19841026 Words   |  5 PagesIn 1984, by George Orwell violence contributed to the plot by having three stages of reintegration. The stages are to learn, understand, and to accept, Winston was forced to learn that 2+2=5 under torture, understanding that the party is good, and seeks power for its own. Winston accepts and understands the Party and Big Brother as soon as Winston wishes the burden of torture on someone else who he loves, and to learn that Big Brother is eternal and that 2+2=5, Winston then is committed and loyalRead MoreAnalysis Of George Orwell s 1984 1122 Words   |  5 Pagesfreedom. A growing debate concerning Orwell’s 1984 relevancy is quickly on the rise. Orwell’s fear of a totalitarian society led him to write this book as he lived during the totalitarian movement in Russia. The fear of a totalitarian society spreading sparked his fear and wrote this book to make people understand that it is not benef icial to society. I feel that with the the National Security Agency in the United States, the issue and relevancy of 1984 has never been higher. The public is discovering

Response to Shakespeares Presentation of the...

Response to Shakespeares Presentation of the Responsibilities and Obligations Placed on Sons by Fathers in Hamlet Hamlet, by William Shakespeare, is a play based on the theme of revenge (otherwise known as a revenge tragedy). However there are other themes to this play that may not be as obvious as the main. Love, hate, madness are all other themes to this play, along with the theme of responsibility to sons and fathers. This theme is sustained throughout the whole play when, at the climax, the responsibility of avenging his dead father is finally undertaken by Hamlet. The first example of the responsibility of fathers and sons is right at the beginning of the play with Hamlet and his father the old†¦show more content†¦The idea of this ghost is to force Hamlet into avenging his dead father, and is the pivot to which the entire novel is balanced. Without the entrance of the ghost there would be no reason for Hamlet to have suspected Claudius of being the murderer of his father and therefore he would not have avenged his father’s death. The ghost, by asking Hamlet to do this initiates the revenge theme. When the Ghost leaves Hamlet is left to contemplate what he should do now. He decides that he must avenge his father by killing Claudius, he ends the scene by saying â€Å"So, uncle, there you are. Now to my word. It is ‘Adieu, adieu, remember me’ I have sworn’t†. This means that he feels he must do this, it is his duty and he has promised his father that he will avenge him. Hamlet now has this obligation to his father and must complete it. He begins to dress in black clothes and mourns his father. He begins to look dishevelled and behaves oddly. Comments begin to be made, things like â€Å"No hat upon his head, his stockings fouled† and â€Å"ungartered, and down-gyved to his ankle†. Hamlet also begins to contemplate his revenge. He plans how he is going to kill Claudius, and how he disagrees with his mother’s marriage to him. Hamlet, many times, contemplates killing Claudius but never seems to be brave enough to do so; he is very much a procrastinator and wants to put off this revenge right till the perfect

Investement Free Essays

This case was prepared by Boris Morozov and Rebecca J. Morris both from the University of Nebraska at Omaha. The views presented here are those ofthe case authors and do not necessarily reflect the views ofthe Society for Case Research. We will write a custom essay sample on Investement or any similar topic only for you Order Now The authors’ views are based on their own professional judgments. Copyright  © 2009 by the Society for Case Research and the authors. No part of this work may be reproduced or used in any form or by any means without the written permission ofthe Society for Case ResearchOn June 1, 2006, the house lights dimmed at the Wall Street Journal’s All Things Digital conference. On the large screens fianking the stage, a film called the â€Å"Winds of Change† started. In the film, a dignified white-haired spokesman standing in front of sentimental images of puppies, babies, balloons and birthday parties began talking about the â€Å"golden days† at Kodak— the days of the â€Å"Kodak moment† in photography. Signaling a shift in the tone of the film, the spokesman looked straight into the camera and said, â€Å"Get’s ya misty, doesn’t it?Yep, they shoveled on the schmaltz pretty thick—but that kinda crap doesn’t work anymore. † Now people wanted everything to be digital, the speaker stressed, becoming more frenzied as he spoke about digital photography and K odak’s role in it. The viewing audience chortled when the speaker intoned. You thought they (Kodak) were just hiding out waiting for this ‘digital thing’ to blow over didn’t you? Oh, sure. For a while they were like, ‘Ohhh, there’s no way digital’s going to catch on’.. .But now Kodak’s back!With swelling enthusiasm, the spokesman extolled Kodak’s research and development in digital photography, ending by pulling at his hair and exclaiming, â€Å"You were a Kodak moment once and by God, you’ll be one again†¦ only this time its digital. Whooo-yeah! â€Å"^ The spokesman appeared somewhat startled by his own outburst and sheepishly walked off stage as the film ended and the lights came up. Wall Street Journal columnist, Kara Swisher then welcomed Kodak CEO, Antonio Perez to the stage to the audience’s vigorous applause and cheers. Paul Simon’s song, â€Å"Kodachrome† played as Perez took the stage.Swisher began her interview saying, â€Å"That was a really funny movie. I liked that film! † Her first question, however, was not so approving. â€Å"What happened,† she asked as Perez settled into his chair, â€Å"What from your perspective happened at Kodak—because it was one ofthe greatest brands in history? â€Å"^ SCR BUSINESS CASE JOURNAL Perez responded without hesitation, saying: First of all there was this notion that came out of incredible success. The notion was that maybe if Kodak doesn’t move into digital—the imaging world will never move into digital. .. They (Kodak) were running a business with gross margins between 60-70% and those things are hard to let go, especially when you are confronting a business model that is going to give you, if you are lucky, something around 30%. So that means that you have to change the whole company. From the way you design, to the way you manufacture, to the way you distribute, you know.. . the whole thing. It is very tough. So Kodak is very late to the digital space. But Kodak was not late in investing in digital. Kodak was very rich.Kodak hired very good people and those people were actually doing the right things. In the last fifteen years, Kodak developed one ofthe most impressive IP (intellectual property) portfblios-in digital capture, image processing, pixel technology and all sorts of things. .. color management, you name it—actually a leader in all of those spaces. Now, why didn’t they commercialize that? I don’t know. ^ 22 Referencing Kodak’s transition from traditional photography to digital, S wisher asked, â€Å"So, how did you get the film people out—because it’s a film company? † Perez described his approach saying.Basically, the model that I used when I visited the factories was looking at the audience and say, â€Å"How many [of you] have a digital camera? At that time it was about 60%, and I would say, well, you are the problem we have. We either move to digital—we either do this transformation effectively—or this company basically will cease to exist. There is nothing else. There is no time to argue about it†¦. This is over. We are already very late but we do have the tools that we need to make this happen. â€Å"* Eight months after the All Things Digital Conference, Kodak held its annual strategy meeting in New York City.Antonio Perez announced that Kodak had successfully completed a four-year, $3. 4 billion transformation and was poised for growth over the next four years (20082011). Investors, however, did not share Perez’s view ofthe firm. Kodak’s share price fell to a 30-year low following the strategy meeting amid skepticism about Kodak’s future strategy. ^ Pointing out that Canon had surpassed Kodak in sales of digital cameras and that Kodak’s EasyShare Gallery faced tough competition from services like Shutterfiy and Snapfish, analysts wondered whether Kodak had turned the corner. Other investors argued that the Kodak brand still had appeal for consumers and that the company’s transformation would take time. Speculation about a possible breakup of the company or mergers with other technology companies appeared in the financial press. ^ Had Kodak successfully adapted to the challenges ofthe digital space? Were there other strategies that Kodak should pursue? SCR BUSINESS CASE JOURNAL 23 Kodak’s Digital Strategy in 2003 Any evaluation of Kodak’s transformation needed to begin with a review of Kodak’s history in digital photography.Despite employing the engineer who invented the first digital camera (patented in 1978) and holding more than 1,000 digital-imaging patents,^ Kodak did not introduce a digital camera to consumers until 2001. Kodak’s moves paralleled those at many companies whose comfortable business models were threatened by rapid changes in information technology. When asked whether Kodak had moved into digital photography soon enough, then Kodak CEO Daniel Carp replied, â€Å"I saw my first digital camera inside Kodak in 1982. Today, we’re ar guably one ofthe top three providers of digital cameras in the U. S. So, we did the right thing. At the same time, we shouldn’t have walked away from the historical film businesses before they turned down, because it would have destroyed value. â€Å"^ Under slumping economic and competitive market conditions, Kodak faced tough pressure from its existing competitors as well as from new rivals in the area of digital photography—a $385 billion industry composed of devices (digital cameras and personal data assistants [PDAs]), infrastructure (online networks and delivery systems for images), services and media (software, film and paper) enabling people to access, analyze and print images.Even though Kodak had invested $4 billion’^ into digital research and related technologies since the early 1990’s and spent many years perfecting its digital cameras, Kodak’s status as an iconic brand was threatened by the technological shift away from its cash-cow business of traditional film and film processing. In July 2003, Kodak r eported fiat sales and a 60 percent drop in second-quarter profits. Since January 1, 2000, when Carp took over as chief executive of Kodak, the company’s revenues and net income had declined, its shares had dropped by 66%, and Standard Poor’s (SP) had cut Kodak’s credit rating by five grades. ^ Kodak had reduced its workforce by 49% since 1989, cutting 7,300 employees in 2002 alone. ^^ Plans were announced to eliminate up to 6,000 jobs in 2003 to stem future losses, cutting Kodak’s traditional photography divisions in Rochester, New York to fewer workers than the firm had employed during the Great Depression. ^^ Kodak’s balance sheets for 2000 to 2007 are presented in Table 1. Income statements for the same period are presented in Table 2.When announcing the latest rounds of workforce reductions in July 2003, Carp expressed his perspective on Kodak’s challenges saying, â€Å"I think we’re at the point where we have to get on with reality. The consumer traditional business is going to begin a slow decline, though it’s not going to fall off a cliff. † Kodak found itself saddled with assets and employees that were no longer relevant in the world of digital photography. Traditional photography involved factories where film, paper and other silver-halide chemical-based products were made by thousands of chemical technicians, film process technicians and color printer operators. In digital photography, images captured by electronic sensors could be displayed, printed, stored, manipulated, transmitted, and archived using digital and computer techniques, without chemical processing. Kodak recognized that digital photography would require different types of employees and began hiring top executives away from computer printer companies, such as Lexmark and Hewlett-Packard. These employees brou? it needed expertise in consvuner electronics and software development. ‘†* Kodak also began closing traditional fihn processing facilities and laying off workers. SCR BUSINESS CASE JOURNAL 24Table 1 Kodak’s Annual Balance Sheet 2000-2006 (In Millions 2006 ASSETS Cash Equivalents Net Receivables Inventories Other Current Assets Total Current Assets Gross Plant, Property Equipment Accumulated Depreciation Net Plant, Property Equipment Investments at Equity Other Investments Intangibles Deferred Charges Other Assets TOTAL ASSETS LIABILITIES Long Term De bt Due In One Year Notes Payable Accounts Payable Taxes Payable Accrued Expenses Other Current Liabilities Total Current Liabilities Long Term Debt Deferred Taxes Minority Interest Other Liabilities TOTAL LIABELmES EQUITY Preferred Stock Common Stock Capital Surplus Retained Earnings Less: Treasury Stock TOTAL EQUITY TOTAL LIABILTTIES EQUITY 1,487 2,669 1,202 199 5,557 10,372 7,530 2,842 36 420 2,869 1,599 997 14,320 17 47 1,003 764 1,735 1,405 4,971 2,714 1 21 5,225 2005 1,680 2,760 1,140 201 5,781 11,379 7,601 3,778 40 363 2,941 1,144 874 14,921 706 113 996 467 1,958 1,249 5,489 2,764 33 20 4,648 2004 1,258 2,544 1,158 688 5,648 12,694 8,182 4,512 532 188 1,924 1,203 730 14,737 400 69 868 2003 1,261 2,389 1,075 730 5,455 13,277 8,183 5,094 426 310 1,678 1,147 708 14,818 457 489 834 654 1,696 1,177 5,307 2,302 81 45 3,819 2002 578 2,234 1,062 660 4,534 13,288 7,868 5,420 382 53 981 972 1,027 13,369 387 1,055 720 584 1,739 892 5,377 1,164 52 70 3,929 2001 451 2,337 1,137 758 4,683 12,982 7,323 5,659 360 85 948 482 1,145 13,362 156 1,378 674 544 1,635 967 5,354 1,666 81 84 3,283 2000 51 2,653 1,718 869 5,491 12,963 7,044 5,919 0 0 947 0 1,855 14,212 150 2,056 817 572 1,358 1,262 6,215 1,166 61 93 3,249 581 1,989 1,083 4,990 1,852 67 25 3,992 12,932 12,954 10,926 11,554 10,592 10,468 10,784 0 978 881 5,332 5,803 1,388 14,320 0 978 867 5,935 5,813 1,967 14,921 0 978 845 7,832 5,844 3,811 14,737 0 978 842 5,852 3,264 14,818 0 978 849 6,840 5,890 1,111 13,369 0 978 849 6,834 5,161 2,894 13,362 0 978 871 7,387 5,808 3,428 14,212 SCR BUSINESS CASE JOURNAL Table 2 Kodak’s Annual Income Statement 2000-2006 (In Millions ^’^ 2006 2005 14,268 8,783 2004 13,517 8,311 2003 13,317 8,102 2002 12,835 7,391 2001 13,234 7,749 25 2000 13,994 7,105Sales Cost of Goods Sold Gross Profit SeUing, General, Administrative Expense Operating Income Before Deprec. Depreciation, Depletion, Amortization Operating Profit Interest Expense Non-Operating Income/Expense Special I tems Pretax Income Total Income Taxes Minority Interest Income Before Extraordinary Items Discontinued Operations Preferred Dividends Adjusted Available for Common Extraordinary Items Discontinued Operations Adjusted Net Income 13,274 8,278 4,996 3,101 1,895 1,331 564 262 86 -727 -339 254 7 5,485 3,485 2,000 1,406 594 211 49 -1,194 -762 689 4 5,206 3,340 5,215 3,339 5,444 3,260 2,184 818 1,366 173 -66 -164 963 153 17 5,485 3,333 2,152 919 1,233 219 -26 -891 97 32 -11 6,889 3,747 3,142 889 2,253 178 96 -39 2,132 725 0 ,866 1,031 835 168 62 -821 -92 -175 2 1,876 858 1,018 148 -23 -651 196 -66 24 -600 0 -600 0 1 -601 -1,455 0 -1,455 -57 150 -1,362 81 0 81 0 475 556 238 0 238 0 27 265 793 0 793 0 -23 770 76 0 76 0 0 76 1,407 0 1,407 0 0 1,407 SCR BUSINESS CASE JOURNAL 26 The switch by consumers to digital photography was coming much faster than expected and Kodak’s traditional film, papers and photofinishing businesses were declining. By the end of 2003, analysts expected that d igital cameras would begin to outsell film cameras for the first time in the United States. The digital photography industry was fast-paced and more crowded, offering razor thin profit margins.In September 2003, Kodak aimounced an aggressive four-year plan to transform the company into a digital photography firm, replacing decliniag revenues and profits in the traditional fihn segment with growing digital revenues and profits. Job cuts and plant closures were prominent aspects of the firm’s restructuring plans. Kodak armounced digital and film imaging strategy focused on four components: â€Å"(1) Manage the traditional film business for cash and manufacturing share leadership; (2) Lead in distributed output; (3) Grow the digital capture business, and (4) Expand digital imaging services. â€Å"^^ The traditional film business would be â€Å"managed† through organizational consolidation, cost reduction and reductions in both advertising spending and the number of unique products.Kodak hoped to expand its leadership in emerging markets, such as China and Russi a, anticipating strong growth in these two markets for traditional fihn products. Distributed output referred to the market for printed photos. Kodak plarmed to dominate all channels for printed photos—retail (minilabs and kiosks), home (printer docks and photo papers) and online printing of photos (Kodak’s Ofoto site). The digital capture component of the plan addressed digital cameras and Kodak’s plans to become the industry standard for ease of use and to achieve top three worldwide market share by 2006. Last, Kodak planned to expand services both online (photo album sharing) and in mobile markets (sharing and printing of photos captured with mobile phones).By the end of trading on the day ofthe digital strategy announcement, Kodak’s stock fell to an 18-year low. Institutional investors criticized Kodak’s announced strategy, expressing annoyance at the company’s intention to invest in inkjet printing, a business dominated by Hewlett Packard. ^ ^Investment analyst. Shannon Cross, expressed the concerns of many investors saying, â€Å"There are so many questions with regard to Koda k’s future strategy. .. the track record we’ve seen out of management in terms of being able to hit targets and implement a strategy has been pretty spotty. â€Å"^’ The Years 2003-2007 Although shareholders and numerous investment analysts openly criticized the strategy, Kodak began implementing the new digital vision for the company.Since 2003, Kodak had pared costs through layoffs and plant closings in the traditional film division, sold off underperforming business units and increased its research and development investment in ink-jet printers. More than one hundred buildings in Kodak Park in Rochester, New York that had formerly housed thousands of employees had been razed, imploded, or sold by 2007. ^ ° From the company’s peak in 1988, Kodak had cut 115,000 employees through divestitures, plant closings, and layoffs. Kodak expected to end 2007 with only 30,000 employees. ^^ Although job cuts would eventually represent cost reductions and improvements to the firm’s bottom line, restructuring costs since 2003 were estimated to total $3. 8 billion. ^ Investment analysts believed that the high costs of Kodak’s shift to a digital strategy would be worth the price if the company was successful at growing profits from its digital products. ^^ Other analysts were unconvinced, saying â€Å"We are increasingly skeptical that EK (Kodak) can efficiently generate SCR BUSINESS CASE JOURNAL 27 digital revenue growth and we think additional plant closings, job cuts and development costs will continue depressing results. â€Å"^†* Some analysts worried that the continual charges against earnings and mounting debt might leave Kodak strapped for important funds for research and development. ^^ Competitive pressures in digital photography made innovation important but raised concems for some an alysts. Kodak â€Å"lost their magic touch.There are way too many people producing similar technology better,† one analyst said. ^^ The important events in Kodak’s history since 2003 are shown as Table 3. Leadership of Kodak also was in transition during this period. In May 2005, Antonio M. Perez replaced Daniel Carp as Chief Executive Officer of Kodak. Perez had come to Kodak in 2003 after working 25 years for Kodak’s competitor, Hewlett-Packard. ^^ Perez brought his extensive expertise in digital imaging technologies to Kodak and quickly became the leader of Kodak’s digital transformation. Perez had been instrumental in formulating Kodak’s restructuring strategy as he was Kodak’s President and Chief Operating Officer in 2003. ^ Despite the ongoing criticism of investment analysts, Perez remained optimistic about Kodak’s prospects saying. We said in 2003 that it would take us four years to transform this company. The first two years were loaded with restructuring costs, and the analysts are reacting to that. My response is: Well, hello, we are following our plan. We said we’d grow digital revenue and profits, and generate a healthy amount of cash, and we are doing all ^^ SCR BUSINESS CASE JOURNAL Table 3 Key Events for Kodak 2003-2007 28 Date January 26, 2005†²Ã¢â‚¬  February 2,2005†³ March 2005†³ May 11,2005†³ January 5,2006†³* January 12, 2006’^ January 30, 2006†²Ã¢â‚¬  March 2006†³ August 1,2006’* January 10,2007’^ February 1,2007 April 26,2007^† May 2007†³*’ May 14, 2007^’Event Kodak’s digital revenue rose 40% in the fourth quarter of 2004, more than offsetting a 16% decline in revenue for traditional film products. Kodak announced that for the first time, Kodak held the leading market share for digital cameras in the United States with 21. 9% share. Kodak changed the name of Ofoto, the online photo-sharing and printing site they had acquired, to Kodak EasyShare Gallery. Antonio M. Perez was announced as the next CEO of Kodak. Perez took over on June 1, 2005. Former Kodak CEO, Daniel Carp retired at age 57. Kodak announced a 10-year partnership with Motorola to develop mobile camera phones with Kodak sensors. Nikon stopped making most of its traditional film cameras.Kodak’s digital revenues for 2005 exceeded revenues from traditional film for the first time. Digital revenues were 54% of total sales. Konica Minolta announced that it was exiting the photography industry. Some ofthe firm’s photography assets were sold to Sony. Kodak announced that it would outsource the production of all digital cameras to Flextronics, a leading electronics manufacturing services provider headquartered in Singapore. Kodak announced the sale of the health care imaging division to ONEX for $2. 35 billion. Half of the proceeds were to be used for debt reduction. The sale of the division resulted in a decrease of 8,100 employees for Kodak.Kodak announced the first quarterly profit in eight quarters. Revenues for digital photography products had declined by 13%. Kodak announced a partnership with BestBuy to create the BestBuy Photo Center. The center provided Kodak’s EasyShare Gallery to BestBuy online consumers. The partnership would also provide for display of Kodak Gallery’s photo gifts (mugs, purses, etc. ) in BestBuy stores. BestBuy would also offer pre-paid cards for prints and gifts. Kodak’s digital consumer group sales (cameras, printers and retail printing) fell 14% due to Kodak’s decision to stop offering low-end digital cameras and an industry-wide decline in printing snapshots.Kodak announced a partnership with Target to produce a co-branded site that permitted consumers to order photo prints online and pick them up in Target stores. The partnership also provided for display of Kodak Gallery’s photo gifts in Target stores and for pre-paid photo cards. SCR BUSINESS CASE JOURNAL 29 One ofthe important changes championed by Perez was Kodak’s new business model in inkjet printers. Kodak was upending the traditional business model in inkjet printers. Instead of pricing the printer devices low and making profits on high-priced ink cartridges, Kodak planned to sell higher-priced printers that used significantly less expensive printer cartridges. For example, Kodak’s new line of all-in-one printers was priced at $149-$299, at least $50 more than comparable models. *^ The cost ofthe Kodak printer cartridges was significantly less, however, running $10 for black ink and $15 for the color cartridge. â€Å"*^ The Kodak printers were expected to save consumers 50% over the lifetime ofthe printer due to the cheaper printer cartridges. â€Å"*^ Although some analysts reacted positively to the new pricing model, others were doubtfiil saying. They (Kodak) are not fools, they are going after the sweet spot ofthe market, the people who print a huge number of photos at home, but they are up against big companies that can give a haircut to their own prices if they * ^ There was also some skepticism that consumers would pay more initially in order to save money over the lifetime of the product.A market research analyst described the consumers’ perspective saying, â€Å"When it comes to printers, consumers look for the features they want, and then find the least expensive device that offers them. It is only later that they get sticker shock, when they’re spending $50 for ink. â€Å"^^ For its part, HP had adopted a â€Å"wait-and-see† posture regarding Kodak’s new printer pricing model. If Kodak’s printers gained share, HP was prepared to respond. Kodak â€Å"is going into a gunfight with a knife,† responded Nils Madsen, marketing director for HP inkjets. ‘* Kodak predicted that it would take at least three years for the new printers to be profitable. â€Å"*^ Despite reporting a narrower first-quarter net loss in 2007, Kodak’s financial results were continuing to show signs of stress.Sales of Kodak’s digital camera group (including digital cameras, printers and retail printing) fell 14% during the first quarter of 2007. Traditional film revenues declined 13% over the previous year. ^^ Kodak was losing less money, however, investors were expecting more. â€Å"Kodak needs not only to restructure, but to change its business. That’s a bigger project. They don’t have an overnight fix,† said one investment fund manager. ^^ Sacrificing current earnings to focus on long term success was a gutsy decision and members of the investment community wondered whether Kodak’s executives had the fortitude to continue to pursue it and whether tiie path Perez had outlined for the company was indeed the right path. One investment manager siunmarized his perspective saying.That company (Kodak) used to be my favorite example of an old-tech company behind the eight ball. Kodak has crossed the Rubicon and gotten past denial. It may be struggling to figure out which road to take, but finally the company understands that the one it was on was getting it nowhere. You know what happens if you sit back and let history happen to you, so you’ve got to take a shot, and that’s what they’re ^^ Kodak also had to consider its strategies in light of changes within the digital photography industry. Much had happened since the launch of Kodak’s digital strategy in 2003. Important trends included rapidly improving technologies, increases in the quality and use of SCR BUSINESS CASE JOURNAL 30 amera-enabled mobile phones, maturing demand in the United States, rapid adoption of digital photography in foreign markets, and increasing competitive challenges. Improved Technologies and a Shorter Product Life Cycle Like most technologies, the market for digital photography continued to rapidly change. Technological innovations improved the resolution of digital cameras (increased the mega pixels captured and thus improved the quality ofthe photos when enlarged). Improvements in optical and electronic technologies and subsequent reductions in production costs resulted in the introduction of higher margin, digital single-lens reflex (SLR) cameras into the market.These cameras featured interchangeable lenses and appealed to consumers buying their second digital camera and to photography enthusiasts who could utilize the traditional camera lenses they already own ed on the new SLR digital camera bodies. Many digital SLR models offered significantly better image quality than point-and-shoot digital cameras due to their use of larger imaging chips. Industry insiders expected strong growth in the digital SLR segment of the market as consumers looked for more capabilities and flexibility in their digital cameras. Canon, Nikon, Sony and Panasonic dominated the market for low-cost digital SLRs in 2007. Camera makers found the product life cycle of the digital era to be markedly different than the rather stable product life cycle of traditional photography.For example, the Nikon topof-the-line F-series of fllm cameras had been redesigned only six times over ahnost 50 years of production. ^ By 2006, new features-laden digital camera models were introduced every few months rather than years apart. Makoto Kimura, president of Nikon Imaging summed up the change saying, â€Å"In the past, as a camera maker we were able to take it easy, watch what was happening. Now, we’ve had to revitalize ourself â€Å"^^ Industry analysts believed that the faster product life cycle and the demands for technological innovations favored consumer electronics companies rather than traditional camera makers—in manufacturing and in distribution.Electronics companies such as Sony possessed the ability to d esign and manufacture many of the components integral to digital cameras whereas traditional photography companies such as Kodak lacked these capabilities and had to purchase components ftom other electronic companies. ^^ Distribution of cameras also shifted with the digital age in a way that favored consumer electronics companies. Consumers were increasingly purchasing even relatively expensive digital cameras at electronics chains such as Best Buy, Staples, and Circuit City rather than at smaller specialty photography shops. Consumer electronics companies already understood the inventory and logistics demands of the national chains, while traditional photography companies struggled to gain valuable shelf space. As one researcher put it, â€Å"A new wave of technology has given the newcomers the upper hand.For the consumer electronics companies, digital photography has been all upside, while the photo industry was stuck in a slow evolution stage. â€Å"^^ Gains in Mobile Phone Camera Quality and Usage Technological improvements in the resolution of photos captured on mobile phones had increased significantly. In 2006, Nokia offered a mobile phone model with Wi-Fi capabilities and an integrated t hree-mega pixel camera. ^^ Other mobile phone manufacturers offered phones with an integrated two-mega pixel camera. Consumers increasingly expected that their mobile SCR BUSINESS CASE JOURNAL 31 phones would contain an integrated camera. Approximately 30 million U. S. obile phone owners used their phones to capture images in 2005, an increase of 180% over the previous year. ^^ By 2009, nearlv 70% of mobile phones were expected to contain cameras with multimega pixel resolutions. Analysts further expected that the improved resolution ofthe integrated cameras in most mobile phones would decrease the demand for disposable traditional film cameras and could have a negative impact on low-end stand-alone digital cameras. ^’ Because consumers carried their mobile phones with them constantly, the integrated cameras provided a convenient way to capture images during their daily activities as well as at special events, such as concerts and parties.Improvements in mobile phone cormections to wireless networks also made it easy for users to upload and share images with friends and family. Figure 1 depicts the increase in digital image captured using mobile phones. †¢ 62 Figure Digital Images Captured Worldwide, 2002-2009 50OT c 400 D Camera phone images captured 9 Digital camera images captured 2002 2003 2004 2005 2{K}6 2007 2008 2009 Source: Lyra Researcti, lrc. , Consumer Imaging Intelligence, Second-Half 2005 Forecast Maturing U. S. Demand In 2006, signs indicated that the digital camera market was maturing. After growing by almost 670% from 2000-2005, unit sales of digital cameras were slowing with an increase of only 26% forecasted for 2009. ^ Prices of digital cameras were also declining, making profitability more difficult for makers of low-end cameras.For example, digital cameras with less than 4 mega pixels of resolution dropped in price by 40% in 2006. In contrast, higher-end digital SLRs tended to maintain the same price points, adding value for consumers by packing each successive model with even more features. There was a glimmer of hope for some growth in the digital photography industry as some analysts believed that U. S. consumers were upgrading their digital cameras more frequently than had been previously expected. The replacement rate was estimated at every two SCR BUSINESS CASE JOURNAL 32 to three years rather than every four years as initially predicted. ^^ However, demand was expected to decline in 2007 and beyond as many consumers had completed their upgrade cycle and fewer new consumers were entering the market. An expected slowdown in the U. S. economy further contributed to a slowdown in demand for digital cameras.Higher interest rates were beginning to depress consumer spending in 2005 as the percentage of disposable income that U. S. households paid for their mortgages and consumer debt was increasing. ^^ Growth Possibilities Abroad Digital camera sales were expected to slow down in North America in 2007, but remained strong in Europe and Japan. Emerging markets were also expected to provide growing demand as camera prices fell. ^ In 2007, digital cameras were in strong demand in Central and Eastem Europe. Unit sales of digital cameras showed substantial increases in Russia (up 30%), Ukraine (up 70%), Poland (up 15%), Hungary (up 18%), and the Czech Republic (up 7. 7%) over 2005 sales. ^^ Although more cameras were purchased, sales revenues actually declined as a result of declining prices due to technology advances and competitive pressures. The top three vendors in the region in 2006 were Canon, Sony and Olympus (in order of share). ^^ Analysts expected continued sales growth in the region but noted that demand for digital cameras had matured in the Czech Republic.  ° China was seen as a market with enormous potential for digital camera sales due to improving economic conditions and China’s more open posture to the rest ofthe world as the 2008 Olympic Games in Beijing approached. Sales were expected to grow from approximately 3 million units in 2004 to between 6. 5 and 10 million units in 2008. ^^ Growth in Chinese disposable income in the major industrialized cities such as Beijing, Shanghai and Guangzhou had created a market of 400 million potential customers for products such as digital cameras. ^^ Interest in photography was keen among Chinese consumers as more Chinese began traveling abroad and wished to bring home photos from their trips. The World Tourism Organization predicted that approximately 100 million Chinese would travel abroad in the year 2020 (an increase of 500% over 2003 figures). ^Digital camera sales to consumers outside urban areas in China were expected to be slower. Lower disposable income and need for higher priority items like household appliances caused rural Chinese consumers to delay their purchase of digital cameras. ^^’*^ Furthermore, distribution channels in rural areas were not well developed. No major electronics chain equivalent to Best Buy or Circuit City existed outside the major ^^ Contrary to earlier industry predictions, Chinese consumers did not buy traditional film cameras as their purchasing power increased, but preferred to leapfrog the older technologies to buy the latest digital camera models. ^ Sales of traditional film cameras and film canisters declined much more rapidly in China than had been anticipated; leaving companies that had depended on selling these products a t risk of being jumped over by the newer technologies such as digital cameras and camera-phones. ^^ By 2006, more Chinese consumers owned cameraphones than digital cameras. ^*SCR Battling for Market Share BUSINESS CASE JOURNAL 33 The disruptive technology of digital photography had proved challenging for many traditional camera makers. In 2006, Konica Minolta announced that it would withdraw completely from the photography industry—despite being the third-largest producer of traditional photo film. ^ Nikon announced plans to gradually halt production of five models of traditional film cameras, leaving only two film cameras in its product portfolio. *^ Other traditional camera companies, such as Canon, thrived in the new digital world. Canon had become the world leader in digital cameras with an ahnost 19% share in ^^ Consumers were offered more choices in the digital camera marketplace as companies in the consumer electronics industry began offering digital cameras. Notable examples included Samsung, a consumer electronics company with a strong position in the camera-phones segment and Hewlett Packard with strongholds in printers and personal com puters.Consumer electronics companies were formidable entrants into the digital photography industry due to their strong brand awareness with consumers, established distribution channels and experience with many of the technologies involved in creating digital cameras. The competitive position of the companies in the digital camera industry rose and fell as consumers demanded more features, improved technologies and lower prices. The U. S. market shares of the top ten digital camera makers are shown as Table 4. Analysts believed that the strong gains shown by Canon and Nikon from 2005-2006 were due to their introduction of lowcost digital single lens reflex cameras (SLRs). ^^ Worldwide, Canon led in digital camera sales with a 18. % share in 2006. *^ Sony followed with a 15. 8 percent share while Kodak was third at 10%. ** Both Canon and Sony benefitted from consumer interest in single-lens reflex models as well as growing demand in emerging markets. Sony’s share ofthe global market increased as a result of its purchase ofthe digital single-lens reflex division of Konica Minolta in 2006. ^^ In the digital SLR segment ofthe industry. Canon held 46. 7% share in 2006, followed by Nikon in second with 33% share and Sony at third with 6. 2% ^^ o H a m en Olympus Samsung Fujifilm Panasonic Casio (N 068, 500 940, 800 867, 000 045, 700 185, 856, 500 496, 400 444, 700 046, 300 955,000 inChange Change From Shipments Market From Previous Previous Share Year Year 21% 000 000 18% 39% 780 000 17% 10% -31% 050 000 25% 44% 31% 326 400 68% 130. 600 18% -5% 964, 800 -15% 120% 680,500 N/A -19% 1,780,600 199% 350,000 N/A 136% 405,000 N/A Shipments m ^ ^ 587 600 330 000 880 000 381 600 804 900 317 400 N/A 1,782,600 N/A N/A ^ ^ V/N es H a 2 ‘Ho 2006 2005 2004 Shipments Market Share Market Share cn 00 Canon Sony Kodak Nikon ^ 00 20% 17% 16% 10% cn o o cn ( N g E g o 19. 4% 21. 9% 6. 2% 8. 1% 10. 4% N/A 8. 0% N/A SCR BUSINESS CASE JOURNAL 35 In segmented market share, signincant differences were evident in the purchasing preferences of male versus female consumers.Men seemed to prefer Canon while women preferred Kodak. ^* Analysts attributed the gender difference to women’s preference for simplicity and desire for high-quality prints that could be shared with family and friends. Kodak met these needs for women with their point-and-shoot camera models and the EasyShare docking station. Men preferred the SLR models offered by Canon while Kodak was their fourth most popular choice behind Sony and Olympus. ^^ Gender differences were also observed in what users did with their digital photos. Women believed digital prints were more important than men (63% versus 53%). ^ ° Women printed approximately 35% ofthe digital photos they took while men printed only 25%. ‘ Men â€Å"took the picture and put it in the computer. But then it was like a roach motel for pictures. They never got out,† one industry insider reported. ^^ Although digital camera makers recognized gender differences in purchasing and usage behaviors, care was taken to address the needs and preferences of both men and women when designing and marketing photography products. For example. Canon utilized Russian tennis star Maria Sharapova in television advertising because she appealed to both men and women. by Representative data on the number of camera models and suggested retail prices offered the top five digital camera companies is provided as Table 5. jaPM a a O -t P GO O PH o O O I U U O m 00 ^ â€Å"3 O) -^ II II ^1 O uj N 0;gt; (Zl H et ‘S a  § PH 11 I « C †S a ON n Os O ON ^ 5 . -i g A †¢a †¢(-. †¢ S †¢^ o 6^ 6O â€Å". agi 00 — 0U-3  « le ^ a† y^ ob ^ e C3 .a o CM s †¢a Pi †¢O 6^ II O O Os  »2 O S— o u 1 o 00 00 o si ‘5b’p -2 S–S fe PL, ao o O ^ g a es .^5 a ^-3S a o U SCR BUSINESS CASE JOURNAL A New Kodak Emerges 37 In January 2008, Kodak announced that its turnaround was officially over. In advance of the company’s annual strategy meeting in New York City on February 7, 2008, Perez announced: It is with great pride that I introduce the new Kodak, a company with a new spirit and winning attitude.While completing a difficult and unprecedented business transformation, we also created breakthrough products and services that feature Kodak’s hallmark innovation, winning customer acceptance and critical praise for a brand renowned for its smart use of technology. In 2008 and beyond, we will leverage the innovative thinking of Kodak people to deliver on our commitments to shareholders and increase the value of this great company. ^^ Kodak executives pointed to multiple metrics to demonstrate the extent of the firm’s transformation. Kodak’s industrial park in Rochester, New York had been reduced from 1,600 acres to 700 acres since 1998. ^ °Ã‚ ° Eleven film plants had been shuttered, leaving the company with only three film plants worldwide. ^ ° ^ As shown in Figure 2, the number of Kodak workers had been reduced from 145,300 in 1988 to around 30,000 at the end of 2007.  °^ More than half ofthe remaining employees were considered â€Å"new,† joining Kodak since the launch ofthe firm’s digital strategy in 2003. ^ °^ Revenues from the Consumer Digital Imaging Group (CDIG) had increased substantially since 2003. CDIG included digital cameras, inkjet printers, camera sensors, digital picture frames, online photo finishing, and digital photo kiosks. As shown in Table 6, CDIG revenues had almost doubled, growing from $2. 37 billion in 2004 to $4. 63 billion in 2007. Kodak did not report profitability data by product segment. SCR BUSINESS CASE JOURNAL 38 Figure 2 Kodak Sales, Gross Profit ; Net Income Per Employee*** 2002-2006 350,000 300,000 250,000 200,000 150,000 = o Q 100,000 50,000 0 50,000 2002 H Employees D Sales/Employee †¢ Gross Profit/Employee †¢ Net Income/Employee 70,000 $183,357 $77,771 $11,000 2003 63,900 $208,404 $81,612 $4,147 2004 54,800 $246,661 $95,000 $10,146 2005 51,100 $279,217 $107,339 $(26,654) 2006 40,900 $324,548 $122,152 $(14,694) o o o o m ( ^ . -H ON o 1-H s? ON ON rj !004 Perc ri †¢n 00 Tl Tl Tl 00 ^H m ON o ON VO O .-H’ NO ON Tl .-H in †¢n VO o t^ a O n rj VO O 00 O 1-H 00 CN T-H o o T—H ri VO ri m O a Gro o tems ai a s a O a o (3 S U g u a ‘ S onsnmer Digi CJ r 1 Outside the U. Inside the U. S raphic Comm ilm ; Photofi Outside the U. Inside the U. S U U 11 other ealth Gronp . 5 ‘ 5 s ‘ S e t (3 / anna^ n u SCR BUSINESS CASE JOURNAL 40 Building implosions were another symbol ofthe firm’s makeover.Kodak had shed more than 100 buildings since the 199O’s, imploding three massive buildings during the summer of 2007 that had formerly housed manufacturing processes for the firm’s film, paper and other chemical-based products. ^ °^ As the rubble of the old chemical plants was cleared, Kodak executives gave presentations for technology stock analysts praising Kodak’s successful turnaround. The presentations were entitled â€Å"A New Kodak Emerges† and emphasized the end of Kodak’s restructuring program; the creation of high margin businesses, such as consumer inkjet printers and camera sensors; and Kodak’s expected return to sustainable profitability.According to company executives, Kodak had a clear advantage in the digital space due to its specialized knowledge of materia ls science (the result ofthe firm’s 100-plus years of experience in traditional photography) and digital image science (through the firm’s strong intellectual property in digital technologies). However, stock analysts remained skeptical of the success of Kodak’s transformation, continuing to question the competitive success ofthe inkjet strategy and Kodak’s value proposition for camera sensors. Analysts further questioned the adequacy of Kodak’s spending for research and development given the number of major initiatives it was pursuing. In 2007, Kodak spent 5. 19% of sales or $536 million on research and development, while Canon spent $3,351 billion or 8. 22% of sales on a more singular research agenda.  °^ Others continued to express concern about the commoditization of many of the business segments in which Kodak operated, persistently asking Frank Sklarsky, Kodak’s chief fmancial officer, â€Å"So, where are you making your money? I just want to know. It isn’t clear.. . â€Å"‘ °^ The stock analysts’ continued unease over Kodak’s fixture was refiected in their stock recommendations with ten of eleven key analysts rating the shares as either neutral or as Despite the Kodak officers’ assertion of successfiil transformation, there was open speculation in the press about the possibility of a breakup of Kodak or mergers with either Xerox or Hewlett Packard.Perez dismissed the notion of a merger with HP saying, â€Å"I don’t have any comments about that. All those rumors—^there are many other rumors too. I wouldn’t pay much attention. â€Å"^ ^^ Other rumors included mergers with Dell, a leveraged buyout by a private equity firm or billionaire investor. Warren Buffet’s interest in Kodak as an investment. ‘^^ When questioned about the possibility of a breakup, Perez retorted, â€Å"They don’t know anything about the company. Why would you do that? I don’t see any good financial reason to do that. â€Å"^ Were the â€Å"winds of change† continuing to blow for Kodak? Was Kodak’s transformation successful or were there other changes needed?Was it time for Kodak to merge or pursue a breakup? Or was a leveraged buyout Kodak’s best option for remaining independent?EndnotesDigital Camera Turns 30-Sort Of. The Associated Press, http://www.msnbc. msn. com/id/9261340/. Online Extra: What it ‘Boils Down To’ for Kodak. (November 23, 2003). How to cite Investement, Papers

Sexual and Gender Identity, Personality, and Eating Disorders, classifications, components free essay sample

Abnormal disorders diagnosed in the DSM-IV-TR, a multi-axial diagnostic tool, used by clinicians, psychologists, psychiatrists, and medical professionals for the classification of mental disorders (Hansell Damour, 2008). Axis I and Axis II of the DSM-IV-TR covers classifications of mental disorders that include unwelcome types of distress and impairment, that constitutes mental disease, disorder, and or disability. This paper takes into account the diagnostic categories of sexual and gender identity, personality and eating disorders along with the basic distinction. Axis I and Axis II provides a quick reference for the three disorders. Sexual and gender identity disorders tend to be deviant, unsuspecting, fetishism,and erotic. Personality disorders tend to be enduring, pervasive, and subjectively indistinguishable; whereas eating disorders include feelings of hunger, are self-induced, self-defeating, and emotional. This paper will address the biological, emotional, cognitive and behavioral components of three Axis I and Axis II, sexual and gender identity, personality and eating disorders: anorexia bulimia, a, gender identity, exhibitionism, schizoid, paranoid. Diagnose and evaluate our case analysis of Alfred C. Kinsey, inadequate feeling of himself, which gained him explicit interest in sex. Major DSM Categories Sexual and Gender Identity Sex and gender disorders fall into the Axis I categories of: sexual dysfunctions, sexual desire, sexual arousal, sexual pain disorders, orgasmic, Paraphilia’s, and gender identity disorder. When considering sex and gender disorders it is imperative to keep in mind that normal and abnormal behaviors occur on continuing bases and that the factors of impairment and distress most often signify abnormality (Hansell Damour, 2008). Personality Disorder This classification begins with the general definition of personality disorder that has an unhealthy array of behaving, thinking and functioning that applies to each 10 personality disorders these include: paranoid, schizoid, schizotypal, antisocial, borderline, histrionic, narcissistic, avoidant, dependent and obsessive-compulsive personality disorder. Axis II disorders are more pervasive and less able to be independently distinguished. Personality disorders still include the elements of distress and impairment as guidelines for the diagnosis of dysfunction. Eating Disorder The DSM-IV-TR includes two Axis I categories of eating disorders: anorexia nervosa, restricting to binge-eating, purging types, and bulimia nervosa restricting to purging and non-purging types. Anorexia nervosa affects between 0. 5% and 1% of the general population in the United States currently and bulimia nervosa affects up to 3% (Hansell Damour, 2008). When considering eating disorders it is important to take into account that some sub-groups in the American culture have extremely low body, such as gymnast and models, which complicates the diagnosis of eating disorders. Components of Sexual and Gender Identity Biological There are many biological factors that can affect sexual function. Biological components include aging, cigarette smoking, poor diet, medications, medical illness, brain injuries, and some degenerative diseases have been implicated in paraphilia’s. Research has discovered a connection in gender identity disorder to predispositions in the endocrine system which affects sexual and gender behaviors (Hansell Damour, 2008). Emotional Freud believed deviant sexual behavior is a defense mechanism in response to an internal emotional conflict and such behaviors provide a protective function. The inability to cope with and exert control over past humiliation fits right into paraphilia’s (Hansell Damour, 2008). In gender identity disorders, research emphasizes deviant or deficient parental relationships (Hansell Damour, 2008). Cognitive The greatest component that affects sexual functioning is anxiety. It is generally fluid by cognitive aspects such as psychological hang ups and emotional response. The individual is sexually aroused to deviant stimuli, which create maladaptive thought processes to accommodate the perceived deviance. The inappropriate behavior  preserve the maladaptive thoughts required to accommodate the behavior (Hansell Damour, 2008). Behavioral Deviant sexual behavior can be learned by observing abnormal sexual behavior or participating in such behavior. Children rewarded for inappropriate sexual behaviors, (such as viewing or participating in pornography) can develop paraphilia. Therapy can focus on re-establishing healthy sexual behavior by reinforcing more appropriate behaviors (Hansell Damour, 2008). Components of Personality Disorder Biological Many personality disorders have been linked to genetics. Biological components disorders in personality disorders include altered brain structures, reduced gray and white matter, various neurotransmitter abnormalities, prenatal substance exposure, and low serotonin levels. The beliefs that some personality is the result of an overlap of genetics and environmental effects. Emotional Personality disorders generally reflect a disruptive childhood from which the child learns to rely on maladaptive defense mechanisms. Parental criticism and ridicule are central themes underlying these disorders. Additional research supports claims of childhood sexual or physical abuse, although this is not always characteristic in these disorders (Hansell Damour, 2008). Cognitive Cognitive components of personality disorders include the understanding that childhood experiences shape specific thought patterns or outlines, which have a significant effect on patterns of the individual’s behavior and perception which later becomes the personality. Maladaptive belief’s and behaviors are characteristics in personality disorders were therapy works towards replacing these beliefs and behaviors with more effective and useful ones. Behavioral Personality disorder are produced by maladaptive behaviors and thought processes created in childhood which persist because individuals are usually attracted to experiences that fit into their lives whether or not they are maladaptive. Therefore the maladaptive behaviors are maintained. People affected with personality disorders dictate underlining beliefs onto every facet of their lives, yet they have difficulty questioning these beliefs (Hansell Damour, 2008). Components of Eating Disorders Biological Biological components include a genetic factors, hormonal and neural abnormalities. Individuals who have hormonal and neural abnormalities tend to have no control over their eating habits, which causes them unleveled amounts of hormones related to hunger. Bulimia nervosa is linked to low hormone amount that suppress the appetite, this causes the individual to feel excessively hungry. It is the reverse case for anorexia nervosa. Emotional Eating disorder may be a complex reaction to high expectations set by parents and promoted by the individual. The body image becomes the high standard to an individual and not achieving it becomes the emotional instability part of their lives. Many strive toward high expectations and suffer the effects of not reaching those (Hansell Damour, 2008). Cognitive According to Hansell and Damour (2008), cognitive explanations of eating disorders emphasizes on rigid maladaptive beliefs, fixed thought patterns, self-defeating and self-perpetuating behavioral strategies. Cognitive explanations of eating disorders focus on eating or starvation that reinforces eating. Individual have distorted thoughts about food, body weight, body images and persevere in the belief they need to lose weight, or are afraid of gaining weight. Behavioral People with eating disorders participate in behaviors such as self-induced vomiting, misuse of laxatives, binging, and excessive exercise after eating in an effort to maintain their body weight. In anorexia individuals find comfort in starvation. Eating disorders are a result of inappropriate thoughts that reinforce haphazard eating behaviors (Hansell Damour, 2008). Case Analysis of Alfred C. Kinsey Alfred C Kinsey grew up with a controlling father, which caused him feeling of inadequacy. His family consisted of both parents, himself, very little affection and seemingly sexless household. His inadequate feeling gave Kinsey to accelerate greatly in school and on into his adult life. Using his doctoral degree as a sex education professor, Kinsey married having a family with 4 children, whom viewed sex with openness, allowing nudity in the house. Kinsey interest in sex was extreme and his goal was to â€Å"discover every single thing people did sexually† (Gathorne-Hardy, 1998, p. 182). Kinsey opened Institute for sex research and published the Kinsey report. It then generated two books on sexual behavior. Both books and Kinsey sexual practice throughout his life gave a lot of controversial and extreme allegations, that Kinsey was bisexual, played in masochistic sexual practices and engaged in child sexual abuse. Biological Kinsey family life consisted of both parents, displaying very little affection which caused Kinsey to believe it was a sexless marriage, with a controlling father. Kinsey grew an inadequate feeling about himself. He gained a need to excel academic wise causing him to gather all information possible about others sex lives. He became upset with his sex life as well as others. His marriage and family life dealt with his explicit interest in sex. Emotional Kinsey questions his own sexuality in adolescence and adulthood. Kinsey displayed a need for self-assurance through validation of his achievements. Kinsey â€Å"was a very sickly throughout his childhood and felt demeaned by his father† (Meyer, Chapman, Weaver, 2009,). Kinsey felt as the â€Å"authorities† on sexual research and education. Kinsey gathered and engaged in illegal sexual acts. Cognitive Kinsey thinking was prevalent to psychosexual disorder as the result of faulty socialization and learning, affected by genetic and temperament variables. The psychosexual disorder carries significance development of deviant and disrupted sexual behavior. Kinsey, not caring about his sexual apparatus, bisexual or participating in masochistic united his psychosexual disorder with a gender identity. Behavioral Kinsey â€Å"variation in sexual behavior are limited only by an individual’s imagination† (Laws O’Donohue, 2008; Sbrage O’Donohue, 2004). Kinsey behavior was repressed without any sexual acts. Census had Kinsey bisexual and engaging in Masochistic sexual practices. Conclusion In conclusion, even though impairment and distress are the primary diagnostic criteria for the verdict of abnormal disorders in both Axis I and Axis II disorders, the two categories can still are distinguished through the pervasiveness and subjective assessment of the personality disorder. Axis I categories of bulimia nervosa, sexual and gender disorder, exhibitionism are all rooted in biological or genetic predispositions that find their expression through sociocultural, affective, and behavioral triggers. By addressing these components biological, emotional, cognitive and behavioral factors in these disorders, psychological science develops a more clear understanding of these disorders in an effort to engage the individuals in successful therapeutic applications. Alfred C. Kinsey grew up with a controlling father and a sexless household. But in the long run his life was filled with sexual practices and controlling deviance behavior which initialed him with psychosexual disorder and carefree form of gender identity.

Winning Ideas to Create Research Articles

The center issue for some, content advertisers is this: How would I thought of article themes? Without points, you have no articles, no substance, and hence no substance showcasing. Clearly we have to make sense of how to think of theme thoughts rapidly and viably. Before you begin, some brisk standards: The thought behind this activity is amount, not really quality. You may think of some garbage thoughts as you race to record them, however at any rate youll concoct thoughts. Those thoughts can be kneaded and urged into a marvelous title or theme for a triumphant article. Try not to give the ideal a chance to be the foe of the great. Power yourself to record stuff. When you really start to type words, you start to concoct more thoughts and to think in clearer ways. There are three noteworthy segments Ive laid out in which you will be incited to consider thoughts well as to record those thoughts. This activity will be totally pointless except if you really record things. This is thought age as it were. Presently isnt an ideal opportunity to dole out article themes, make the ideal feature, or make the sections for your digital book. This isnt an article schedule. This isnt article plots. These are thoughts, unadulterated and straightforward. Bind your endeavors, and youll boost your profitability. Be as particular as could be expected under the circumstances. Coming up next is a procedure for concocting huge amounts of subject thoughts, however the specifics are dependent upon you. As you record stuff, likewise drive yourself to be particular. Go to a place that is free from diversions and interference. This doesnt should be anyplace mystical or exceptional. Simply kill your telephone if that makes a difference. Open a report to catch your contemplation. Since our objective now is speed and productivity, it doesnt make a difference what note-taking application you pick. I utilize Ever note and Drive for speedy and-simple archive creation. Begin your clock for 30 minutes. Having a particular measure of time will drive you to be gainful. Its engaged time. Realizing that the clock is ticking during the time will either deaden you or spur you to activity. On the off chance that you feel incapacitated, recollect that you have to jump start yourself. The inquiry stage. Guidelines: Ask yourself the accompanying inquiries, and attempt to make something like two subject thoughts from every one: What are you enthusiastic about in your industry? Is there a specific point or approach that gets you energized? Whats your most noteworthy aptitude? What do you want to invest the vast majority of your energy in? Instead of answer these inquiries straightforwardly, consider article points that you can get from them. How could you begin in your industry? Everybody enters their specialty in an unexpected way. How could you get intrigued by your zone? What preparing did you have? What are the best research paper writing services that can be used? Try not to fear getting individual here. The best substance is stuff that is close to home, while still noteworthy and arranged to your group of onlookers. Individuals love to find out about others encounters and to peruse things from a first-individual point of view. Where, when, and how would you do your best function? Every industry will have its very own interpretation of completing stuff the hows and whys. You can turn into the legitimate voice in your industry for how to do it. Consider tips by like maintaining a strategic distance from burnout, expanding profitability, and achieving real assignments. For what reason do you appreciate being in your industry? There might be some days when your work is a task, however shouldnt something be said about those splendid minutes? How would you remain roused in your industry? How do particular difficulties rouse you? How do the encounters interest you? What is changing in your industry? Each industry has its improvements, mechanical advancements, and real shakeups. These are extraordinary ebb and flow subjects that will fuel look questions and drive movement. Scribble down a couple of these changes, and haul out some article themes. More often than not, you wont have the capacity to pose yourself as a breaking news supplier. Or maybe, you should take the situation of giving assessment, analysis, reaction, or counsel dependent on the advancements. What are a few procedures or practices that you have consummated? On the off chance that youve accomplished some dimension of skill in a particular zone, portray how you did it. Propelled controls and nitty gritty themes are ideal. Ive done this with SEO and substance advertising and seen some extremely solid comes back from it. The Search Phase Guidelines: Here, youll enter the hunt stage effectively searching out thoughts somewhere else on the web. Play out every one of the accompanying hunts, and scribble down no less than five thoughts from each source. Visit the online journals of industry pioneers. What are different pioneers saying? On the off chance that they are on the whole talking about comparative things, theres a decent shot you should be a piece of the discussion. Join the theme and give your very own point. A few web journals share the most-visited or most well known posts. Theres a decent shot that the best post is an evergreen theme that persistently drives movement. Take that theme, reshape it, and utilize it yourself.

junk and fast food essays

junk and fast food essays Many people eat not only when it is pre-set meal time, but also when they have spare time. Junk food allows people to eat without planning, without dressing up, without making a lot of decisions, sometimes without even getting out of the car. Nowadays, Junk food is defined as any food packed with "full of calories", which are contains of an abundance of fat, sugar, sodium, and other chemicals, which has less nutritional value.[gettingwell.com/content/nutition_health/chapters/fgnt37.sthml](6 may 2003) Junk food can also be defined as any food that contributes little or no nutrient value to the diet, but instead provides excess calories and fat. Junk food is actually an American way of life, which has already wide spread around the world. Junk food has become librating trend to lots of country, because of its chief attraction. There illustration of junk food can be summarized with 4 words, which are fun, tasty, cheap and fascinating. [bupa.co.uk/health_information/html/health_news/1907 03addic.html](8 may 2004). It chief attractions influence people prefer consuming junk food to consuming normal wholesome foods in order to stay healthy. The high energy density of junk food is the amount of calories it contains in relation to its weight. It throws the brains appetite control system into confusion; this is related to the size of a portion rather than its energy content. [uihealthcare.com/topics/nutrition/nutr4826.html](8 may 2004) There are lots of junk food outlets in many places and the styles are variable and each sell different types of junk food. For example: If we choose a hamburger for our lunch, we will get many options whether to choose McDonald enjoying Big Mac or to choose Burger King enjoying Whopper Burger. There are so many outlets give us options to satisfy our appetite with variety type of junk and fast food. Some examples of junk food are breakfast ...

A Place with the Pigs

A Place with the Pigs Essay Further expanding its extensive collection of Athol Fugards works, Theatre Communications Group has just published a new volume composed of Fugards latest South African drama, Playland, and an earlier, highly personal work, A Place with the Pigs.Playland charts the unlikely relationship between a white South African army veteran and a black amusement-park night watchman. The play, which was first published in the U.S. in the March 93 issue of American Theatre, continues Fugards tradition of fervently examining the toll his native nations politics has taken on its people. As they disassemble the legal barricades of apartheid, South Africans struggle with the emotional scars of their legacy and the overwhelming need for mutual forgiveness. The characters in Playland seek true redemption not in the grand proclamations of political discourse, but in the simple gestures between individualsa shared story, a handshake.Also examining guilt and forgiveness, A Place with the P occupies a unique position in Fugards canon. His only play not set in South Africa, Fugard has deemed it a personal parable, and the play reveals the authors stylistic range and waggish wit.The motivation to create A Place with the Pigs was unlike anything else that Ive chosen, Fugard explained to Gabrielle Cody and Joel Schechter in an 1987 interview for Theater magazine. At the time, Fugard was directing and starring in the plays premiere at Yale Repertory Theatre. If you take other plays, he said, there is the opportunity to say something about South Africa, and about broader issues, other than just Athol Fugard. But with A Place with the Pigs, the focus is intensely and purely myself.The inspiration for this singular play came one day in May 1985 from a small, rather unusual newspaper article. Soviet Deserter Discovered After 41 Years in a Pigsty, proclaimed the New York Times headline.After abandoning his Red Army unit during the desperate days of World War II, Pavel Navrotsky commenced a lifetime of self-imposed exile in his pigsty. Despite unimaginable years of personal grief and guilt, Navrotsky could not exorcise his sense of disgrace. When the terrified deserter came face to face with strangers for the first time in four decades, the article reported, all he could find to say was, Will I be punished?'Fugard appropriated Pavels tale, but not as a commentary on the Soviet Unions political or social reality. Despite its journalistic incipience, A Place with the Pigs leaves the real Pavel Navrotsky and his country behind and instead examines the interior landscape of the author, a vista Fugard represents with bold slashes of comic and linguistic color.Its a personal parable, Fugard said, because the style I have used as a writer is very different from that Ive used in plays in the past. It is not a slice of realism. Your whole vocabulary as a writer is very different when you move into the parable. Your gesture is broader, you are not bound by specific considerations of realism and authenticity.This is not the sort of play where you would ask, What sort of language is Pavel speaking? Did he go to a university? Is he a professor? If you ask that sort of question, you dont understand the rules of the game.The play portrays Pavel as an obsessive, blustering man. His self-involved guilt leads him to browbeat both himself and his wife, Praskovya, until finally, in desperation, he is inspired to act selflessly and thus begin the journey of self-redemption. There were a lot of intentions in writing this play, Fugard recounted, and one of them was just to have a lot of fun, a lot of joy and just to bounce the ball, the language ball. This brings us back to the fool: the stupid, pretentious dimensions of some of Pavels postures. He had to be able to reach out and pose in language. His great poses are verbal poses: |My soul, Praskovya, its my soul that bleeds . READ: Women In The Work Place Essay Those are poses. I also wanted the freedom to articulate in fine language Pavels journey in time away from himself.

Business operations of American airlines and British airways Essay

Business operations of American airlines and British airways - Essay Example Airlines today operate in a competitive global environment, where every minute there are thousands of take-offs and landings across the world. International airlines like British Airways and American Airlines, which have dominated the skies for many decades now, operate with minimum possible margins, use innovative measures to keep their competitive edge over others, manage operations with hectic minute to minute schedules, somehow retain their trained manpower in this expanding aviation sector and still stay afloat to perform better in the next year. All these aspects require herculean efforts from the HR, operations and executive management where one adverse report or an accident/incident can permanently damage to the reputation of an airline and throw it off the markets in matter of months. American Airlines, the world’s largest airline is a fully owned subsidiary of AMR Corporation founded in 1934, based in Texas and operates a passenger airline within North America, the Caribbean, Latin America, Europe and Asia. With about 86,600 employees on its payroll, the airline covers 250 destinations and also operates air freight service. The AMR Company also connects America’s eight important cities to smaller destinations throughout the US, Canada, Mexico and the Caribbean through two subsidiaries with other names of American Eagle and American Connection. As on Dec 06, AMR’s fleet included 697 American Airlines aircraft and 306 American Eagle aircraft. AMR Company with over 4000 daily flights contributes $ 150 billion to US economy and holds 17.8% market share. In 2006, the airline carried over 98 million passengers. On an average day, American Airlines alone will:1 Fly about 270,000 passengers Receive more than 220,000 reservations calls. Handle more than 344,000 pieces of luggage. American's award winning website provides customers with all possible facilities at the click of a button including online reservations, news, destination information and assistance, connections with other airlines and various other offers. Financial Position: Year Revenue Profit/Loss 2006 $22.56 billion $231 million 2005 $20.71 billion - $861 million 2004 $18.65 billion - $761 million 2003 $17.44 billion - $1.23 billion 2002 $17.30 billion - $3.51 billion 2 AIRLINE PROFILE - BRITISH AIRWAYS British Airways is the leading international airline from the United Kingdom, and one of the largest airlines with a great reputation in the market. The airlines has its bases at Heathrow and Gatwick, London, and the airline is the flag carrier of the UK. With about 48070 employees on the payroll, the Company also operates a worldwide air cargo business along with its scheduled passenger services. As in Mar 07, the company operates to about 147 destinations in 75 countries and carried over 33 million passengers during previous year. BA has holdings in many international airlines and business partnerships with many other airlines from various countries creating 'Oneworld' alliance. It aims to be a transnational airline. Financial Performance:3 Year 2006 2005 2004 2001 2000 Net Operating revenues* 7,813 7,560 7,688 8,340 9,278 Net Profit* 251 130 72 -142 114 * in million(s) of Pound Sales per Geographical Area United Kingdom 49 Europe: 63% Americas: 20% Rest of the World: 17% Areas data as of 31/03/2007 Considering importance of new technologies available for consumers at the click of a button, BA also has a well developed internet site offering various attractive services to its customers besides online reservations. IMPACT OF LIBERALIZED ECONOMY AND AVIATION SECTOR Recently, a study was conducted to study impact of liberalization of economy and aviation sectors on the airlines performance which came out with astounding results.

Racism and discrimination in Australia Essay Example | Topics and Well Written Essays - 1000 words

Racism and discrimination in Australia - Essay Example People find a way to discriminate by use of discriminatory remarks and abusive language in their comments in the name of fun and celebration. Discrimination in the Australian society requires the immigrants to adopt the norms and values of the dominant culture of the native White population. Discrimination and lack of equal opportunities to the different ethnic communities dwelling together in Australia is a result of loopholes in the constitutional framework regarding the protection of rights of ethnic minorities. With the increase in the immigration rate in Australia, concerns about racism have increased. Initially, the questions about racism that surfaced reflected that the people of Australia are ready to reflect upon their attitudes and behaviors to bring a positive change in them. However, these questions do not enhance people’s self-understanding to a considerable extent. â€Å"Instead, we need a renewed commitment to a â€Å"fair go† for all Australians; an ins piring vision of the sort of country we could become, including an inclusive form of national identity; and unflinching recognition that racial prejudice is a harsh reality in Australia† (Brice-Weller and Paradies, 2012). One way in which discrimination cultivates in the Australian culture is the decriminalization of certain members of the society. Certain subjects in the Australian culture e.g. ... As a consequence of this decriminalization, there are very small punishments for drug dealing or drug use in Australia. A considerable population of the small-time drug dealers does not have to stay in the jail at all. In the year 2007, a federal parliamentary committee reported that it has assessed the government’s policy of harm-minimization ineffective as it encourages the adoption of a zero-tolerance approach towards providing the students with education about drugs in schools. The federal parliamentary committee also demanded a change in the law to put the children into compulsory treatment to minimize the likelihood and effects of drug addiction. A considerable population of young Australians has adopted a pro-drug culture. This is evident from the fact that Triple J, that is a famous ratio station of national youth in Australia addresses the issue of drug use with a neutral sentiment and any attempts of the radio station to discourage the drug use is hardly ever witness ed. A vast majority of the youngsters in Australians take this neutrality of media as a way to encourage the use of drugs. Discrimination is embedded in the educational framework of Australia. â€Å"Participation in preschool programs in Australia is very low compared with other OECD nations and so too is total public expenditure for pre-school education and care. This is reflected in wide inequalities of access to pre-schooling† (Argy, 2007). Children that live in the homes of low socio-economic value like the remote and outer urban communities do not have equal access to the communication and information technologies as others living in prestigious localities. Better opportunities of early childhood education and

Importance of Margins Essay Example for Free

Importance of Margins Essay In the short essay In Praise of Margins Ian Frazier defines marginal people, places, or activities as the ones that dont quite work out (58 Frazier) since they are insufficient to meet the standards of the economic world. However, Frazier shows he values marginal activities and places because they allow people to be themselves without the worry and judgment. For Frazier and his friends, they viewed The woods (56 Frazier) as their place of margin Often times society deems marginal behavior to be unbeneficial, but Frazier states . .marginal behavior can be the most important kind.(58 Frazier) because every purpose-filled activity starts off as a margin. Nonetheless, it is crucial for marginal things to exist as they provide many benefits and play an important role in the world we live in today. Living in a society where we are constantly being told what to do , marginal activities are necessary because they can allow oneself to discover what ones true passion is without any other influences. For example, in Annie Dillards Hitting Pay Dirt she describes the time she received a microscope kit, as a Christmas present, which she played with constantly in her basement. In the beginning, Dillard is unable to use her microscope properly, but ultimately succeeds as she sees an amoeba. Excited about what she had discovered, she immediately runs upstairs to show her parents; however, both of her parents are uninterested to what had seemed like ..a chance of a lifetime.(95 Dillard) to Dillard. As a result, she then begins to realize that every individual has their own pursuits and that you do what you do out of your private passion for the thing itself.(95 Dillard). Dillard explains that †[Her] days and nights were [her] own to plan and fill.(96 Dillard) and her passions were her own and not her parents. In a world where everything is constantly evolving and expanding , margins are much needed as they are the sole reason that helps the world continue to progress. Frazier states that marginal behavior can be the most important kind.(Frazier 58) because it allows one to attempt new and different concepts without the needed approval of anyone else. In many cases, ideas start off as marginal theories, but later on can be  acknowledged as something greater. Especially in a society where we demand things frequently, we often expect immediate results, thus making marginality difficult to understand for many. For instance, Frazier uses the first person who decided to ride down a mountain trail with his bicycle as an example of someone who started off thinking he was doing a decidedly marginal thing. (58 Frazier). However, this mountain bikers mere marginal idea has become a widely known sport across the nation. Ultimately, without marginal activity the world would be unable to grow; margins are extremely important as they keep life exciting and new. In the midst of everyday busy life, one is in need of marginal things every once in a while for the purpose of sanity. Marginal things essentially allow one to relieve stress by escaping the continuous demands of society, thus enabling many to obtain a peaceful state of mind. Frazier defines marginal activities as a higher sort of un-purpose(57 Frazier) as marginal activities can be viewed as useless, and yet can mean so much to a each different individual. For example, Frazier and his friends find their marginal place in The woods(56 Frazier) since it was a location they were able to do senseless activities just for the sake of it. The woods was almost like a sanctuary to Frazier; it was a place where he was able to escape from the judgments of the outside world and the pressure of impressing anyone else. In essence, taking a break from the daily norm with marginal things prevents individuals from going insane. Altogether, according to Frazier, marginal places and activities should be valued as they can provide numerous benefits to not only society, but to oneself. Marginal things allow many to truly find what their passion lies in, since marginal activities are not forced upon by any other influences. In addition, marginal behavior essentially keeps our world spinning as it brings new ideas that seem to have no purpose, but later on can bring something great. Lastly, often times, one is blinded by the mentality that everything one does must have a purpose, therefore disabling one to realize the importance of marginal things as they keep us at peace. All in all, marginal things may seem worthless, but the only reason as to why they might be viewed in that sense is because of the perspective society views marginal  activities.

Women’s friend: The Popularity of Shapewear Essay -- Fashion, The Cors

From ancient time through now, people always want to be a fashionable person; especially for women, because they want their bodies have a curve and they also want their bodies more fit and more shape. Each person has their view of fashion, and each country also has their types of fashion. In the western country, people think that wearing a corset is very fashionable. Between the middle of the 16th century to 18th century, women always to wear corset between a rigid quasi-cylindrical torso above their waist and heavy full skirts below to let their bodies look more gorgeous. In the ancient China, Chinese’s women think foot-binding is fashion. From the 10th century to early 20th century, most ancient Chinese women think small feet looks beautiful and fashionable. They used a strip of cloth to tightly tie their ankle when they were four or five years old, and they were kept it for life time. No matter what method people use to express the fashion, people’s primary goal is to make them look beautiful, make their bodies has a curve and become more fashionable. By today, wearing shapewear can modify people’s bodies; can influence people to believe fantasy thinner is normal; can let people have more self-confidence and it also encourage people to pursue high social status. Although shapewear may pose some health risk, it benefits many people physically and psychologically. The corset is one of the most controversial garments in the entire history of fashion. It has been about 400 year history of fashion; it has been creating to fit of clothing and appearance of figure. People choose to wear corset to make their bodies look more beautiful and slim. In fact, the earliest man to wear it is to treat back pain, and then the women found that ... ... invisible and affordable, and some would even feel comfortable. Shapewear is becoming popular. The manufacture kept changing the outlook to make it "fashion". Corset has been about 400 years history of fashion, although it may pose some health risk, but it benefit for many people physically. Wearing shapewear can mould the beautiful curve of breast enhancement, to receive an abdomen, waist, minus, carry buttock, leg effect, and it’s obvious to accentuated women’s sexy. There are many type of shapewear can make people have a great figure, such as waist & tight slimming, back slimming, shaping panties, and body slimming. As the era progress, people’s concept of shapewear change a lot and the shapewear will become more popular in today’s society; people wear shapewear to modify their bodies and many women think the feeling of slim can give them more self-confidence.

The American Military Government in Germany during World

The World War II was a significant chapter in the history of Germany. It was a global military conflict that took place between 1939 and 1945. It brought considerable changes in the geographical, social and economic aspects of the country. Germany's main allies in the war were Japan and Italy, while the United States, Britain and the Soviet Union were on the opposite side. The World War II had a devastating impact on Japan, one of Germany's main allies. The outcome of the war resulted in the division of Germany into four military occupation zones.â€Å"France was given the charge of southwest, while the British forces controlled the northeast. The Soviet forces assumed the control of the east and a US military government was established in the south† . The main objective of the allied forces was to end the Nazism in Germany and put the country on the way to democracy. Although four military occupation zones were created after the end of World War II, the US military government in Germany had begun its work in 1994. Background of the US Military Government in Germany The plan to establish a military government in Germany began much earlier.â€Å"Following the outbreak of World War II in 1939, the officials of the Department of State in the United States, began their assessment on the post-war initiatives. They believed that the United States would have a decisive influence on the peace settlement and post-war construction activities† . It was very clear from the beginning that the US Army had to face difficult tasks of governing war-ravaged Germany. The leaders and troops of the United States were called upon to deal with a series of challenges in political, social, economical and financial affairs besides maintaining law and order in the country.â€Å"The State Department set up its first research unit for the preparation of post-war foreign policy. The unit was known as the Division of Special Research. Economist Leo Pasvolsky led the research u nit† . When the United States entered the war in 1941, the unit began developing a comprehensive planning and policy development strategy. The strategy addressed the key problems to be experienced by the military government in Germany and Japan. Foundation of the Military GovernmentThe military government established in Germany during World War II performed elementary functions such as relieving the tactical troops of concerns and carrying out customary and legal obligations of a military occupation. It formulated a national policy in order to serve a range of political, social and economic purposes. The primary objective of the military government was to ensure stability in the war-torn Germany. It also had the aim of undertaking necessary measures for the benefit of people.â€Å"The occupation of Germany by the US military forces began on September 15, 1944, when a small town called Roetgen on the German-Belgian border was detached by Detachment D8B1† . D8B1 was a civ il affairs detachment. It was trained to work in liberated territories. â€Å"The military detachments finally entered Germany on September 28, 1944 with Detachment I4G2 taking control of Monschau near Roetgen. Aachen, the western province in Germany was captured within a few weeks and Detachment F1G2 was installed there† . F1G2 was designed to administer cities and territories around them.The military government detachments were organized in England and in the United States. The â€Å"E† detachments were the largest ones. â€Å"Each â€Å"E† detachment had twenty-six officers and thirty-five enlisted men. Those detachments were designed to take over the government of all German states. They were also assigned the supervision of other detachments â€Å"F† and â€Å"I† that were installed within them† . The smallest detachments were the â€Å"H† and â€Å"I† detachments. â€Å"H detachments had five officers and ten enlisted me n, while the â€Å"I† detachments had four officers and six enlisted men† .The small detachments had been assigned the control of rural districts and small municipalities. Although only a small part of Germany could be brought under control of the US military forces, the occupation laid the foundation of the military government in Germany. Officers of the US Military Government The US military government in Germany was a result of effective planning and training for years. â€Å"The training of the military government officers and enlisted men began at the Military Government School, Charlottesville, Virginia in 1942.The military government officers who were sent to Germany were the product of service schools and they were more efficient than other army personnel in the United States† . The average age of the officers, who joined the military government was forty years. They comprised of both in-service officers and civilians. Most officers had long experience in handling civilian work. They had expertise in law, teaching, engineering, police or social work. They were trained and well-prepared to run the military government in Germany. Advancement of the US Military Government in GermanyWhen the first detachment moved into Germany in 1944, many people had doubt on the success of the mission. A lot of groundwork was done to convince people about the real objective of the mission. â€Å"The Moscow Foreign Ministers conference held in October 1943 had decided that the entire German territory would be occupied and put under the control of the military government. The European Advisory Commission (EAC) was created for determining the boundaries of the zones and devising control machinery for the proper administration† . When the military detachments entered Germany, they did not have any approved guidance or policy.After entering the German territory, they were given instructions from the US government. The military government detachments had many things to do in the field. â€Å"The military government appointed mayors and administrators. Registration of people was done on a priority basis. To restore law and order in the cities, curfews had to be enforced† . After the occupation of the territory, the military government experienced another problem of providing food and ration to the affected people. Food supplies and rationing systems were organized. Weapons and other prohibited articles were seized by the military government.The military government felt the need for adequate public health and safety for the people and Germany and made necessary arrangements on that regard. The war had devastated building and other public utilities. The military government tried its best to restore those utilities and operate them. The public utilities included schools, medical units and public transport system. The military government realized that it had to maintain a balance between the Nazis and common German people. Wh ile it had to deal with the Nazis, militarists and racists with an iron hand, it also had to restore faith among people about its mission and objectives.The World War II brought the German economy to a standstill. The Nazis disappeared with the retreating German troops. However, they left a series of problems to be handled by the military government. The US military government in Germany took tough measures against Nazis and Nazi sympathizers. At the same time, it focused on construction and rehabilitation measures. â€Å"Aachen was a strategic point for the US military forces. That served as the gateway to the occupation of whole German territory. When the Battle of the Bulge took place with German Ardennes offensive, the civilians became terror-stricken† .The military government officials properly maintained the concentration camps and ensured that the civilians were least affected by the horror of the war. The US military government in Germany even recruited some prisoners of war as policemen. Their job was to restore law and order and ensure safety of people and their properties. Throughout the battle, the US troops and supplies passed through the occupied areas without any hindrance. The military government had organized the occupation. It also demonstrated tactical moves in critical situation.â€Å"By April 1945, the US Sixth and Twelfth Army groups held the entire assigned US zone in the German territory. They also captured additional areas in German territory. It was the peak time for the military government to spearhead its detachments. The â€Å"H† and â€Å"I† detachments advanced with the front line troops by removing Nazi officials. Nazi officials were replaced by non-Nazis. â€Å"E†, â€Å"F† and â€Å"G† detachments established themselves in the occupied cities† . â€Å"By the end of March 1945, at least 150 detachments were deployed in Germany. That was almost two-thirds of the military governme nt strength† .In April, the military government exhausted its allotments of trained detachments. It resorted to organizing provisional detachments using anti-aircraft artillery, field artillery and signal personnel. After crossing the Rhine River, the military government undertook another responsibility of rehabilitating the displaced persons. There were over five million liberated prisoners of war. They belonged to France, Belgium, Holland, Russia, Poland and Yugoslavia and were detained by the Nazi forces of Germany. â€Å"The displaced people were to be taken care of by the UNRRA (United Nations Relief and Rehabilitation Administration).The UNRRA did not have adequate manpower or the resources to carry out the responsibility efficiently. Hence, the military government took the charge of the displaced people† . Those people were victims of Nazi tyranny and German aggression. They were provided all the basic amenities such as food, clothes and houses by the military go vernment. Their safety and security was the main concern of the military government. â€Å"The displaced people from Western Europe were sent home. However, the Russians and the Poles were not received by their respective governments.Thus, they became long-term guests of the military government† . The Governance of the US Military Government The American military government in Germany was a result of the America foreign policy. The US government did not want an administration failure in Germany that would complicate its position on the global arena. The US government knew that its military government in Germany was sitting over hunger, chaos and confusion. It also did not want to manage an expensive overseas operation. However, it was well-aware of its responsibilities and the strategic importance of installing the military government in Germany.The US government provided financial and material assistance to the military occupation forces. It also provided relief and rehabili tation supplies from Germany to countries that were devastated by Nazi aggression. The US military government in Germany was provided a free hand to undertake relief and rehabilitation measures. Germany was used by the US military government as a main center to pass relief materials to the war-affected countries. The Handbook Implementation The German Country Unit founded by the United States had the writing of a military government handbook for Germany.It was believed that the handbook was the only document for the working military government officers. â€Å"The handbook was comprehensive and incorporated all guidelines required for good governance. The German Country Unit worked on the handbook. The final draft was distributed within SHAEF (Supreme Headquarters Allied Expeditionary Force) and to civil agencies in Washington and London† . The handbook was different from the standard policy and procedures. It dealt with all the military government problems anticipated before the German occupation.The main objective of the handbook was to save the work-load of the military government officials and protect them from stressful procedures and policies in German conditions. â€Å"The first section of the handbook provided descriptions of the probable conditions in Germany and working procedures of the military government. The second section was the heart of the handbook. It contained chapters on the twelve primary civil affairs and military government functions. The third section contained basic information on the Supreme Commander’s proclamation, ordinances and laws† .â€Å"The proclamation was addressed to the people of Germany in the name of General Eisenhower as Supreme Commander of Allied Expeditionary Forces. It declared the Supreme Commander's authority on the legislative, judicial and executive power within the occupied German territory† . The proclamation also suspended German courts and educational institutions. It required all officials and public employees not to relinquish their posts until further notice. The first three ordinances made under the Handbook were very controversial. â€Å"The first ordinance defined crimes against the Allied Forces punishable by death.There were nineteen crimes that came under the list. The second ordinance established military government courts in Germany under the supervision of the US officials. The third ordinance made English the official language of military government† . â€Å"The laws were divided into two classes. One set of laws were necessary to establish and maintain military government control. Another set of law was to deal with National Socialism. The fundamental Nazi laws and their subsidiary decrees were abrogated† . Any interpretation of German law in accordance with Nazi doctrine was prohibited.There were other laws that abolished the National Socialist Party and the use of its symbols. Functioning of the US Military Government According to the war veterans, the US military government in Germany was better than the British and French military administrations. When the military government was planned to be established in Germany, its main objective was to convert enemies into friends. However, at a later stage, the focus was shifted to obtain co-operation of people, minimize fear and suspicion among them and change the attitude of ordinary Germans towards the US and its allies.â€Å"In August 1944, the Civil Affairs Division proposed a post-surrender directive, which had the goal of maintaining a firm and humane administration. The directive provided specific guidelines to the government on key issues. Those key issues included destroying Nazism and Fascism, preserving law and order and restoring normalcy among people† . The economic policy of the military government focused on preventing the inflation rate from growing up further. The war had a negative impact on the country's economy and it was heading for a financial crisis.The Nazis cared a little about the economic stability in the country. They always pursued their own agenda and prosecuted people who did not abide by the rules defined by them. Price control was another important task to be handled by the military government in Germany. The military government focused on controlling prices, reducing unemployment and providing emergency relief and housing facilities to people. The war generated a large scale of unemployment in the country as many offices, administrative bodies, basic utilities, public and private properties and business establishments were either closed or destroyed.Providing employment to people was one of the difficult tasks performed by the military government. It did its level best to include Germans in the construction, rehabilitation and other administration work. Key US Policies â€Å"The Joint Chiefs of Staff (JCS) 1067 was an approved US policy for the post-war Germany. It was a comprehensive document that focused on three important issues. Those were denazification, demilitarization and decentralization† . Some of the top officials in the US and in Germany had reservation on the implementation of JCS 1067.According to them, the policy did not have a clear idea of the conditions in Germany asked for a few changes that would make it flexible. Germany had political hegemony in Europe because of its military and financial capabilities. However, the war completely reversed its position on the global forum. Throughout the war, people in Germany lived under fear and horror. The military government was assigned a nearly impossible task of organizing the people of Germany and motivating them to join the mainstream without fear and suspicion.â€Å"In 1942, President Roosevelt maintained that governing civilians was a civilian task and it was endorsed y his successor, President Harry S Truman. In 1945, Truman declared that the military should not have governmental responsibilities† . He believed that the military must perform only military operations. Despite all the arguments and debates, the military government stayed in Germany for a long time. Detachments were distributed across all of the US zones and major parts of other zones of the Allied Force. â€Å"The governments of the US, Britain and France negotiated for the establishment of quadripartite control.However, the Russians did not agree to the proposal and made it clear that they would not enter into any agreement unless they had full possession of their assigned zone† . In the absence of a consensus, JCS 1067 remained an exclusive US policy. Problems Faced by the Military Government The establishment of the US military government in Germany was intended to serve the real purpose of people. However, the military government had to face several problems to implement its key policies. While expanding its base through the German territory, the military government had observed large stretches of unplowed and unplanted fields.At the same time, it was estimated that there might not be enough food stocks in Germany to maintain the people for a long period. â€Å"As the agriculture of the country had been destroyed to a large extent, the military government imported thousands of tons of seeds. It also released Wehrmacht horses for farm work. The military government also set up farm machinery to repair shops† . Priority was given to plantation, as food production was very essential for the war-ravaged nation. However, the seeds could not be sown in time because of the continued warfare and the yield was likely to be reduced.At least 60 to 70 percent of the SHAEF-occupied territory was not agriculturally self-sufficient. With the limited food production, it was not possible to sustain the German population for a long time. The military government was determined to prevent a serious problem like starvation. It provided small quantity of food materials to people so that enou gh food could be stored for their future use. â€Å"In June 1945, the SHAEF imported 650,000 tons of wheat for Germany. Besides food, the possibility of a firewood shortage also became a concern for the military government.In July 1945, the military government urged the Germans to cut and store firewood for the coming winter† . There were several basic problems faced by German people in the wake of the World War II and foreign occupation. The US military government in Germany took effective measures to address all the problems. The Military Government laws excluded Nazi party members from both private and public employment. As a result, the military government offices were overwhelmed with loads of work. The military government asked the business establishments to purify themselves. That made the task of the military government much difficult.â€Å"Many business owners and managers changed their job titles and made deals to hide their real identity from the military governme nt. When the law took effect, military government property offices became trustees for thousands of establishments† . â€Å"During the process of denazification, the Germans were given a crash course in democracy. Orders were given to the German state governments to write election codes. The military district commands were asked to prepare for election to be held in future. Investigations were carried out to identify the potential candidates in future elections and their antecedents† .The voters had to be registered after proper examination as the elimination of Nazis and other ineligible people was very crucial from the military government's point of view. Military Government Courts â€Å"Military government courts were established in Germany in September 1944. They had a significant impact on the democratization of the German people. The military government courts addressed key issues such as civil rights, privileges and immunities† . An independent judiciary w as available to dispense impartial justice according to law. The US military occupation courts had a long experience in dealing with major occupations.Hence, they did not face major hurdles in Germany. Their main objective was to maintain law and order and protect the interests of the occupying force. Major changes were implemented during the World War II planning for Germany. The German judiciary was reduced to an institution of corrupt practice because of the policies of the Nazi regime and disturbances during the five years of war. It was no longer a trusted institution for the people in Germany. The US military government acknowledged the need for the reconstruction of a denazified German judicial system based on democratic principles.A more elaborate system of military courts was established. Those courts had the goal of brining substantial changes in the judicial functioning besides performing the traditional functions. â€Å"The judicial procedures followed in the military g overnment courts were a combination of the US Army court martial, the German legal system and the Anglo-American system† . The entire judicial process witnessed complete innovative ideas. In the beginning, the courts did not have enough lawyers and had to be manned by officers who were not legally trained. Later it was made mandatory for all the intermediate and general courts to have at least one lawyer.â€Å"The ordinance promulgated by the US military government provided certain fundamental rights to all persons appearing before these courts. Details of those rights were printed on the reverse side of every court summon† . All the accused were given a fair chance to be present at their trial to examine or cross-examine the witnesses. â€Å"Between 1944 and 1945, 343 military government courts had tried more than 15 thousand cases in the US zone† . The US military government courts helped the military government to win the trust of the German people. The promul gation of ordinances failed to delight the average German.However, the court procedures provided them the opportunity to test their fundamental rights and judge themselves whether those rights provided them real protection or not. Roadmap for the Future The military government considered denazification and democratization of Germany as its ultimate goal. It prepared its officers and enlisted men to stay longer in Germany even after the end of war. It feared an uprising against the occupation. The military government asked its detachments to warn all German officials that they and their people would be responsible for any revolt against the United States forces.The military government knew that it would be difficult to suppress any future rebellion launched by hungry and displaced people. It made adequate arrangements to prevent starvation and provide necessary help to people in the bitter winter cold. â€Å"The State Department made specific policies in Germany and the military gov ernment administered that policy. The American military government moved quickly to establish the agencies as per the Potsdam agreement. The American military government created German central administrations headed by German state secretaries.The proposal was first made in the Allied Control Council (ACC) and was implemented later. The secretaries performed functions under the general directives of the ACC† . The US Military government began recruited German personnel for the central agencies. There were several functioning areas for the Agencies. They included finance, transport, communications, international trade and agriculture. Identifying efficient German personnel was not an easy task as the military government was determined to remove Nazis from the system. â€Å"A ministerial collection center in Kassel was established.At the collection center, personnel, records and documents related to the central agencies were assembled† . The military government desired to reduce its day-by-day supervision of German affairs by establishing central German administrations. It prepared for the transition from military to civilian control. â€Å"Generals Dwight D. Eisenhower and Lucius D. Clay planned to transform the military government to a civilian organization by July 1, 1946. The United States Forces European Theater (USFET) document outlined a plan for administrative reorganization and prepare for the ultimate transfer of military government to the US civilian agencies† .Conclusion There is no doubt that the World War II brought significant changes in the social and political structure of Germany. There was a desperate attempt made by the Allied Forces to completely eliminate Nazism from Germany. The autocratic Nazi regime forced the world into a deadly and expensive war. Military governments by occupation forces usually fail to win the trust of the common people. However, situation in Germany was completely different. The US military govern ment in Germany did an excellent job in maintaining law and order and providing food, relief materials and shelter to the affected and displaced people.While they severely punished the Nazis and their sympathizers, they provided every possible help to the civilians who wanted to see their country on the right track. 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