Definition and Examples of Mass Nouns in English

Definition and Examples of Mass Nouns in English A mass noun is a  noun (such as advice, bread, knowledge, luck, and work) that names things that, when used in English, cannot usually be counted. A mass noun (also known as a noncount noun) is generally used only in the singular. Many abstract nouns are uncountable, but not all uncountable nouns are abstract. The contrasting term is known as a  count noun. Examples and Observations Fun does not have a size.(Bart Simpson in The Simpsons, 2001)Wisdom is not a product of schooling but of the lifelong attempt to acquire it.(Albert Einstein)Curiosity killed the cat, but satisfaction brought it back.(Eugene ONeill)After silence, that which comes nearest to expressing the inexpressible is music.(Aldous Huxley)I seek constantly to improve my manners and graces, for they are the sugar to which all are attracted.(Og Mandino) Double Duty: Count Nouns and Mass Nouns James R. Hurford, Grammar: A Students Guide Some nouns can serve as both count and mass nouns. The noun war is an example. In war is ghastly, war is a mass noun, whereas in the wars between Rome and Carthage were ruinous, war is used as a count noun. Unusual Plurals R.L. Trask,  Mind the Gaffe! English nouns denoting things that cannot be counted, such as wine, coffee, and intelligence, do not easily form plurals in their central senses. Some of them, however, can be pluralized when they have transferred senses, such as varieties (Rhone wines), measures (four coffees), or embodiments (alien intelligences). You should not overuse such unusual plurals, however, since they can easily become pretentious, as they do in those silly signs announcing  ice creams and hair stylings. Distinctions Between Count Nouns and Mass Nouns Edward J. Wisniewski, On Using Count Nouns, Mass Nouns, and Pluralia Tantum: What Counts? Is there a conceptual basis for the grammatical distinction between count nouns and mass nouns? One answer is that this grammatical distinction is, to a very large degree, semantically opaque and unprincipled... In general, people learn which nouns are typically used as count nouns and which are typically used as mass nouns without any understanding of why these differences in syntax occur. Another answer is that the grammatical distinction between count and mass nouns is to a very large degree conceptually based. That is when speakers use count nouns to refer to things they implicitly have something in mind that they are trying to communicate that is common across all uses of count nouns. A similar view applies to the use of mass nouns. A third answer and the one that I propose is that the count-mass noun distinction is to a very large degree conceptually based, but there are exceptions. Some exceptions do not seem to have a clear explanation, but others may occur because of competi ng communicative functions of language. The Lighter Side of Mass Nouns Robin Sloan, Mr. Penumbras 24-Hour Bookstore Hi there, I say. Let me ask you a question. She giggles and nods. How would you find a needle in a haystack? The first-grader pauses, pensive, tugging on the green yarn around her neck. Shes really thinking this over. Tiny gears are turning; shes twisting her fingers together, pondering. Its cute. Finally, she looks up and says gravely, I would ask the hays to find it. Then she makes a quiet banshee whine and bounces away on one foot... Its so simple. Of course, of course. The first-grader is right. Its easy to find a needle in a haystack! Ask the hays to find it! Sources Hurford, James R. Grammar: A Students Guide. Cambridge University Press, November 25, 1994. Sloan, Robin. Mr. Penumbras 24-Hour Bookstore: A Novel. Paperback, Picador, September 24, 2013. Trask, R. L. Mind the Gaffe!: A Troubleshooters Guide to English Style and Usage. Harper Perennial, November 21, 2006. Wisniewski, Edward J. On Using Count Nouns, Mass Nouns, and Pluralia Tantum: What Counts? Things and Stuff: Mass Terms and Generics (New Directions in Cognitive Science), Oxford University Press, 2010.

Edwin H. Colbert - Profile of the Famous Paleontologist

Edwin H. Colbert - Profile of the Famous Paleontologist Name: Edwin H. Colbert Born/Died: 1905-2001 Nationality: American Dinosaurs Discovered: Scutellosaurus, Staurikosaurus, Effigia, Lystrosaurus, Coelophysis About Edwin H. Colbert During his long life, Edwin H. Colbert made his share of major fossil discoveries; he was in charge of the team that unearthed a dozen Coelophysis skeletons at Ghost Ranch, New Mexico, in 1947, and he also named Staurikosaurus, one of the earliest known dinosaurs of the late Triassic period. For 40 years, Colbert was a curator at the American Museum of Natural History in New York, where his mentor was the distinguished fossil hunter Henry Fairfield Osborn, and he wrote a series of popular books (including 1945s seminal The Dinosaur Book: The Ruling Reptiles and Their Relatives) that helped introduce baby-boomer kids to paleontology. When he was already past 60, Colbert accepted a post as curator of vertebrate paleontology at the Museum of Northern Arizona. Today, aside from Coelophysis, Colbert is best known for his 1969 discovery of the skeleton of an early therapsid, or mammal-like reptile, Lystrosaurus, in Antarctica. Before Colberts expedition, various Lystrosaurus fossils had been unearthed in South Africa, and paleontologists had come to the conclusion that this creature couldnt possibly have been a good swimmer. Colberts discovery proved that Antarctica and South Africa had once been joined in a single southern continent, Gondwana, thus lending support to the theory of continental drift (that is, that the earth’s continents have slowly been joining, separating, and moving around over the last 500 million years or so).

What is the cultural function of slasher films Essay

What is the cultural function of slasher films - Essay Example The societal issues tackled in slasher films can be quite varied indeed and the issues will project, criticize and open up for debate whatever it is that concerns society at the moment. Along this line, slasher films do serve a cultural purpose by expressing peoples fears and anxieties. Slasher films serve their cultural function of portraying the worst fears of the people such as those dealing with serial killers, sadistic murderers and incorrigible criminals. People go to theaters to see these films and expect some sort of poetic justice meted out to criminals that somehow vindicate the existence of slasher films. The graphic portrayal of the slaying, usually accomplished with a torture tool like a knife, chainsaw, hammer or whatever that will prolong death and impose the most agony and pain to the victims are intended to satiate the audience cravings for the macabre, the violent, the suspense and to show the mentality of the psychopathic killer and the mindsets of the victims as shown on these films. Slasher films in a way allow people to question social norms and their own personal values as they see it. The previous paragraphs introduced the rationale of why slasher films serve an aim in todays culture. A lot of people question why such â€Å"shallow† films are patronized by these moviegoers when there is already a hackneyed plot or storyline in these films, predictable to a degree but still people go and see them when they almost instinctively knew already what will happen in the film. The answer is that these â€Å"mad slasher† films are in the category of the so-called exploitation films which are considered money-makers despite having a poor storyline. People want to be entertained and movie producers latched unto these genre of films because they are proven to make them money at the box office as these are low-budget films. It it not a surprising development

Museum assignment Research Paper Example | Topics and Well Written Essays - 1000 words

Museum assignment - Research Paper Example It was thought that only the priests and others who had taken religious orders could properly interpret God’s word, so it was forbidden for ordinary people to read the bible. Therefore, icons were painted and adorned churches in order to provide the salient stories from the bible for the public to allow them to contemplate and understand the bible. They were used for lessons and so that the people could remember the important parts of the bible, especially the New Testament and the Gospels, and also to inspire as the people believed that if they venerated the image of Jesus or a saint, their actions would pass on to the figure depicted (Lossky and Ouspenky 1999). Icons were created on all kinds of surfaces, including fine linen, wooden plaques and etchings on metal. What binds them together is the intent as a religious icon to venerate and upon which to meditate, the distinctive style with the figures generally lacking perspective or three dimensionality and the text which is true to the subject. The visual elements of this icon are consistent with the story from the New Testament of Christ’s entry into Jerusalem amid cheering crowds and joy, as he was recognized as the Savior. However, the Israelites thought the savior would come as an earthly king, so when it came to pass that Jesus was sacrificed instead, many did not believe He was the Savior. This icon represents Christ’s triumphant entry into Jerusalem on Palm Sunday, just a week before He would be sacrificed upon the cross. The twelve apostles are represented and they are the same size as Christ. There is a woman with a child dressed in red, which could have been Mary Magdalene, but who the child would be is a mystery. Christ’s mother, Mary, cannot be seen. The style is highly stylized in the Russian Orthodox style of iconography("Icon." 1-1). The perspective is all flat, as if

Compare the Crucible and the Mccarthy Era Essay Example for Free

Compare the Crucible and the Mccarthy Era Essay The McCarthy era, which took place during the 1950s in the United States was a time people was afraid of communism. Americans believed the Soviet Union going to take over the government of the United States and Americans can lose their freedom. As a result of McCarthyism Arther Miller, wrote The Crucible because people was falsely accused of communism like how in Salam that was accused of witchcraft. During this period, a climate of fear of communism existed in the United States due to certain significant events. One of these events was the trial of Alger hiss. Whittaker chambers a former Soviet Union clams that Alger hiss had been giving the Soviet Union information about the united state government. In court chambers was ask about his association with Alger Hiss. Chambers had described how he stayed with Alger and his wife Priscilla for some time. Chambers said how tried to get Alger to leave the communist party, but he refused to leave the party. Alger hiss claim that he don’t know a man name Whittaker and he never seen him before in his life. Nixon asks chambers many questions about Alger’s nicknames, habits, vacations and hobbies. Chambers said the Hiss both had the same hobby –amateur ornithologists and bird observers. On October 8, chambers find four notes handwritten by Alger hiss, copies of state documents and 35mm film. Alger was accused of making copies of state government. The documents were type using Woodstock typewriter. Another event that cause fear during the McCarthy era is the effect of the Korean War. The Korean War was between the noncommunist and communist. Korea was divided by the communist the north and noncommunist the south. On June 25, 1950 North Korea invaded South Korea. America sends over the navy, Army and some of the united nation to help South Korea fight off North Korea. North Korea pushed past and got to the capital of South Korea call Seoul. The South Korea pushes them back to the 38th parallel line. The Korea war finally ended July of 1953. The Americans fear if they had let North Korea  conjured South Korea then communism will spread to the United States. During the 1987 the Soviet Union is trying to create more deadly missiles and weapons. For the first time in 1986 an adversary has the ability to destroy our country and us in the matters of minutes (Chapman). The Soviet Union has an advantage because they have nuclear missiles. Also the Soviet Union has done their research on ballistic missile defenses and land base missals. The climate of fear of communism in the United States leads to the rise of McCarthyism. McCarthyism is a mid-20th century political attitude characterized chiefly by opposition to elements held to be subversive and by the use of tactics involving personal attacks on individuals by means of widely publicized indiscriminate allegations especially on the basis of unsubstantiated charges. Joseph McCarthy on December 2, 1954 was voted senate of the United States. McCarthy gave a speech on February 9, 1950 in West Virginia; he said he had a list of 205 people in the State Department known to be members of the Communist Party. Joseph used his manipulate way and the era’s fear of global communism allowed him to build power while destroying lives and careers.   The House Un-American Activities Committee (HUAC) was created in 1938 to investigate alleged disloyalty and subversive activities of private citizens, public employees, and t organizations suspected of having Communist ties.

The Cosquer Cave Discovery :: Antrhopology

The Cosquer Cave Discovery A long, long time ago, 27,000 years ago to be exact, during the glacial period, glaciers over a kilometer deep spanned the country of France from the Alps to the Haute Provence. These glaciers held so much water that they caused the sea level in the Mediterranean Sea to drop well over 100 meters. Prehistoric humans found the entrance to Cosquer cave not far from the seashore and some entered to paint inside it. During this time, men created wonderful pictures on the walls of the cave. But, as the earth warmed up, the sea level began to rise and 17,000 years later the entry to Cosquer cave was completely underwater. The water continued to rise and at present time the cave’s entrance is 37 meters below the level of the sea. This is the incredible story of Cosquer Cave and its discovery. It was a discovery so unexpected that it was believed to be a deception. Read on as I share with you my own discoveries as I, have explored Cosquer Cave. In 1991, a diver by the name of Henri Cosquer from Cassis discovered the cave that is now named for him. His discovery was so extraordinary and unexpected that some scientists believed it to be a deception or very probably a farce. But soon after his discovery scientists using modern procedures performed datings that confirmed Cosquer’s discovery. Henri Cosquer had discovered and important archeological site! The cave is located at Cape Morgiou in the Calanques, near Marseilles. Underwater access to the cave is extremely treacherous, taking explorers through a tunnel 175 meters in length and 37 meters under sea level. As a safety precaution and in order to preserve the site, the entry passage to the cave has now been blocked. However, a three-dimensional reproduction of the cave was created by Electricite de France, allowing a â€Å"virtual visit.† Past dives organized by the French Ministry of Culture have revealed the cave walls to be decorated with a variety of land animals including horses, ibex, shamois, bison, wild ox, megaloceros, and red deer.

Case 1

Case Analysis 1: Hightone Electronics, Inc. Identification Information: This case analysis is from chapter 1 of our text book, Operations Management. It is found on page 25 and titled, â€Å"Hightone Electronics, Inc. † Summary of the Facts of the Case: Hightone Electronics, Inc. (HEI) is an electronic components supply company founded over 50 years ago. The company has a reputation for high quality and service. HEI's simple business of supplying radio repair shops with parts has grown to include home delivery, and larger customers such as technical schools, universities, and well-known corporations.The company stocks and sells over 22,000 different items and most customers receive their order within 48 hours. George Gonzales is the operations director for HEI. He has been tasked with making operations management decisions necessary to make HEI a successful Internet-based business. Mr. Gonzales agrees that this is an important step for the future success of the company but bel ieves there is more to solving the problems of the transition to web-based than the board thinks. Case Questions: 1.Explain why operations management is critical to the success of a business. Operations management (OM) is critical to the success of a business for several reasons. OM is responsible for the decision-making and leadership process that creates the product or service the business provides. The role of OM is to take inputs such as, labor, raw materials, and technology, and turn them into finished goods or services. Other functions of the business, such as marketing, are also important. But, without OM, there would not be a product/service to market to consumers. Reid, 2-23) Why would developing an Internet-based business require different operations consideration for HEI? A traditional catalog-order business and an Internet-based catalog-order business would be very similar in general appearance. A transition to web-based ordering though, would require changes. First, the company would need to upgrade its technology. Either through outsourcing or internal servers, the company would need to create a website. The website would need to be able to handle the customer traffic without crashing.Also, the website would need to be user-friendly so as not to frustrate and turn away potential customer. Customer support personnel would need to be trained to guide customers with questions about the website. Second, and more important than the actual website, is coordinating orders so that requested goods are shipped to the proper customer. Each order transaction will not be entered by a person. Therefore, all of the information gathered by the website will need to be converted to orders easily understood by warehouse personnel.Is George Gonzales correct in his assessment that this would not be â€Å"business as usual†? Yes. The core functions of the physical locations of the catalog-order business will remain mostly the same as before. They will receive o rders, and ship out goods. However, the methods of obtaining orders, customer feedback, return orders, special orders, and many other less notable but still necessary functions will change drastically. If done properly, it will most likely streamline the business, but the initial transition will be difficult. . Recall that HEI wishes to continue its reputation of high quality and service. Identify key operations management decisions that need to be considered. * Will we receive more/less orders? * If demand increases, can HEI supply the demand? * If demand decreases, can HEI â€Å"weather the storm† until demand rebounds? * What new personnel will be required? * Can current employees be trained? * Do new, more technically-advanced employees need to be hired? * Can stock be reduced and operations made more lean? * Should stock be increased?How different will these decisions be for the Internet business? The major difference will be that with a lot of the web-based area of the business, work will be handled electronically and not in a physical location. This will eliminate the need for large call centers and central records keeping locations. A few servers could hold all the information once held by an entire department such as sales, accounting, customer service, etc. This also changes the focus from managing many low-skilled employees to fewer moderate-to-high-skilled employees. Case 1 chapter 2 CHARTING A COMPANY’S DIRECTION: VISION AND MISSION, OBJECTIVES, AND STRATEGY McGraw-Hill/Irwin Copyright  © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. LO1 Grasp why it is critical for company managers to have a clear strategic vision of where a company needs to head and why. LO2 Understand the importance of setting both strategic and financial objectives. LO3 Understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets.LO4 Become aware of what a company must do to achieve operating excellence and to execute its strategy proficiently. LO5 Become aware of the role and responsibility of a company’s board of directors in overseeing the strategic management process. 2-2 What Does the Strategy-Making, Strategy-Executing Process Entail? 1. 2. 3. 4. Developing a strategic vision Setting objectives Crafting a strategy Implementing and executing the chosen strat egy 5. Monitoring developments, evaluating performance, and initiating corrective adjustments 2-3 FIGURE 2. 1 The Strategy-Making, Strategy-Executing Process 2-4 TABLE 2. Factors Shaping Decisions in the Strategy-Making, Strategy-Executing Process Internal Considerations Does the company have an appealing customer value proposition? What are the company’s competitively important resources and capabilities and are they potent enough to produce a sustainable competitive advantage? Does the company have sufficient business and competitive strength to seize market opportunities and nullify external threats? Are the company’s prices and costs competitive with those of key rivals? Is the company competitively stronger or weaker than key rivals? External ConsiderationsDoes sticking with the company’s present strategic course present attractive opportunities for growth and profitability? What kind of competitive forces are industry members facing and are they acting to enhance or weaken the company’s prospects for growth and profitability? What factors are driving industry change and what impact on the company’s prospects will they have? How are industry rivals positioned and what strategic moves are they likely to make next? What are the key factors of future competitive success and does the industry offer good prospects for attractive profits for companies possessing those capabilities? 2-5Factors Shaping Strategic Decisions External Considerations What are the industry’s economic characteristics? How strong are the competitive forces at play? What forces are driving change in the industry? What market positions do rivals occupy and what moves are they likely to make next? What are the key factors for future competitive success? What are the company’s external opportunities? 2-6 Factors Shaping Strategic Decisions Internal Considerations How well is the present strategy working? What are the company’s competiti vely valuable resources, capabilities, and internal weaknesses? Are the company’s prices and costs competitive?Is the company competitively stronger or weaker than key rivals? 2-7 Stage 1: Developing a Strategic Vision, a Mission, and Core Values Strategic Vision Is top management’s views about the firm’s direction and future product-market-customer-technology focus Provides a panoramic view of â€Å"where we are going† Is distinctive and specific to a particular organization Avoids use of innocuous uninspiring language that could apply to most any firm Definitively states how the company’s leaders intend to position the firm beyond where it is today 2-8 Characteristics of Effectively Worded Vision Statements GraphicPaints a picture of the kind of firm that management is trying to create Flexible Is not so focused that it makes it difficult to adjust Feasible Is within the realm of what is possible Directional Is forward looking to change Desirable Indicates why the directional path makes sense Focused Is specific enough to provide guidance in decision making Easy to Communicate Can be explained in simple terms 2-9 TABLE 2. 2 Characteristics of Effectively Worded Vision Statements Paints a picture of the kind of company that management is trying to create and the market position(s) the company is striving to stake out.Is forward looking; describes the strategic course that management has charted and the kinds of product-market-customer-technology changes that will help the company prepare for the future. Is specific enough to provide managers with guidance in making decisions and allocating resources. Is not so focused that it makes it difficult for management to adjust to changing circumstances in markets, customer preferences, or technology. Is within the realm of what the company can reasonably expect to achieve. Indicates why the directional path makes good business sense.Is explainable in 5 to 10 minutes and, ideally, ca n be reduced to a simple, memorable â€Å"slogan† Graphic Directional Focused Flexible Feasible Desirable Easy to communicate 2-10 TABLE 2. 3 Common Shortcomings in Company Vision Statements Short on specifics about where the company is headed or what the company is doing to prepare for the future. Doesn’t indicate whether or how management intends to alter the company’s current product-market-customer-technology focus. So all-inclusive that the company could head in most any direction, pursue most any opportunity, or enter most any business.Lacks the power to motivate company personnel or inspire shareholder confidence about the company’s direction. Provides no unique company identity; could apply to firms in any of several industries (including rivals operating in the same market arena). Doesn’t say anything specific about the company’s strategic course beyond the pursuit of such distinctions as being a recognized leader, a global or world wide leader, or the first choice of customers. Vague or incomplete Not forward looking Too broad Bland or uninspiring Not distinctive Too reliant on superlatives 2-11Concepts and Connections 2. 1 Examples of Strategic Visions—How Well Do They Measure Up? 2-12 Concepts and Connections 2. 1 Examples of Strategic Visions—How Well Do They Measure Up? 2-13 Examples of Vision Statements To be the global leader in customer value. Provide a global trading platform where practically anyone can trade practically anything. Red Hat To extend our position as the most trusted Linux and open source provider through a complete range of enterprise software, a powerful Internet platform, and associated support and services. 2-14 Core Concept Strategic Inflection PointsA change in vision is required when it becomes evident to management that the industry has changed in a significant way that renders the company’s current vision obsolete. 2-15 The Importance of Communicating the St rategic Vision An engaging, inspirational vision Challenges and motivates the workforce Articulates a compelling case for â€Å"where we are going and why† Evokes positive support and excitement Arouses a committed organizational effort to move in a common direction 2-16 Expressing the Essence of the Vision in a Slogan Nike To bring innovation and inspiration to every athlete in the world The Mayo ClinicThe best care to every patient every day Greenpeace To halt environmental abuse and promote environmental solutions. 2-17 Why a Sound, Well-Communicated Strategic Vision Matters 1. It crystallizes senior executives’ own views about the firm’s long-term direction. 2. It reduces the risk of rudderless decision making by management at all levels. 3. It is a tool for winning the support of employees to help make the vision a reality. 4. It provides a beacon for lower-level managers in forming departmental missions. 5. It helps an organization prepare for the future. 2-18 Strategic Vision versus Mission StatementA strategic vision concerns a firm’s future business path—â€Å"where we are going† Markets to be pursued Future product/ market/customer/ technology focus The mission statement of a firm focuses on its present business purpose—â€Å"who we are and what we do† Current product and service offerings Customer needs being served 2-19 Developing a Company Mission Statement Ideally, a company mission statement is sufficiently descriptive to: Identify the company’s products or services. Specify the buyer needs it seeks to satisfy. Specify the customer groups or markets it is endeavoring to serve.Specify its approach to pleasing customers. Give the company its own identity. 2-20 Example of a Mission Statement The mission of Trader Joe’s is to give our customers the best food and beverage values that they can find anywhere and to provide them with the information required for informed buying decisi ons. We provide these with a dedication to the highest quality of customer satisfaction delivered with a sense of warmth, friendliness, fun, individual pride, and company spirit. 2-21 Examples of Mission Statements To help people and businesses throughout the world realize their full potential.To organize the world’s information and make it universally accessible and useful. 2-22 Strategic Mission, Vision, and Profit Firms sometimes state that their mission is to simply earn a profit. Profit is the obvious intent of every commercial enterprise. Profit is not â€Å"who we are and what we do. † Profit is more correctly an objective and a result of what a firm does. 2-23 Linking the Strategic Vision and Mission with Company Values CORE CONCEPT A firm’s values are the beliefs, traits, and behavioral norms that the firm’s personnel are expected to display in conducting the firm’s business and pursuing its strategic vision and mission. -24 CONCEPTS & CON NECTIONS 2. 2 ZAPPOS MISSION AND CORE VALUES Deliver Wow through Service Embrace and Drive Change Create Fun and a Little Weirdness Be Adventurous, Creative, and Open Minded Pursue Growth and Learning Build Open and Honest Relationships with Communication Build a Positive Team and Family Spirit Do More with Less Be Passionate and Determined Be Humble 2-25 Stage 2: Setting Objectives Why set objectives? To convert the strategic vision into specific performance targets To create yardsticks to track progress and measure performance Objectives should:Be well-stated (clearly worded) Be challenging, yet achievable in order to stretch the organization to perform at its full potential Be quantifiable (measurable) Contain a specific deadline for achievement 2-26 Core Concept Objectives are an organization’s performance targets—the results management wants to achieve. 2-27 Stage 2: Setting Objectives (cont’d) What Kinds of Objectives to Set Financial objectives Communicat e management’s targets for financial performance Are lagging indicators that reflect the results of past decisions and organizational activities Relate to revenue growth, profitability, and return on investment -28 Stage 2: Setting Objectives (cont’d) What Kinds of Objectives to Set Strategic objectives Are related to a firm’s marketing standing and competitive vitality Are leading indicators of a firm’s future financial performance and business prospects. If achieved, indicate that a firm’s future financial performance will be better than its current or past performance. 2-29 Core Concept The balanced scorecard is a widely used method for combining the use of both strategic and financial objectives, tracking their achievement, and giving management a more complete and balanced view of how well an organization is performing. -30 TABLE 2. 4 The Balanced Scorecard Approach to Performance Measurement Strategic Objectives †¢ Winning an x percent m arket share †¢ Achieving customer satisfaction rates of x percent †¢ †¢ †¢ †¢ Increase percentage of sales coming from new products to x percent Financial Objectives †¢ An x percent increase in annual revenues †¢ Annual increases in earnings per share of x percent †¢ An x percent return on capital employed (ROCE) or shareholder investment (ROE) †¢ Bond and credit ratings of x †¢ Internal cash flows of x to fund new capital investment †¢ Improve information systems capabilities to give frontline managers Achieving a customer defect information in retention rate of x percent x minutes Acquire x number of new †¢ Improve teamwork by customers increasing the number of Introduction of x number projects involving more of new products in the than one business unit next three years to x Reduce product development times to x months 2-31 Examples of Financial ObjectivesX% increase in annual revenues X% increase annually in after-tax p rofits Profit margins of X% X% return on capital employed (ROCE) Sufficient internal cash flows to fund 100% of new capital investment 2-32 Examples of Strategic Objectives Winning an X% market share Achieving a customer retention rate of X% Acquire X number of new customers Reduce product defects to X% Introduction of X number of new products in the next three years Increase employee training to X hours/year Reduce turnover to X% per year 2-33 Examples of Company ObjectivesGeneral Motors Reduce the percentage of automobiles using internal combustion engines through the development of hybrids, range-extended electric vehicles, and hydrogen fuel cell electric engines. Reduce automotive structural costs to benchmark levels of 23% of revenue by 2012 from 34% in 2005. Reduce annual U. S. labor costs by an additional $5 billion by 2011. 2-34 Examples of Company Objectives The Home Depot Be the number one destination for professional contractors. Improve in-stock positions so customers ca n find and buy exactly what they need.Deliver differentiated customer service and the know-how that our customers have come to expect. Repurchase $22. 5 billion of outstanding shares during 2008. Open 55 new stores with 5 store relocations in 2008. 2-35 Short-Term and Long-Term Objectives Short-Term Objectives Targets to be achieved soon Milestones or stair steps for reaching long-range performance Long-Term Objectives Targets to be achieved within 3 to 5 years 2-36 The Need for Objectives at All Organizational Levels Objectives Are Needed at All Levels 1. Set business-level objectives 2.Establish functional-area objectives 3. Set operating-level objectives last Long-term objectives take precedence over short-term objectives 2-37 Stage 3: Crafting a Strategy Crafting a strategy means asking: How to attract and please customers How to compete against rivals How to position the firm in the marketplace and capitalize on attractive opportunities to grow the business How best to respond to changing economic and market conditions How to manage each functional piece of the business How to achieve the firm’s performance targets 2-38A Firm’s Strategy-Making Hierarchy A firm’s strategy is a collection of initiatives undertaken by managers at all levels in the organizational hierarchy Crafting strategy is a collaborative effort that: Involves managers from various levels of the organization Is rarely something only highlevel executives engage in Requires choosing among the various strategic alternatives 2-39 Concept to Action In most firms, crafting strategy is a collaborative team effort that includes managers in various positions and at various organizational levels.Crafting strategy is rarely something only highlevel executives do. 2-40 Concept to Action Corporate strategy establishes an overall game plan for managing a set of businesses in a diversified, multibusiness firm. Business strategy is primarily concerned with strengthening the firm†™s market position and building competitive advantage in a single business company or a single business unit of a diversified multibusiness corporation. 2-41 FIGURE 2. 2 A Company’s Strategy-Making Hierarchy 2-42 Corporate Strategy versus Business StrategyCorporate strategy is orchestrated by the CEO and other senior executives and establishes an overall game plan for managing a set of businesses in a diversified, multibusiness company. Business strategy is primarily concerned with building competitive advantage in a single business unit of a diversified company or strengthening the market position of a nondiversified single business company. 2-43 The Strategy-Making Hierarchy Corporate strategy †¢ Is orchestrated by the CEO and other senior executives and establishes an overall game plan for managing a set of businesses in a diversified, multibusiness company. Addresses the questions of how to capture cross-business synergies, what businesses to hold or divest, which new markets to enter, and how to best enter new markets—by acquisition, creation of a strategic alliance, or through internal development. Business strategy Functional-area strategies †¢ Is primarily concerned with building competitive advantage in a single business unit of a diversified company or strengthening the market position of a nondiversified single business company. Are concerned with the strategies specifically related to particular functions or processes within a business (marketing strategy, production strategy, finance strategy, customer service strategy, product development strategy, and human resources strategy). †¢ Are relatively narrow strategic initiatives and approaches of limited scope for managing key operating units (plants, distribution centers, geographic units) and specific operating activities such as materials purchasing or Internet sales. 2-44 Operating strategies Stage 4: Implementing and Executing the Chosen StrategyManaging the strate gy execution process involves: Staffing the organization to provide needed skills and expertise. Allocating ample resources to activities critical to good strategy execution. Ensuring that policies and procedures facilitate rather than impede effective execution. Installing information and operating systems that enable personnel to perform essential activities. 2-45 Stage 4: Implementing and Executing the Chosen Strategy (con’d) Managing the strategy execution process involves: Pushing for continuous improvement in how value chain activities are performed.Tying rewards and incentives directly to the achievement of performance objectives. Creating a company culture and work climate conducive to successful strategy execution. Exerting the internal leadership needed to propel implementation forward. 2-46 Stage 5: Evaluating Performance and Initiating Corrective Adjustments Triggering change as needed: Monitoring new external developments Evaluating the firm’s progress Mak ing corrective adjustments Managing strategy is an ongoing process, not an every-now-and-then task A firm’s vision, objectives, strategy, and approach to strategy execution are never final -47 Corporate Governance: The Role of the Board Of Directors The Role of the Board Of Directors in the StrategyMaking, Strategy-Executing Process: 1. Oversee the firm’s financial accounting and reporting practices. 2. Diligently critique and oversee the company’s direction, strategy, and business approaches. 3. Evaluate the caliber of senior executives’ strategy-making and strategy-executing skills. 4. Institute a compensation plan for top executives that rewards them for actions and results that serve shareholder interests. 2-48 Strong Boards Lead to Good Corporate GovernanceA Strong, Independent Board of Directors: Is well informed about the company’s performance Guides and judges the CEO and other top executives Has the courage to curb management actions it be lieves are inappropriate or unduly risky Certifies to shareholders that the CEO is doing what the board expects Provides insight and advice to management Is intensely involved in debating the pros and cons of key decisions and actions 2-49 Leading the Strategic Management Process The Strategic Management Process calls for six managerial actions: 1.Making sure the company has a good strategic plan 2. Stay on top of what is happening (MBWA) 3. Putting constructive pressure on organizational units to achieve good results 2-50 Leading the Strategic Management Process (cont’d) The Strategic Management Process calls for six managerial actions: 4. Pushing corrective actions to improve both the firm’s strategy and how well it is being executed 5. Leading the development of better competitive capabilities 6. Displaying ethical integrity and leading social responsibility initiatives 2-51 Making Sure a Firm Has a Good Strategic PlanResponsibility of CEO Effectively communicate th e vision, objectives, and major strategy components Exercise due diligence in reviewing lower-level strategies for consistency with higher-level strategies 2-52 Staying on Top of How Well Things Are Going Stay connected to the field by managing by walking around (MBWA) Insist that top managers spend time in the trenches to exchange information and ideas through face-to-face contact with employees Prevent overly abstract thinking and getting disconnected with reality of what’s happening 2-53Pushing for Good Results and Operating Excellence Fosters a results–oriented, high-performance culture Treat employees with dignity and respect Encourage employees to use initiative and creativity in performing their work Set stretch objectives and clearly communicate expectations Focus attention on continuous improvement Reward high performance Celebrate successes 2-54 Initiating Corrective Actions to Improve Strategy and Execution The leadership challenge of making corrective adjus tments is twofold: Deciding when adjustments are needed Deciding what adjustments to makeLeader’s responsibility is to step forward and push corrective actions 2-55 Leading Social Responsibility The strength of management commitment determines whether a company will implement and execute a full-fledged strategy of social responsibility that: That protects the environment Actively participates in community affairs Supports charitable causes Supports workforce diversity and the overall well-being of employees 2-56 Displaying Ethical Integrity The CEO and other senior executives must set an excellent example in their own ethical behavior.Top management must declare unequivocal support of the company’s ethical code. Top management must be prepared to act swiftly and decisively in punishing ethical misconduct. 2-57 Leading the Development of Better Competitive Capabilities Lead efforts to strengthen existing competitive capabilities Anticipate changes in customer-market req uirements Proactively build new competencies and capabilities that hold promise for building an enduring competitive edge 2-58

Influence of Health Care Delivery

Influence of health care delivery Influence of health care delivery services in the future Shellie Bosley University of Phoenix Abstract Your abstract should be one paragraph and should not exceed 120 words. It is a summary of the most important elements of your paper. All numbers in the abstract, except those beginning a sentence, should be typed as digits rather than words. To count the number of words in this paragraph, select the paragraph, and on the Tools menu click Word Count. Influence of health care delivery services in the futureThe impacts of healthcare delivery systems biggest issues are the aging and obesity. We need to understand how these can impact our lives and what we can do to address them now before they become a bigger issue in the future. Many of the Americans from the baby boomer era are becoming retired and will add to the future endeavors of the working class with many of our government programs being affected. The second contributor is obesity. Since this ca n go in hand with the aging these are the main reasons we need to look at our delivery systems. AgingWith our population of baby boomers which are born between 1946 and 1964 they will start to turn 65. This means that our numbers of aging people is likely to double from what it is now. This also has an increase due to immigrants arriving from 2005 to 2050. In the United States our aging is graying at a much slower pace. By 2050 we are expected to have one fifth of our population retired. The increased number will have a huge impact on the United States structure of many programs. The rapid change can have major social and economic issues when we do not plan for them ahead of time. The postwar baby boom in the United States has strained local hospital, public school, and postsecondary education systems, as well as the labor force as these unexpected large cohorts have moved through the life cycle. U. S. population aging has been long predicted. †(Kevin Kinsella and Wan He, â₠¬Å"An Aging World: 2008,† U. S. Census Bureau, International Population Reports P95/09-1 (Washington, DC: U. S. Government Printing Office, 2009). But this is not the only numbers that are important for policies and programs. This also affects healthcare, disability, living arrangements, kinship networks and the economy.It is about the cost and implications the Aging population will have on America. Environment Environmental factors are air pollution, food and water containments, radiation and toxic chemicals as well as health determinants. You also have factor such as socioeconomic status which means the more money and better you can live the less likely you are to be a burden on society. Behavior and lifestyle can also influence along with heredity. But the most important is health care because this is your determinate to living a long healthy life. DemographicsDemographics of the aging population more than 3. 5 million boomers turn 55. By this year the 50 and older populati on will reach 100 million. It is an increase of 31 percent this decade. They are expected to live 19 years longer and women outnumber men by almost 6 million. Half a million are grandparents with the responsibility of raising their grandchildren. The major income is social security, income from assets, private pensions, government pensions, private pensions and earnings. Most of the elderly live in metropolitan areas and they tend to move less.Most elderly are home owners and their homes do have physical problems. And most have a free and clear home where they do not owe anything on them. When it comes to work and education 6. 2 million Americans age 65 are in the work force. Between 1970 and 2008, the percentage of older persons who had completed high school rose from 28% to 77. 4%. About 20. 5% in 2008 had a bachelor's degree or higher. (http://assistedliving. about. com/od/startingabusiness/a/agingtrends. htm) Reducing The aging trend is likely to increase due to their needs bein g different than younger people.Older adults have different health care needs than younger age groups, and this will affect the demands placed on the health care system in the future. They are more likely to suffer chronic illness such as cancer and heart disease. About 84% of those age 65 and older suffer from at least one chronic condition, compared to 38% of those ages 20 to 44 [Wu and Green, 2000]. They are more to require the service of healthcare due to injuries and illness. They have more limitations than younger people and they use more prescription medications.They usually consume more ambulatory care, hospital service, nursing homes and home health services than younger people. When dealing with the aging we can implement many options to help them live a full and healthy lifestyle. We need to help them improve their health by getting regular exercise and not smoking, reduce the chronic disease. We also need increase the use of preventive services and help them understand t hat addressing the issue now will help them live a longer life. If they have a coginitive impairment, mental health issue get them address early. And provide them with education and planning for serious events. ObesityThe CDC reports that obesity rates among adults in the United States doubled between 1980 and 2012. Today, over 30% of our country’s population is obese with many not feeling this is a real issue. The increased healthcare cost created by this trend shows otherwise. When you think of health many studies show being obese increases your risk for serious health. Many serious health factors are heart disease, diabetes and many cancers. This makes the risk in healthcare cost and a decline in productivity in the economy. The current obesity rates in America are more than one third. There are no real differences between men or women.Adults aged 60 and over are more obese than younger adults. With men it is no real difference in rates but with women the rate is 42 percen t to 31 percent in women under 60. When you place children in the equation it is higher for adolescents than preschool aged children. The obesity rate is higher among boys than girls at an 18 percent to 15 percent rate. (http://www. cdc. gov/obesity/data/adult. html) Environmental factors The environmental factors that contribute to obesity are lack of healthy choices in diet and lack of exercise either from choice or lack of resources such as the store is too far to walk so they drive.With fewer options for physical activity and healthy eating it becomes difficult to make good choices. Other environmental factors are energy balance with means spending too much time watching television, playing video games and these types of things than energy building activities such as bike riding or walking. Another factor is the food industry with reasonable food portions, change in what is in them and cheaper health options for the consumer that cannot afford. Demographics Overweight in adults and children has tripled and it is estimated that one in five people in the United States is overweight.We are seeing many younger people becoming obese with the higher rates in the Hispanic, African Americans, Mexican Americans and Native Americans. The lower the families income the higher the risk for obesity rate due to lack of resources to pay for them. The higher the income the more readily the healthy food options are. Trend During the past 20 years, there has been a dramatic increase in obesity in the United States and rates remain high. More than one-third of U. S. adults (35. 7%) and approximately 17% (or 12. 5 million) of children and adolescents aged 2—19 years are obese. (www. cdc. gov) In 2009-2010 the age-adjusted mean BMI was 28. (95% CI, 28. 3-29. 1) for men and also 28. 7 (95% CI, 28. 4-29. 0) for women. Median BMI was 27. 8 (interquartile range [IQR], 24. 7-31. 7) for men and 27. 3 (IQR, 23. 3-32. 7) for women. The age-adjusted prevalence of obesity was 35. 5% (95% CI, 31. 9%-39. 2%) among adult men and 35. 8% (95% CI, 34. 0%-37. 7%) among adult women. Over the 12-year period from 1999 through 2010, obesity showed no significant increase among women overall (age- and race-adjusted annual change in odds ratio [AOR], 1. 01; 95% CI, 1. 00-1. 03; P = . 07), but increases were statistically significant for non-Hispanic black women (P = . 4) and Mexican American women (P = . 046). For men, there was a significant linear trend (AOR, 1. 04; 95% CI, 1. 02-1. 06; P ; . 001) over the 12-year period. For both men and women, the most recent 2 years (2009-2010) did not differ significantly (P = . 08 for men and P = . 24 for women) from the previous 6 years (2003-2008). Trends in BMI were similar to obesity trends. (NHANES) With the increase in BMI it can lead to many diseases which are heart disease, diabetes, hypertension and Metabolic Syndrome. Reducing the risks To reduce the risks of obesity you first need to be educated on the risks and how you became a risk factor.Then you need to change your eating habits to a healthy diet. You will need to increase your regular exercise and decrease inactivity. Go to the doctors and figure out a healthy path to get in control. Citations 1. National Heart, Lung, and Blood Institute, National Institutes of Health (2000). The Practical Guide: Identification, Evaluation, and Treatment of Overweight and Obesity in Adults (NIH Publication No. 00-4084). Available online: http://www. nhlbi. nih. gov/guidelines/obesity/prctgd_c. pdf. 2. Purnell JQ (2008). Obesity. In DC Dale, DD Federman, eds. , ACP Medicine, section 3, chap. 10.Hamilton, ON: BC Decker. 3. American Gastroenterological Association (2002, reapproved 2008). AGA technical review on obesity. Gastroenterology, 123(3): 882-932. [Erratum in Gastroenterology, 123(5): 1752. ] 4. Klien S, Romijin JA (2008). Obesity. In HM Kroneberg et al. , eds. , Williams Textbook of Endocrinology, 11th ed, pp. 1563-1587. Philadelphia: Saunders. 5. U. S. Department of Health and Human Services (2008). 2008 Physical Activity Guidelines for Americans (ODPHP Publication No. U0036). Washington, DC: U. S. Government Printing Office. Available online: http://www. health. gov/paguidelines/pdf/paguide. pdf.Gingras Y, Lariviere V, Macaluso B, Robitaille J-P (2008) The Effects of Aging on Researchers' Publication and Citation Patterns. PLoS ONE 3(12): e4048. doi:10. 1371/journal. pone. 0004048 References Anderson, Charles & Johnson (2003). The impressive psychology paper. Chicago: Lucerne Publishing. Smith, M. (2001). Writing a successful paper. The Trey Research Monthly, 53, 149-150. Entries are organized alphabetically by surnames of first authors and are formatted with a hanging indent. Most reference entries have three components: Authors: Authors are listed in the same order as specified in the source, using surnames and initials.Commas separate all authors. When there are seven or more authors, list the first six and then use â€Å"et al. † for remaining authors. If no author is identified, the title of the document begins the reference. Year of Publication: In parenthesis following authors, with a period following the closing parenthesis. If no publication date is identified, use â€Å"n. d. † in parenthesis following the authors. Source Reference: Includes title, journal, volume, pages (for journal article) or title, city of publication, publisher (for book).

Note or Notice

Note or Notice Note or Notice Note or Notice By Maeve Maddox A reader wonders if there is a significant difference of connotation between the verbs â€Å"to note† and â€Å"to notice.† The question arose as he tried to decide between the following sentences to express the inner dialogue of a character: Rory noted that the CEO never asked for details. Rory noticed that the CEO never asked for details. Note, as both noun and verb, has been in the language since the Middle Ages. The earliest meaning of the noun was â€Å"a sign or symbol used in writing.† An early meaning of â€Å"to note† was â€Å"to put down a mark.† Eventually, the verb acquired additional meanings such as â€Å"to observe, to take notice of, to consider or study carefully.† Current usage includes these meanings as well as others, such as â€Å"to become aware of,† â€Å"to be struck by,† and â€Å"to put down in writing.† Notice in the sense of â€Å"to give notice of something† existed in the 15th century, but notice as a verb to mean â€Å"to take notice† didn’t come along until the 17th century, at which time it was rejected as an unnecessary Scotticism or Americanism for the phrase â€Å"to take notice.† The 1763 Universal Dictionary of the English Language included this caveat: â€Å"Notice should not be used as a verb.† Writing a little later (1789), another commentator observed that some English writers were using notice as a verb, but that it was â€Å"better† to avoid it. In regard to the reader’s question, I can offer only a personal reaction to the difference between the two sentences: Rory noted that the CEO never asked for details. Rory noticed that the CEO never asked for details. To me, the use of noted in the first sentence suggests that Rory is keeping track of the CEO’s behavior for some purpose, whereas noticed implies that Rory has merely observed the behavior in passing and is not trying to discern any particular significance in it. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:60 Synonyms for â€Å"Walk†Body Parts as Tools of Measurement10 Tips About How to Write a Caption

The Definition and Significance of the Walrasian Auctioneer

The Definition and Significance of the Walrasian Auctioneer A Walrasian auctioneer is a hypothetical market-maker who matches suppliers and demanders to get a single price for a good in perfect competition. One imagines such a market-maker when modeling a market as having a single price at which all parties can trade. The Work of LonWaltras To understand the function and relevance of the Walrasian auctioneer in the study of economics, one must first understand the context in which the Walrasian auctioneer appears: the Walrasian auction. The concept of the Walrasian auction first appeared as the design of French mathematical economist Là ©on Walras.  Walras is famed in the field of economics for his formulation of the marginal theory of value and the development of the general equilibrium theory. It was in response to a specific problem that eventually leads Walras to the work that would develop into the theory of general equilibrium and the concept of the Walrasian auction or market. Walras  set out to solve a problem originally presented by the French philosopher and mathematician Antoine Augustin  Cournot. The problem was that while it could be established that prices would equate to supply and demand in individual markets, it could not be demonstrated that such an equilibrium existed in all markets at the same time (a state otherwise known as general equilibrium). Through his work, Walras eventually developed a system of simultaneous equations which ultimately presented the concept of the Walrasian auction.   Walrasian Auctions and Auctioneers As introduced by Là ©on  Walas, a Walrasian auction is a kind of simultaneous auction in which each economic agent or actor calculates the demand for a good at every conceivable price then presents this information to the auctioneer. With this information, the Walrasian auctioneer sets the price of the good to ensure that the supply is equivalent to the total demand across all of the agents. This perfectly matched supply and demand are known as equilibrium, or general equilibrium when the state exists overall and across all markets, not just the market for the good in question. As such, the Walrasian auctioneer is the person conducting the Walrasian auction who effectively matches that supply and demand based upon the bids provided by the economic agents.  Such an auctioneer renders the process of finding trading opportunities perfect and cost-free which result in perfect competition in the market. In  contrast, outside of a Walrasian action, there might exist a search problem in which there is a stochastic cost of finding a partner to trade with and additional transactions costs when one does meet such a partner.  Ã¢â‚¬â€¹ One of the key principles of the Walrasian auction is that its auctioneer operates within the context of perfect and complete information. The existence of both perfect information and no transaction costs ultimately gives rise to Walras concept of  tà ¢tonnement or the process of identifying the market clearing price for all goods to secure general equilibrium.

Management or management function Essay Example | Topics and Well Written Essays - 500 words

Management or management function - Essay Example Planning is a continuous process to carry out company’s functions in a manner to achieve the predefined objectives of the company. Planning is necessary throughout the business lifecycle because it evaluates the current condition of the organization’s performance and checks the credibility of the current plan. If the current plan lacks in terms of performance and does not look suitable to achieve the objectives of the firm, management principles require the plans to be altered according to the requirements. However, it is necessary to implement the plans as they are arranged. The basic rule is to remember that â€Å"nothing happens without a plan†. Organizing is another important function of management which requires deciding on the organizational structure. It includes the important procedures of division, coordination and control of functions within the organization. It also establishes a route for the flow of information throughout the organizational structure. The importance given to communication should not be ignored and hence the process of organizing is important to deliver the right information to the right person on the right time. This function of management also decides the level of authority given to each employee. Hence, this function is also important for the day to day activities of the business. Managers must concentrate on the smallest possible point while organizing as a smaller mistake may affect the performance and reputation of the organization. Staffing is the process which most of the people associate with organizing. It involves the processes of hiring, recruiting, training, performance evaluation of employees and decisions about compensation of the employees. This process involves the decision of choosing the right person for the right job with the right authorities to carry out that particular job. It is often a difficult decision as it is not certain that the person concerned is well