How to Write a Classification Essay on Marketing Communications

How to Write a Classification Essay on Marketing Communications Classification writing is an essay where you organize your content into different categories. When writing a classification piece your job is to: Sort your content into categories which are useful to the writer. Ensure your categories all follow a single organizational purpose. Provide examples which fit into each of your categories. Finding Your Categories In order to find your categories, you want to carefully consider how you would logically divide and sort your topic. Think of your topic as a tangible stack of papers on your desk. You have to stack those papers in order to clean. In doing so, you might decide that one category includes papers you no longer need and can throw away. Another category might be papers which require you to do something immediately. Another might be papers you have already acted upon but now need to file somewhere. Thesis Start by forming your thesis. This includes your topic and how you are going to classify the topic. If you feel so inclined, you can name the categories in your thesis statement. Writing Process First you need to determine the categories you want to use. This seems simple enough but is a critical component to the entire writing process. You do not want to blur the classification by having too many categories, but you also don’t want to include multiple organizational principles. You must be crystal clear here. You want to classify your content using a single principle. With this, you want to make sure that the categories you have all fit into the same organizing principle. This principle refers to how you sort out the groups. You don’t want to have more than one principle. If, for example, your organizing principle is psychological communication marketing methods you don’t want to use a different principle later on in the essay, like internet based communication marketing methods. Be sure to include an example for each category. This helps to support the category you are presenting. But what’s more, you need to include the same number of examples for each of your categories. So if you have three examples for your first category, make sure the others have three as well, or change the first category to match the others. It is common for students to place their most important category as the final category, and in doing so students might need to include a bit more elaboration to really get the point across. Transitions When you are writing your essay, be sure to include useful transitions. If you are trying to move from one classification to the next, you might consider transitions such as: The first kind/type/group The second kind/type/group The third kind/type/group Things to Remember It is important to remember that when you write out a classification essay, your job is to organize or sort things into different categories. When you do this, you want to organize the information into categories which are most useful, maintain a single organizing purpose when doing so, and provide examples of the things which fit into the categories you have selected. For example: if you want to cover marketing communications you might classify the paper into historical events in marketing communication, types of communication methods for marketing projects, most popular marketing ads, or marketing medium classification. All in all, it is always best to focus on classifications, or groupings, with which you are most familiar. We hope that these guidelines will help you ensure quality in your work and make your classification essay on marketing communications golden. Don’t forget to check our 20 topics on this matter and 1 sample essay complemented by 10 facts that you’ll get by following this hypertext.

Project management approaches for dynamic environments Essays

Project management approaches for dynamic environments Essays Project management approaches for dynamic environments Paper Project management approaches for dynamic environments Paper These projects are challenged by the rapid introduction of new unknowns as they progress. One might say they are more akin to stacking worms than stacking bricks. The difficulties posed by these projects are identified and the literature is reviewed for suitable approaches. ? 2008 Elsevier Ltd and MAMA. All rights reserved. Key. Fords: Project management; Dynamic 1. Introduction This paper sets out to investigate the nature of projects conducted in fast changing environments. Examples and theory are used to illustrate the nature and challenges of this category. Suitable management approaches are identified under the allowing headings: Planning, Experimentation, Lifestyle, Controls, Culture, Communication, and Leadership style. 2. The dynamic project category The paper closes with recommendations for further research. In this paper, control is taken to mean the mechanisms through which resources are managed to achieve objectives and is different to the MAMBO technique [2] which is strictly focused on bringing activities in line with a plan [3]. The term dynamic is taken to mean characterized by constant change [4]. In the project management context dynamism is taken to be a dimension of a project hat represents the extent to which a project is influenced by changes in the environment in which it is conducted. Corresponding author. Address: ITS Project Office, The University of Queensland, Brisbane, SLD 4072, Australia. Tell. : +61 7 33654935; fax: +61 401 E-mail add Reese: [emailprotected] Com (S. Collier). 0263-7863/$36. 00 2008 Elsevier Ltd and MAMA All rights reserved. DOI:1 0. 1 016/j. Sparkman. 2008. 04. 04 This paper argues that this is a non-binary dimension that applies in varying degrees to all projects, so strictly any given project is neither dynamic nor not dynamic. All projects have some agree of dynamism, so the dimension is not dichotomy. Therefore, the ideas in this paper may be applied in varying degrees to any project as deemed appropriate. For the sake of simplicity though, for the remainder of this paper, a dynamic project is taken to be one that is necessarily subject to hi gher than normal levels of change due to the environment in which it is conducted. The business environment is changing at an increasing pace [5-7]. Retell and Ziegfeld [8] went so far as to say we are in the midst of a technology explosion. They argued that 90% of our technical knowledge has been generated in he last 55 years, and that technical knowledge will continue to increase exponentially. Perrine and Tipping [9] reported the pace of technology is accelerating raising the stakes and risks for managing innovation, and requiring early warning and shorter response time. Change, in all forms of technology and business processes, can be regarded as increasingly pervasive and providing challenges even where high technology is not a core business, such as in mining [10]. Consider how the Australian Submarine project was challenged by developments in the IT industry between the sass design phase, and sea trials decades later [7]. This paper will now investigate dynamic projects from a theoretical point of view. Gray and Larson [1 1] argued that 356 S. Collier, C. M. J. Warren / International Journal of Project Management 27 (2009) 355-364 projects conducted in highly uncertain environments are a key unresolved project management issue and present the following challenges: planning for uncertain outcomes; balancing flexibility with reliability and accountability; balancing decision quality against decision speed; timing scope freeze during rapid change. Pick, Loch and De Meyer [12] describe a type of project hat encounters unknown unknowns and how it is best suited to what they called a learning strategy which involves scanning, problem solving and flexibility. They argue that this is distinct from projects conducted in well understood environments which are suited to instructions, and distinct from selections where the most fruitful initiative is chosen after a pool of trials. Turner and Cochran [131 espouse the goals and methods matrix that describes four different types of project according to how well defined the methods and goals are. Projects can have poorly defined oils (fire) or poorly defined methods (Water), or both (aid). Sheehan and Weidman [14] describe a type of project that involves high levels of uncertainty, using technologies together for the first time. They call these high tech [14]. They also describe a type of project that actually creates new technologies, called super high tech. Sheehan [1 5] describes how low technology projects are typically performed in construction, production and utilities, and high technology projects in the computer, aerospace and electronics industries. He offers building and bridge construction as examples f low technology projects. The key difference to Sheehan is the level of development work involved, in that low technology projects have little, and high technology projects have considerable levels and usually require prototyping. Sheehan and Weidman [14] argue that another key difference is the number of design cycles. In low technology projects they say there is typically only one cycle with a freeze before development, and with high technology there are at least two, typically three cycles. Operational work Coif [1 6] suggests that projects be placed on a spectrum of newness from operational to project. The idea has been adapted in Fig. 1 to illustrate the sliding scale of unknowns that applies to projects. Unknowns in this sense refer to any aspect of the project, including the methods to achieve it, the objective, and the environment it has to operate in. The guide to the project management body of knowledge (MAMBO) [2] describes progressive elaboration, where planning is developed in greater detail as the project progresses. Using progressive elaboration to fill knowledge gaps, it might be possible to move a project to the left in Fig. 1, thereby achieving the objective in a more predictable fashion. However, paid changes in the environment, including tools and methods, and attempts to innovate, act to push the project to the right, increasing unknowns. The two forces Of exploration and change act against each other continuously throughout the project. The challenge is to conduct exploration at a greater rate than the emergence of environmental change. It is also important to ensure that the amount of change created by the exploration and implementation is not counterproductive overall. An example of Project A in Fig. 1 might be a production line where there only variable is the color required. Project B might e a house construction where there are more unknowns at the start but most are resolved in the early stages. Project C might be a software development project for a new business. The clients business processes, and the technologies used in the project, change during the course of execution, thereby affecting the methods used and goals. Projects conducted in environments with higher levels of dynamism may be more likely to pose some of the attributes of Shiners [1 5] high technology or super high technology categories with uncertainty at the start, but also include even more challenging high levels of change along the way. In dynamic project environments, significant proportions of the methods and goals are changed by external forces out of the projects control. The effort to resolve unknowns at the start of the project is severely challenged by the introduction of additional unknowns along the way, because what is learned can become obsolete in less time Dynamic project Classic project Knows unknowns Progressive Elaboration/Exploration Environmental Changes Innovation Fig. 1. The race to resolve project unknowns. (2009) 355-364 Table 1 The dynamic project category Work type Description Established controls. Operational processes. Lower levels of unknowns Requires the creation of new controls, usually a project plan, for a significantly new body of work, usually only carried out once. May have high levels of unknowns at the start but most resolved early, and few new unknowns arise during execution Requires the creation of new controls that are changed regularly during execution. Has high levels of unk nowns at the start and a high rate of new unknowns throughout. Must resolve the unknowns at a faster rate than they appear, and in time for completion Classic project Dynamic than it takes to learn. Materials, methods and goals are always moving, making projects more akin to stacking arms than stacking bricks. Table 1 attempts to describe the difference between operational work, classic project work, and projects with a strong dynamic dimension. The rate of resolving unknowns is especially critical on these projects. As soon as one engages in adjustment of scope to suit an uncontrollable environment one runs the risk of resolution lag. The rate at which unknowns are resolved must not only be sufficient to deal with those that existed at the start, but also those that appear during execution. For instance, assuming linear production and resolution of unknowns, the resolution rate must at least be equal to the appearance rate, plus enough to resolve unknowns that existed at the start (I. E. Number at start divided by the duration). The appearance rate will be quite high in a highly dynamic environment. Furthermore, unknowns may appear in inconvenient bursts, and certainly after planning is complete. Therefore, the rate of unknown resolution is a particular hazard for projects conducted in dynamic environments. 3. Illustration Two examples are provided to help illustrate the challenges of projects conducted in dynamic environments. Two subunits Of a single parent organization were selected on the basis that they had contrasting levels of dynamism. Both sub units had a mix of project types, but each appeared to have a higher proportion of one type. One sub unit had a higher proportion of projects utilizing the instructions approach and the other more utilizing the learning approach. In this paper one will be referred to as the static environment and the other as the dynamic environment, as a means to represent the relative levels of dynamism in each. Following is a description of challenges encountered by the higher levels of change in the dynamic environment. Product lifespan: the average mean time to failure (MITT) was three to four years compared to several cascades in the static environment. This meant that in a 357 given year one third of the products had to be replaced. There was very little that could be called operational. At any given point more than half of the environment was either being replaced or being planned for replacement. This also presented the sign efficient risk that materials would expire before the fall product was fully operational. Rate of introduction of new materials: most materials had only become available in the last three or four years, and were completely unknown less than a decade previously. By contrast most materials used in the static environment had been well understood for several decades, centuries, or even millennium, and the implementation methods were well understood and tuned. Difficulty finding and managing skilled labor: change led to a perpetually low level of knowledge about the properties of new materials, and how they should be implemented (methods), and therefore difficulty finding qualified resources. A sign efficient amount of study and certification was required to stay qualified in using an endless stream of new materials. It was regarded as almost impossible to Stay qualified and perform effectively as a manager at the same time. Staff promoted to management had to quickly decide teens giving up their qualifications or giving up good management. If they chose to be an effective manager, they had to do so without completely understanding the work their staff performed. This made it more difficult to manage, understand issues, and gauge performance. Level of integration with customer industry: while some organizations can execute relatively vanilla products for a range of contrasting clients, projects in the dynamic environment required significant customization and understanding of the client business. Changing goals: because customers were also operating in an environment of uncertainty and change, their acquirement also had a tendency to change rapidly. Affect on planning: in the dynamic environment new events that compromised plans arose rapidly throughout project delivery. The quantity of change made detailed plans difficult to maintain. In the time it took to adjust the plan, additional changes would occur. Analysis and decision making had to be conducted more rapidly than the emergence of new changes. Plans with excessive detail were found to be misleading and abandoned in favor Of a higher level or rolling wave approach. Even in the static environment, there could be too many unknowns at the start to be solved by the deadline, so the rapid introduction of new unknowns in the dynamic environment was doubly challenging. Morale: in the dynamic environment, well before a product or service was produced, thoughts had turned to the next generation, making the current goal seem less valuable or important. This made it difficult to maintain quality focus, or celebrate end points for reward and recognition. This in turn affected job satisfaction, 358 S. Collier, C. MS. Warren / International Journal of Project Management 27 morale and motivation. Lower product quality meant that deployed products required regular changes to continue their usefulness, and reliability. By comparison the visible achievement of a building lasts decades after it is complete. Levels of interdependence: projects were often intertwined with other projects and an existing dynamic environment. A change in one project had significant impact on other projects. The highly integrated nature of the environment, combined with high rates of change, made forward planning very challenging. Dependency on business units with much lower levels of dynamism who therefore may not respond as quickly, or understand the challenges being faced. Reduced business compatibility when an organization alls too far behind best practice, and find it difficult to recruit staff familiar with their environment. Sometimes technology used on a previous project simply does not exist any more, and new ones have to be used; low material life-spans (low MATT) and life-cycles (period before manufacture ceases permanently). This means that most materials, and therefore products, have to be replaced within three to four years, with a next generation material/product. Next generation materials/products usually have differing properties to the original, and this has a flow on affect to dependent products. While standards may be used extensively, omen variations in properties are deemed necessary to achieve improvements. . Project management approaches for dynamic environ meets An industry with a strong public safety requirement may be attracted to the make static approach. This requirement can help justify funds to test and implement strategies, and this can mitigate the reliability disadvantages of early adoption; consider the medical and the aircraft construction industries as examples. Conversely t he IT industry cannot easily leverage public safety to justify costs, so it trades reliability for faster delivery, of new functionality, at lower costs. Jones argues that technology product lifestyles are now measured in months, compared to the car industry in years (about five), and in construction change in product technology is very limited and products such as steel girders and electrical cable may remain in the mature stage indefinitely Although the make static approach has merits, it also has limitations, and so other approaches are a necessary part of the mix. The intention here is to review literature to provide a broad overview of approaches that might be used to better deal with dynamic environments. Approaches were broken down as follows: Environment manipulation making dynamic static. Planning approaches for dynamic environments. Scope control for dynamic environments. Controlled experimentation. Lifestyle strategies. Management controls: input, behavior and output, diagnostic, belief, interactive and boundary. Culture and communication for dynamic environments. Categorization. Leaders IP style. 4. 1 . Environment manipulation make dynamic static The most obvious approach to deal with the challenges of a dynamic environment is to attempt to make it more static by resisting change. This could be achieved by: freezing objective and design. Rejecting change requests; reducing or delaying adoption of new (esp.. Unproven) technologies or techniques; extending the life of existing systems. In highly dynamic environments the benefits of the make static approach are countered by challenges such as: lost opportunity and productivity though delayed implementation of new approaches, materials or business objectives, that provide significant benefits, despite the challenges; reduced business competitiveness, especially when competing organizations offer, or make use of, new systems which are often more effective; 4. 2. Planning approaches for dynamic environments Project management, as defined by the bodies of knowledge, is focused mostly on a management-as-planning view of control and appears to be an appropriate approach for projects with clear goals and methods [13]. However, Slake and Howell [17] argue that for speedy projects, traditional project management is simply counterproductive; it creates self-inflicted problems that seriously undermine performance. The problem is that events arise at faster rates than is practical to re-plan Attempting detailed long term planning for these projects can waste time and resources, and lead to false expectations.

Accounting for Decision Making Essay Example | Topics and Well Written Essays - 1250 words

Accounting for Decision Making - Essay Example These two important measures of profitability show that the company has made remarkable progress over the nest quarter signifying increased efficiency and effectiveness. However, this is not the case. The statements prepared under the contribution margin rules show that the contribution margin has not improved between the two quarters. The statement prepared implied the company has contribution margin of 52% in the both the quarters, as seen in figure 5, implying that there has no increase in efficiency of controlling variable costs. Therefore, the profit net profit margin under the contribution margin statement remains 14% in both quarters. The increase in the net income under the absorption id due to the allocation of the fixed costs over a greater number of units produced. Mr. Rozen has increased the production levels from 25,000 units to 50,000 units. This has reduced the allocation of fixed costs from $24 in first quarter to $12 in second quarter. Thus the cost of goods sold has decreased by $300,000 which has increased the gross margins and the net margin. Can you make any suggestions for reporting in the future? Absorption approach is construc tive for external reporting. It does not provide the competitors with too much information which they can use to their advantage such as the product cost, the material costs, the labor costs and others. Similarly, this approach considers the costs to the finished inventory as an asset on a balance sheet until it is sold. Therefore, this helps the company to improve its metrics for external stakeholders. Likewise, the Generally Accepted Accounting Principles, or GAAP, requires the publicly held companies to prepare their statements under the absorption approach. (Taylor, 2010) However, for internal users and decision-making, contribution margin approach to income statement is quite useful. Variable costing allows the internal users to understand the product cost of unit which will allow them to decrease variances between actual and budgeted amounts. This helps in controlling costs and overall profitability of the company. With this approach, the managers can make better decisions in a fluctuation sales environment and helps them to accurate the cost of productions for future periods. Likewise, this approach helps to observe an impact of each and every product on the overall profitability of the company. Some products are better absorbers of fixed costs and increase the earnings of the company. Therefore, an adequate decision can be made regarding the discontinuation of product which will least affect the earnings. (Scott, 2012) Do you think Mr. Rosen should be seriously considered for the CEO position? Why or why not? Mr. Rozen has based his decision to increase the production on inadequate information. He has not pondered hard over the impact of his decision on the company’s operations and profitability. With the increase in production, Mr. Rozen only allowed for a better allocation of the fixed costs over a larger quantity of units. This only allowed for the costs to be temporarily seen as assts on the balance sheet in the form of inventory. However, M r. Rozen must understand that the huge amount of inventory that has been created will need to managed and properly maintained over the nest quarter for the sales in future. This will increase inventory handling costs and storage costs that will have

Critically discuss what is meant with open innovation With reference Essay - 1

Critically discuss what is meant with open innovation With reference to a specific firm, discuss the extent to which open innovation plays a role in this firms innovation process - Essay Example ges, entrepreneurs and investors are seeking to restructure and adopt new strategies that can overcome barriers to entrance into a marketplace for their products/services. Prior to acceptance of open innovation, companies were focused on self-reliance and methods of internalized research and development (R&D), which characterize the idea of closed innovation. This centralized approach in the current era has proved challenging for most businesses who need to meet consumers need and thrive in the market. It is the current strategy that SMEs and LSC/MC have adopted to stay abreast and competitive in the market. According to Chesbrough, Vanhaverbeke and West, open innovation is â€Å"the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively† (2014, p. 4). It emphasizes that useful ideas and knowledge are not limited within an organization, but distributed across other organization as well as in the market labour force. Clearly, it’s true there exist smarter people who are not the organization’s employees, but with innovative ideas that give a firm its competitive advantage. Similarly, a company’s internal R&D expertise may be insufficient and may require to be harnessed through external knowledge if the organization needs to be successful. The concept stresses on the need for individuals firms to appreciate and leverage external knowledge and incorporate it w ith their internal capability. Open innovation (OI) is concerned with creation of knowledge through pooling of ideas and information that create value and give superiority to organizations. One, an organization’s R&D discoveries is fundamental to each organizations, hence cannot be disregarded. It is part of the knowledge/idea that an organization own. Second, other sources of knowledge/idea are in the labour force (some of who are sole proprietors or in partnership) or external firms with smart employees.

Personal Learning Managemet Essay Example for Free

Personal Learning Managemet Essay Abstract Kindler, E.; Krivy, I. (2011). Object-Oriented Simulation of systems with sophisticated control. International Journal of General Systems. pp. 313–343 Haas, J. (n.d.). Modular programming. Retrieved from http://www.about.com Personal Learning Management As course assignments, assigned reading, assigned and interest-based research, and other learning activities are completed, the learner may recognize the economic value of what has been learned. Knowledge gained through learning can be forgotten if concepts are not reviewed on a regular basis. It is possible to design an application to record high economic value learning tasks and insights that will allow for periodic review. This application will help solve the issue of knowledge being forgotten by allowing the information and concepts to be kept in front of the individual for regular review. The application that must be programmed will be a simple user friendly app that will allow the user to see and record progress over a given class which will give the user the ability to not only see what has been done but to have it brought back to the forefront of what they already went over in course assignments, reading and researches for a particular class. So in essence the program will help each student record each task and can, ever so many days allow the student to review what they covered and done to keep the information fresh. The information that we will be recording is assignments for the course, any assigned reading for the course, research both assigned and interest-based, and other learning activities. By getting this information from the user the program will store this information and recall it to the user on a time and scheduled output as well as show what still needs to be done in the course. The first step in creating such a program is that we need to identify the desired results we are looking for in this program which is to help the user retain course information by helping them review the material often. Next we will design the program and this will start by having the program gather the information required from the user and how often the user wants this information brought back up either every week or every 3 days. This step will be more complex as the developing of the application continues. Once we have step-by-step for designing the program to solve the problem stated in the beginning we will began to code the program. This is when we decide which programming language we will use such as C#, C ++ and more to deliver the best solution. After we program the application we will test the program to ensure that it is free of errors and that it does indeed solve the given problem. This is known as the programming development cycle which means at any given point in this cycle we may have revisit a particular step to ensure that we get the results that we need. This program will be developed as an object-oriented approach which is according to Kindler, E.; Krivy, I. (2011) â€Å"a programming paradigm that represents concepts as â€Å"objects† that have data fields (attributes that describe the object) and associated procedures known as methods. Objects, which are usually instances of classes, are used to interact with one another to design applications and computer programs.† We are taking this approach with a modular approach due to the complexity of the program and want to make many objects that will have methods and classes with in the object. We fill this is the best way to approach the problem with various strings and arrays so that our coding will not be confusing and easy to troubleshoot should we run into any issues. Modular programming emphasizes separating the functionality of a program into independent, interchangeable modules, such that each contains everything necessary to execute only one aspect of the desired functionality. (Haas, n.d.) This will improve maintainability by enforcing logical boundaries between components. The modular design will allow us to build into one executable file per module which also allows us to reduce the size of future patches for only the module that needs it. In conclusion we have discussed the problem of users forgetting knowledge gained through learning and will be creating a program that will keep the information fresh and allow periodic review of course assignments, assigned reading, assigned and interest-based research, and other learning activities. Our approach and the necessary steps outlined until the final test has been done and the application is functional.

Reflections on Nagarjuna’s The Refutation of Criticism (Vigrahavyavartani) :: Nagarjuna Essays

Reflections on Nagarjuna’s The Refutation of Criticism (Vigrahavyavartani) ABSTRACT: In verse nine of the Vigrahavyavartani, Nagarjuna gives a defense of his skepticism by insisting that he makes no proposition (pratijna) concerning the nature of reality. B. K. Matilal has argued that this position is not an untenable one for a skeptic to hold, using as an explanatory model Searle’s distinction between a propositional and an illocutionary negation. The argument runs that Nagarjuna does not refute rival philosophical positions by simply refuting whatever positive claims those positions might make, but rather he refuses the very act of making an assertion. From this kind of illocutionary negation, however, a certain paradoxicality arises: for in the negating the act of assertion, the skeptic is barred from asserting his or her own position, for under this condition, if he or she asserts that position, it is falsified! I want to argue that there are certain senses in which it seems that Nagarjuna’s resorting to the illocution we find in the Vigra havyavartani may not have been necessary for the maintenance of his skeptical position, for he has recourse to prasanga counter-arguments which can always offset the metaphysical and epistemological claims of the Hindu and Buddhist philosophers whom he confronts. There are also places in the Karika itself, where certain pramanas seem to be employed, that give one the impression that this kind of skepticism and the pramanas are only inimical to one another insofar as the latter may lead to the metaphysical, essentialist extremes criticized by the Buddhists. Nagarjuna’s illocution in this light seems an attempt to radicalize his difference from a developing Nyaya extensionalist theory of the pramanas, a theory in which the Buddhists and the Naiyayikas are closer than anywhere else. In verse nine of his Vigrahavyavartani, Nagarjuna thematizes an objection to his skeptical "middle" position in the following way. If all things were devoid of an intrinsic nature, there would, nevertheless, be an absence of intrinsic nature (yadi sarvadharmanam svabhava na bhavet tatrani nihsvabhava bhavet). But then, even this name "absence of intrinsic nature" would not be possible (tatra nihsvabhava ity evam namani na bhavet). Why? Because there is no name whatever without an object (nama hinirvastukam kimcid api nasti). Thus since the name exists (namasadbhavat), there is an intrinsic nature of the things; and since they have an intrinsic nature, all things are non-void (asunya). (1) In the famous twenty-ninth verse, Nagarjuna, addressing the objection, writes:

Bullfighting in the Sun Also Rises

Jonathan Rowe Essay 1: The Sun Also Rises English 42 Doctor Speirs 3/28/2010 No Bull in Bullfighting In The Sun Also Rises, Ernest Hemingway writes â€Å"nobody ever lives their life all the way up except bull-fighters† (100). Spoken by Jake, this line exemplifies the importance that bullfighting plays in the novel. It's not only portrayed as a sport, but rather as a complex, mathematical art in the form of a dance between the bull and fighter. The matador scene in chapter 18 is perhaps one of the richest in the novel due to it's use of symbols.The choreography between Romero and the bull is reflective not only of the characterization of Brett and Jake, but of the relationship between Brett, her masculinity, and her effect on the other male characters. It also provides penetrating insight to the role that Robert Cohn plays as a foil, and how he contrasts with the other characters. The most prominent correlation that the bullfighting scene carries in terms of symbolism is a par allel to Brett's sexuality. On a closer inspection, the fight also resembles an improvised dance between two partners.Each dancer has a designated terrain, and â€Å"as long as a bullfighter stays in his own terrain he is comparatively safe† (213). And a dance between two partners can be compared to the tumultuous events that love can bring, for example the relationship between Brett and Jake. It's interesting to note that early in the novel, Brett responds to Jake's inquiry of living together by saying that she'd just â€Å"tromper† him (55), a French word meaning to abuse and cheat. The diction almost resembles an animalistic quality, as well as the word â€Å"trample,† foreshadowing the symbolism behind the bullfighting scene.Just like Romero is luring and enticing the bull with his cape, Brett lures men with her charisma and charm, and refuses to bring any meaningful relationship to fruition. The diction of the scene involving Romero and the bull also carrie s some sexual overtones. Romero had to â€Å"make the bull consent with his body,† (217) creating an image where the man and â€Å"the bull were all one sharply etched mass† (217). In terms of symbolism, Romero is reflective of Brett, and the bull represents the men that Brett seduces. His method is to be â€Å"all so slow and so controlled† (217) at first, to lure the bull into proximity.Similarly, Brett lures men in with her brazen sexuality. The end result is the same however, with the bull and the men she's involved with. Romero will fight and kill the bull, just like Brett will lure men and eventually leave them. It's â€Å"all for sport, all for pleasure† (208). Brett's attraction to Romero can be explained in terms of his masculinity. Romero is somewhat of a perfect male, he's an aficionado, brave, beautiful, and held in very high esteem by everyone he encounters as well as being the favorite fighter of the crowd. He resembles Brett's masculinity.S he's given a unnisex name, has short hair, and even refers to everyone as â€Å"chaps. † She seems to mingle only with other men, possibly because she's shunned by other females for her promiscuity. While Romero and the bull most closely represent Brett and Jake, upon closer inspection another similarity can be drawn between Belmonte and Robert Cohn. Belmonte is a symbol for Cohn and his relationship with the other characters. Just like how Belmonte serves as a foil to the decadent style of Mercial and valor of Romero, Cohn is a foil to the other characters around him.While Romero would tease the audience with his graceful style and fighting close to the bull, Belmonte, now resuming bullfighting out of retirement, simply â€Å"gave the sensation of coming tragedy† and only gave the illusion of being close to the bull. He was once a great fighter, but now refuses to subscribe to the new â€Å"decadent† (215) bullfighting style. His fighting style represents Cohn in the sense that they both had their shining moment—Cohn's brief relationship with Brett, and Belmonte's glory days of bullfighting: which they're still trying to win back.Belmonte stands apart from the other fighters because he adheres to an traditional form of fighting. Similarly, Cohn is the only character with no involvement in the war, he preserves a sort of innocence and value system that disappeared with the â€Å"lost generation. † He tries to preserve the idea that sex equals intimacy and love, and throughout the novel his clumsy attempts to win back Brett are reflective of his refusal to understand that his brief relationship with Brett was simply a series of sexual encounters, nothing more.In conclusion, part of what makes Hemingway's style so unique is that he simply shows, without much telling. The matador scene in chapter 18 is rich because it provides penetrating insight with it's symbolism; Lady Brett with her elusive nature with men is captured throug h Romero's matador technique. The fact that Romero penetrates the bull with his sword accentuates the inherent masculinity that Brett displays—a sort of role reversal. Chapter 18 also highlights the character of Cohn, and his role as a foil and it's parallels to Belmonte's traditional fighting style.

Cognitive and Language Development

Whether we know it or not children begin learning from the moment they take their entrance into this world by listening, looking, and interacting with people and objects (Gleitman, 1981) that carries them from birth through adulthood. Literacy Development in children is sort of the same thing but it is focused mainly on things that help them with speaking, listening, reading, understanding, watching, drawing and writing.Infants and Toddlers are like sponges; they absorb everything about their environment (Lally, Torres, & Phelps, 1993). They learn through sensory and motor experiences (Gleitman, 1981). You might say well how I can help them with all of this it is a lot. Well here are some ways that you can help them with out having to do a lot. Infants ( Cognitive & Language Development) Put a mobile over the crib, he/she will enjoy it Let them listen to classical music Read to infants.They may not understand you but it helps develop early literacy skills Play peek-a-boo Let the infa nt play with an unbreakable mirror so they can see their reflection Sing/Talk to infants during feeding and while changing diapers Toddlers (Cognitive & Language Development) While reading to toddlers, name objects in the book and let them point the objects out Hide a toy and encourage the child to find it. For example, behind your back or under the table, etc. Encourage the child to sing songs with youEncourage to stack blocks and let them knock them over so they can see them fall If the child is saying simple words like dog or ball, try and use them in a simple sentence like â€Å"Where is the dog? † so they can start learning to put sentences together Infant & Toddler (Literacy Development) Try an use rhyming whenever you can- helps them understand the meaning of words as well as how they are created Repeat sounds you child makes, or make up sounds and see if you child can copy them Talk about the sounds animals make and ask your child to copy When you are out take a book as well as a toy with youEncourage your child to draw and write using pens, pencils, crayons, and markers Try and get them to write their name on all the art work they do Help them use play dough to make the letters of the alphabet or numbers Visit the library with your child, let choose the books they would want to take home School Aged Children (Literacy Development) Play words games that encourage children to learn sounds Talk about TV shows your child is watching, talk about the past, the future Take turns reading with your child Read stories then ask the child about themEncourage your child to read the names of items at the supermarket Select a few alphabet letters and move them around to make new sounds-bat, tab, abt and ask them which words are real Ask he/she to make you a book with a word on one side and a picture on the other Or let them write a grocery list or a restaurant menu just for play School Aged Children (Cognitive & Language Development) Learning to write letters and draw circles Identifying colors and drawing more complex people Knowing the difference between morning, noon and night The biggest thing for preschoolers is to PLAY.Playing is very important for their cognitive development. It promotes healthy brain development and helps children build confidence, begin to solve problems and work with others. These skills help them build leadership and group skills. REFERENCES: Cognitive Development for School Aged Children- http://www. livestrong. com/article/541776-why-is-cognitive-development-important-in-preschool/ Literacy Development- http://raisingchildren. net. au/articles/activities_to_promote_literacy. html/context/1217 Cognitive Development for Infants & Toddlers- www. highreach. com

Operations strategy and competitive advantage The WritePass Journal

Operations strategy and competitive advantage Abstract Operations strategy and competitive advantage , p. 11).   The most important criteria for winners in the hospitality industry centre on service, expertise, trust, knowledge, location, quality, price, reliability and speed.   Once each company enables a strategy that creates the means to meet these consumer expectations, the level of competitive advantage will have been raised in their favour (Hart 2012, p. 11).   The strategy of market penetration employs the relevant qualifiers and winners in order to establish a foothold in the market, making this evaluation critical. Market development uses the qualifiers to expand the reach of the parent company by addressing the emerging wants of the consumer base (Hart 2012, p. 11). The product expansion strategy utilizes the qualifiers and winners to build and expand on the foundation of the existing product line.   In each case the operational strategy is dependent on the consumer assessment.   The areas of cost, flexibility, service and delivery have a tremendous impact on eac h strategy (Rhee 2009, p. 30). The type of order qualifiers and winners are heavily influenced by the expectations of the consumer (Victorino and et al 2005, p. 555).   In the areas of luxury travel and hospitality the focus is on the innovative nature of the qualifiers such as inclusive child care.   Lower economic competitors are less susceptible to service qualifiers as the desire to save money and capitalize on available finance asserts itself (Victorino and et al 2005, p. 555).   With the lower level of spending the nature of the expectations turns to the facilities, including features such as kitchenettes and balconies, rather than the additional services. Associated industries such as the upscale and luxury wine industry base their qualifiers on variety (Verma and et al 2002, p. 11). This approach is not available to the lower end suppliers that must rely on other incentives to match the resources of the upper tier. In this case, winners in the economy sector of the hospitality industry will differ fr om the winners found in the luxury setting (Victorino and et al 2005, p. 555). Hassin (2009, p. 48) describes the area of human resources as a viable segment of order qualifiers and winners for the hospitality industry. Utilizing a series of multi skilled human resources adds a valuable layer of expertise and personal understanding to the operational strategy, ensuring a high level of service. This area of order qualifiers is supported by the Stanley and Wisner (2001, p. 287) study that confirms that the supply chain benefits through the implementation of internal qualifiers. By building on the foundation of good communication with the internal personnel, the perception of an inclusive and effective demeanour is transmitted to the consumer base, benefiting the entire strategy (Hassin 2009, p. 48). Further, the continuous training and development of these personnel will serve to cement their loyalty and skill set, thereby adding to the functional assets of the company. It is vital that the areas of human resources be included during the evaluation of any operati onal strategy (Hassin 2009, p. 48).   Lacking this key area of consideration will diminish the capacity to reach the expected goals. An evolving order qualifier is the application of mass customization based on the utilization of technology (Kumar 2007, p. 1). The ability to tailor a stay or service in the hospitality sector to an individual’s desires has the potential to become a order winner.   This form of qualifier has been made available through the inclusion of online technology that has come about due to the near universal reach of the Internet (Kumar 2007, p. 1).   Yet, while in the beginning this form of service would have been deemed an all-around winner, the sheer availability of   it has caused the consumer base to expect nothing less, making what was once considered a winner now a qualifier. The strategy of mass personalization has given many companies in the service industry a potent tool with which to attract the constantly shifting consumer base (Kumar 2007, p. 2).   With the primary factor of the hospitality service industry being personal service, the only sure way to create order winners is to possess a product or service that the consumer absolutely must have above all others. Verma and et al (2002, p. 470) assert that the area of customer choice provides a wealth of order qualifiers in the hospitality industry. The sophistication of technique and opportunity serves to draw in a substantial consumer base.   Utilizing a consumer choice modelling method enables a tailored approach to each market, providing more relevant qualifiers to the operational strategy (Verma and et al 2002, p. 470). Ritz Carlton Order Winners â€Å"the most important element of their [Ritz Carlton] hotel stay is being pampered† (Wyle 2009, p. 8). This Ritz Carlton experience is designed to enliven the senses, instil wellbeing and fulfil expectations. The hotels approach to the hospitality industry rests in the upscale, luxury avenue (Wyle 2009, p. 6). With a world renowned reputation to maintain, the leadership utilizes the expectation factor to manufacture order winners. The effort to maintain a superior level of customer satisfaction through the anticipation and provision for each need is a long time avenue to meet this goal (Wyle 2009, p. 3). However, this very element can also serve to create obstacles that can serve to slow down consumer acceptance. Alongside the effort to establish a very high threshold of service, the Ritz Carlton is open to the magnified perception of failure when their service fails to meet the consumer perceptions (Drejer 2002, p. 65). With a very real appreciation of the factors that com bine to create order winners, such features as the doorman meeting each and every customer with an open door only serves to frame the offered package. For the Ritz Carlton Company, order winners are centred on the consumer’s perception of efficient and all inclusive service (Wyle 2009, p. 9).   Utilizing a process centred approach featuring the Gold Standard, management takes extra care to create and preserve the feeling of being completely taken care of. Consumer appreciation to this offering can be found in the very high return rate of satisfied customers. Another example of their willingness to meet the needs of the consumer through service was found in the staff ordering specific glass ware for a specific client (Wyle 2009, p. 4).   This attention to detail adds value to the consumer which creates a clear order winner for the Ritz Carlton. With this approach it is the area of quality control, human resources and consumer satisfaction combining to create a process that provides a method for qualifiers to become winners. In order capitalize on the potential to identify internal winners; the Ritz Carlton institutes a Total Quality Management process, with the goal of strengthening the employees (Wyle 2009, p. 4). This approach to order qualifiers provides a well-educated staff to the consumer base, which responds by recognizing the capacity of the talent and purchases the service.   This human resource approach to order winners lays out a specific process for each consumer interaction which establishes a baseline for operations (Wyle 2009, p. 7). With additional features including a personal walk to the room as opposed to pointing, or a smile from each employee, the recognition of the value of the personnel to win continued patronage is apparent. In the case of the Ritz Carlton, which holds the international reputation as the ‘Hotelier to the Kings’, it is necessary to maintain the very highest standard of personnel (Wyle 2009, p. 8).   Coupled with this approach to a human resource centred order winners, is the annual recognition of the best performing employee, which in turns adds gravitas and confidence in the staff and underlying management (Wyle 2009, p. 8). Each of these areas create avenues to order winners for the Ritz Carlton management and is achieved through the recognition of process design, quality, innovation and human resources. The Ritz Carlton recognizes the area of quality as high on their list of competitive priorities (Russel and Taylor 2006, p. 2). In order to capitalize on the full range of opportunities, the leadership has developed a much targeted set of standards (Russel and Taylor 2006, p. 2): Each and every employee is trained and enabled to satisfy any guest’s wish. There is a process in place that creates teams at every level that creates objectives and devises the quality action plans. Each and every hotel has a quality leader. The creation of quality report tracks: Track guest room maintenance Percentage of consumers that do not have to wait. The time spent to achieve the industry best clean room appearance. A guest preference report which is then put into a working database. Utilizing this approach to quality management coupled with comprehensive training serves to create a steady stream of order winners for the Ritz Carlton Company.   This process of customization to meet consumer need is achieved by changing the service or the product designs (Krajewski and Malhota 2010, p. 14).   The Ritz Carlton considers a range of factors in order to create the best possible strategy: Low volume Close customer contact Easily reconfigured processes. The very high standards that are illustrated by the Ritz Carlton are the result of a very well developed, long term strategy (Drejer 2002, p. 61). This strategy has solid basis in theory as the concept of the hybrid model of combining approaches to find order winners is found viable in the research of Hallgren (2011, p. 511).   There is a need to balance between the factors of cost efficiency and overall flexibility. This can be achieved through the utilization of delivery and quality process performance (Hallgren 2011, p. 511). Conclusion This study has assessed the area of order qualifiers and order winners to determine their characteristics in the hospitality industry. The strategies that the Ritz Carlton employs to first identify order qualifiers and their subsequent ability to choose order winners is a demonstration of effective long term strategy coupled with a diverse support infrastructure. This area of study has a direct impact on the entire service industry by demonstrating the very real potential to be found in recognizing the value of identifying qualifiers and winners. Order qualifiers are the criterion that provides the consumers the incentive to buy the offered service or product, with the winners being the methods that have deemed successful.   There is the recognition that there is a limited life span of the winners in the hospitality industry, and the rapid evolution of technology and innovation will continue to provide means for competitors to find a way to appeal to consumers. The Ritz Carlton utilizes the quality and human resources approach to provide their consumer base with a comprehensive, in depth experience that is credited with the creation of a steady stream of order winners.   With specialized training that excels at providing the staff with both the authority and the education to complete the entire range of necessary services, the Ritz Carlton has recognized that to survive and excel in the luxury service industry requires a very high standard of operation. As the evidence in this study revealed, the expectations for the Ritz Carlton are going to be much higher than for more economical competitors, making the segment of training and customer service absolutely essential to progressive operation. Through the advent of positive branding and long term success, the Ritz Carlton has established a high threshold of expectation that requires a strong effort to maintain.   Yet, this achievement has been credited with maintaining the profile of the company. In each segment of the hospitality industry, the opportunity to generate order winners is found most often in the positive interaction with the clientele.   In the end, it will be a combination of practice, policy, experience and resources that will determine the effectiveness of any operational strategy. References Azorin, J., Pereira-Moliner, J. and Claver-Cort\Es, E. 2010. The importance of the firm and destination effects to explain firm performance.  Tourism Management, 31 (1), pp. 2228. Blanco, E., Rey-Maquieira, J. and Lozano, J. 2009. Economic incentives for tourism firms to undertake voluntary environmental management.  Tourism Management, 30 (1), pp. 112122. Byrd, E., Canziani, B., Hsieh, J., Debbage, K. and Sonmez, S. 2012 . Predictors of Repeat Winery Visitation in North Carolina. Drejer, A. 2002.  Strategic management and core competencies. Westport, Conn.: Quorum Books. Godsell, J., Diefenbach, T., Clemmow, C., Towill, D. and Christopher, M. 2011. Enabling supply chain segmentation through demand profiling.  International Journal of Physical Distribution \ Logistics Management, 41 (3), pp. 296314. Hallgren, M., Olhager, J. and Schroeder, R. 2011. A hybrid model of competitive capabilities.  International Journal of Operations \ Production Management, 31 (5), pp. 511526. Hart, M. 2012. Prevention is better than cure: increasing sales revenue by identifying order-winning criteria.  University of Twente. Hassin, A. 2009. The link between operations strategy and human resource management for NGOs working in unstable environments.  Journal of Business Systems, Governance and Ethics, 4 (3), pp. 4349. Krajewski, Ritzman and Malhota. 2010.  Operations Management. 9th ed. Pearson: Pearson Education. Krishna, A. and Dangayach, G. 2012. Service operation strategy: a developing country perspective.Production Planning \ Control, 23 (10-11), pp. 789800. Kumar, A. 2007. From mass customization to mass personalization: a strategic transformation.International Journal of Flexible Manufacturing Systems, 19 (4), pp. 533547. Neely, A. 2002.  Business performance measurement. Cambridge: Cambridge University Press. Rhee, B., Verma, R. and Plaschka, G. 2009. Understanding trade-offs in the supplier selection process: The role of flexibility, delivery, and value-added services/support.  International Journal of Production Economics, 120 (1), pp. 3041. Russel, R. and Taylor, B. 2006.  Operations Management. 5th ed. Chattanoga: University of Tennessee. Stanley, L. and Wisner, J. 2001. Service quality along the supply chain: implications for purchasing.Journal of operations management, 19 (3), pp. 287306. Verma, R., Plaschka, G. and Louviere, J. 2002. Understanding customer choices: a key to successful management of hospitality services.  The Cornell Hotel and Restaurant Administration Quarterly, 43 (6), pp. 1524. Victorino, L., Verma, R., Plaschka, G. and Dev, C. 2005. Service innovation and customer choices in the hospitality industry.  Managing Service Quality, 15 (6), pp. 555576. Wylie, K. 2009.  Total Quality Management A Case Study of a Quality Award Winning Organization. Mà ¼nchen: GRIN Verlag GmbH.

Ida Husted Harper

Ida Husted Harper Known for:  suffrage activism, especially writing articles, pamphlets, and books; official biographer of Susan B. Anthony and author of the last two of six volumes of the History of Woman Suffrage Occupation:  journalist, writer Religion:   UnitarianDates:  February 18, 1851 – March 14, 1931Also Known As: Ida Husted Background, Family Mother: Cassandra Stoddard HustedFather: John Arthur Husted, saddler Education Public schools in IndianaOne year at Indiana UniversityStanford University, did not graduate Marriage, Children Husband: Thomas Winans Harper (married December 28, 1871, divorced February 10, 1890; attorney)Child: Winnifred Harper Cooley, became a journalist Ida Husted Harper Biography Ida Husted was born in Fairfield, Indiana. The family moved to Muncie for the better schools there, when Ida was 10. She attended public schools through high school.  In 1868, she entered Indiana University with the standing of a sophomore, leaving after just a year for a job as a high school principal in Peru, Indiana. She was married in December 1871, to Thomas Winans Harper, a Civil War veteran and attorney.  They moved to Terre Haute. For many years, he was chief counsel for the Brotherhood of Locomotive Firemen, the union headed by Eugene V. Debs. Harper and Debs were close colleagues and friends. Writing Career Ida Husted Harper began writing secretly for Terre Haute newspapers, sending her articles in under a male pseudonym at first.  Eventually, she came to publish them under her own name, and for twelve years had a column in the Terre Haute Saturday Evening Mail called â€Å"A Woman’s Opinion.† She was paid for her writing; her husband disapproved. She also wrote for the newspaper of the Brotherhood of Locomotive Firemen (BLF), and from 1884 to 1893 was editor of that paper’s Woman’s Department. In 1887, Ida Husted Harper became the secretary of the Indiana woman suffrage society.  In this work, she organized conventions in every Congressional district in the state. On Her Own In February 1890, she divorced her husband, then became editor in chief of the Terre Haute Daily News.  She left just three months later, after leading the paper successfully through an election campaign.  She moved to Indianapolis to be with her daughter Winnifred, who was a student in that city at the Girls’ Classical School.  She continued contributing to the BLF magazine and also began writing for the Indianapolis News. When Winnifred Harper moved to California in 1893 to begin studies at Stanford University, Ida Husted Harper accompanied her, and also enrolled in classes at Stanford. Woman Suffrage Writer In California, Susan B. Anthony put Ida Husted Harper in charge of press relations for the 1896 California woman suffrage campaign, under the auspices of the National American Woman Suffrage Association (NAWSA).  She began helping Anthony write speeches and articles.   After the defeat of the California suffrage effort, Anthony asked Harper to help her with her memoirs.  Harper moved to Rochester to Anthony’s home there, going through her many papers and other records. In 1898, Harper published two volumes of the Life of Susan B. Anthony. (A third volume was published in 1908, after Anthony’s death.) The following year Harper accompanied Anthony and others to London, as a delegate to the International Council of Women. She attended the Berlin meeting in 1904, and became a regular attendee of those meetings and also of the International Suffrage Alliance.  She served as chair of the International Council of Women’s press committee from 1899 to 1902. From 1899 to 1903, Harper was editor of a woman’s column in the New York Sunday Sun.  She also worked on a followup to the three-volume History of Woman Suffrage; with Susan B. Anthony, she published volume 4 in 1902.  Susan B. Anthony died in 1906; Harper published the third volume of Anthony’s biography in 1908.   From 1909 to 1913 she edited a woman’s page in Harper’s Bazaar.  She chaired the National Press Bureau of the NAWSA in New York City, a job for which she placed articles in many newspapers and magazines. She toured as a lecturer and traveled to Washington to testify to Congress several times.  She also published many of her own articles for newspapers in major cities. The Final Suffrage Push In 1916, Ida Husted Harper became part of the final push for woman suffrage.  Miriam Leslie had left a bequest to NAWSA that established the Leslie Bureau of Suffrage Education.  Carrie Chapman Catt invited Harper to be in charge of that effort.  Harper moved to Washington for the job, and from 1916 to 1919, she wrote many articles and pamphlets advocating woman suffrage, and also wrote letters to many newspapers, in a campaign to influence public opinion in favor of a national suffrage amendment. In 1918, as she saw that victory was possibly near, she opposed the entrance of a large black women’s organization into the NAWSA, fearing that would lose the support of legislators in the southern states. That same year, she began preparing volumes 5 and 6 of the History of Woman Suffrage, covering 1900 to victory, which came in 1920.  The two volumes were published in 1922. Later Life She stayed on in Washington, residing at the American Association of University Women.  She died of a cerebral hemorrhage in Washington in 1931, and her ashes were buried in Muncie. Ida Husted Harper’s life and work are documented in many books about the suffrage movement.

Comparison of two articles about bias in the News Media Essay

Comparison of two articles about bias in the News Media - Essay Example The profession of a journalist, albeit regulated by its own set of regulations and ethical guidelines, is not an exception. Journalists, just like everyone else, carry intrinsic biases which are structurally transmitted to their work environment. The author of the â€Å"Bias in the News Media† article coins the name frames to refer to this structural formations. The frames reference suffices because it is through such structures that journalists literally frame the messages that are carried in new media outlets such as television. It is the presence of these biases that always influences how the message is packaged. The author of â€Å"Bias in the News Media† then proceeds to list the various types of biases that influence how news is packaged by broadcast journalists and the possible causes for these biases. Notably, biases are popular in broadcast journalism because of the commercial nature of the media business. Capitalism dictates that only those messages, services or products which are likely to be popular among the majority of the customers should be given a priority. This is undertaken for purposes of profit maximization. The author employs logical rhetoric to further implore the readers that news outlets in their variant forms do introduce biases due to the internal supporting structures which are normally established with the profit maximization motive. According to the essay, the presence of these biases makes it impossible to have media outlets that can be deemed to be objective in news dispensation.

Chap 8 Essay Example | Topics and Well Written Essays - 250 words

Chap 8 - Essay Example In practice, the audit process has five steps: planning, studying and evaluating controls, testing and evaluating controls, reporting, follow up and reports (Hingarh and Ahmed, 39). Understanding the scope of an audit is fundamental in ensuring that one conducts a successful audit. The scope of an audit is supposed to guide the editor and give him understanding of exactly what is expected of him during the audit (Hingarh and Ahmed, 56). In the case given, the scope of the audit required that the IT manager identifies the causes of bounced checks, unrecorded transactions especially between 1 p.m. and 2 p.m. In addition to this, the manager was expected to identify the cause of wrong order of execution of business transactions. Apart from the scope of an audit, IT managers conducting systems audit and supposed to understand the best control environment that will give the best results of an audit. The control environment helps managers to know exactly the best control features to add to a system for better performance (Hingarh and Ahmed, 68). In conclusion, information system audit is an important exercise in any organization’s systems and needs to be done regularly to avoid errors and miscalculations in a system. According to research, system audit saves many companies from losses and ensures steady execution of business activities and transactions (Hingarh and Ahmed,