The ruling idea

Nell Dunn is a feminist writer and so like many of her kind wrote plays revolving around the livelihoods of women through solitary experiences and as groups. Steaming looks at the relationships of 6 women from different social classes, ages and living in different economic circumstances. However different these 6 women are, they are brought together by the steam baths, a communal place where only females attend. Through this close environment these women are seen gravitating towards each other and communicating openly despite their class distinction and in some cases are brought together by this fascination with the opposing class. Effectively, the barriers of their class division are being brought down by the formation of female companionships. Josie is one of the poorest characters within the play, initially she is very wary of my character Nancy, who is initially seen as her complete opposite as she derives from the upper class and is the wealthiest of all 6 women. However, towards the end of the act they are seen conversing together about men and money and it turns out that they aren't as different as their stereotypes assume them to be. We wanted to take the idea of class barriers and show how each woman, although initially different comes to appreciate these differences to find out how very similar they infact are. The way in which we used staging, set and costume was very important in embedding our ruling idea in the play and using subtle factors within these aspects to present this idea to the audience. * The first way in which we created this was through the design of the set. A simple set of 4 white blocks set in a square formation was used at the central focus to the play and was where the majority of the action occurred. In doing so we were able to create a sense of togetherness in the enclosed space where conversation was accessible to all and left none of the characters out. This achieved a sense of unity among the group but also an understanding of acceptance among characters as each individual had their own â€Å"bed† -as it were- where they could keep their personal belongings and also use the space to rest, where they would not be apart from the rest of the group. Not only this but the colour of the blocks was also significant and symbolic. White creates a sense of purity and seeing as the baths are a place of cleanliness this seemed justified and would probably be found in conventional bathhouse. However, the meaning behind this choice goes deeper. Not only is the colour meant to symbolise cleanliness of a hygienic environment but it also comes to represent purity that cannot be found in the outside world, a place of troubles and grime. * The second way we achieved this was the use of costume. On entering the baths each individual character is wearing their everyday clothes, a symbol of their individual tastes, wealth and class. The costume initially gives the audience an impression of these characteristics and can perhaps makes a judgement on them and in most cases stereotype them for example Mrs Meadows and Dawn are first seen holding cheap plastic carrier bags, slippers and quite tattered looking clothes and myself as Nancy appear in patent black shoes and pearls. These outfits were purposefully chosen due to our group interpretation but also to create this stereotype so as to enable us to enhance our reasoning behind the bathrobes. The bathrobes, like the blocks, are also white, another symbol of purity and also conventional steam room wear. Like the blocks they were used to enable each character to come from the outside world, full of problems and troubles and shed themselves of the clothes their class and wealth restrict them to. Having done so, stereotypes that society creates of them are destroyed and suddenly they all become equal despite these factors. We used the colour white for the beds and the robes in an ironic way as in actual fact, a part of what this colour is meant to represent- purity and cleanliness is far from what these women's lives actually entail. Each women is subject to cases of either domestic violence, mental disorder or divorce, all which would have been shocking to be talked about so openly on stage. * A small factor is the play but also a very significant one, which added to our ruling idea, was the use of the character Bill Bradley. Nell Dunn purposefully wrote this play without a man in it and so the character of Bill is heard shouting from somewhere in the distance, responding to Violets hassles about the corroded pipes! We used this to our advantage and made a point of really shouting at him as if he were a complete nuisance not particularly because of the pipes but because he was a man and this slotted in with the fact that each and every woman at the baths has her grievances about men. From the way Dunn wrote this play it is evident that this was his purpose, to be completely set apart from this group of women who are slowly coming closer and closer to one another.

Losing Your Identity Essay

People from around the world immigrate to the United States in hopes of finding the Promised Land. Some may define the promise land, as a land of freedom, a land of abundance, a land of peace, or a land of education. Most define it as a land of opportunity for a better life. America is a land full of culture and diversity, although it is notoriously difficult to characterize â€Å"American† culture. Is it possible to move to a land such as America, full of culture and diversity, and yet preserve your own traditions and cultural identity? Some believe this to be very difficult to do, due to materialism, beliefs and language barriers. The counter argument would be that Americans are open to new cultural experiences, are welcome to newcomers, and are willing to help give support. I believe that it would be difficult to move to America, try to find your place in materialistic culture while preserving your own culture and beliefs while learning a new language. There is a culture in this country whether spoken or unspoken. It is clearly visible in everything we say, do, or think. In the United States, we expect to compete in every aspect of our lives, a daily reminder of our status, the ladder of our success. Americans are materialistic. We want to own the newest iPhone, to wear the newest fashion, to drive the newest and most expensive cars, and to have a big house with a pool. We celebrate holidays and forget the true meaning of the day we are celebrating. Our traditions can easily include consuming goods that are unneeded or even unwanted. A few years ago my friend fell into great debt during the Christmas season because she and her family made too many purchases that exceed their income, only because they wanted to please others. I can see how this kind of behavior would be confusing or shocking to someone with traditions that have little to do with material items or status. In addition to many of our traditions being different, some of our religious beliefs may be confusing to a foreigner. They may want to hold on to their beliefs and find it difficult to do so, due to peer pressure. They may even find it hard to practice their beliefs because of racism. When my children were in grammar school, they were allowed to say the pledge of allegiance in their classroom. One of the students was able to leave the classroom every time they did this because her beliefs were different. As a child, she found it difficult to understand, being the only one in the classroom with those beliefs. Some of the children were open to her leaving and others would make comments. She was moved to a land where she was free to practice her religion, but at the same time shamed from her peers. As a result, she stayed at home on many of the school days that holidays were celebrated in the classroom. Besides adapting to the local weather, the food, work place and new technology, one must also learn a new language. If an immigrant has trouble speaking the language it could be difficult to communicate their wants and needs in life and on the job. If they order the wrong meal it could be dangerous if they are allergic to certain foods. If they do not understand the news or cannot read the newspaper, they may find it hard to seek out individuals who have the same beliefs or traditions. For example, this weekend in San Francisco, there is a grand parade for Chinese New Year. If an immigrant from China had moved to Modesto this weekend and could not speak or read English, they may not have know of this event or be able to find their way to the event. Learning a new language is difficult and can be overwhelming. It may take some time to learn the language before being able to communicate properly. In conclusion, many immigrants do succeed in America. Although, I think it is difficult to stay true to their traditions and beliefs while learning a new language and trying to keep up with the high demands of a materialistic society. Children may feel the pressures of their peers to fit in and be more main stream. Depending on their annual income, immigrants may find it hard to buy the things that they want or feel the need to buy, such as cars, houses, and clothing. It may also be difficult to find peers with similar beliefs and traditions if there is a language barrier. I am the sixth generation born and raised in California, so I find it hard to relate. But, I will remain to be an American who is open to new cultural experiences and will always welcome newcomers and offer support when I can.

An Improvement Over Classical Realism Politics Essay

An Improvement Over Classical Realism Politics Essay The neorealist theory of international relations has dominated world politics in the past century. It depicts an anarchic world where states are compelled to act in a certain manner because they are part of an anarchic international system. Although neorealism provides an appealing exposà © for the study of international relations and perceives itself to be an improvement over classical realism, it raises more questions than the answers it provides as I will show throughout this essay. Classical Realists believe that states are the main actors in international relations and they are power maximizers. As Hans Morgenthau, explains in Politics Among Nations, in a world where anarchy is the abiding principle, states will struggle for power because they are managed by policy makers and such is the nature of men. Other institutions and organizations are considered to play a small role but only within a state centric framework. States define international order as anarchic because there i s no central government to quell men’s search for power and their thirst to dominate others. In this eternal struggle peace is achieved through the balance of power, where states try to prevent one state from dominating all the others.   [ 1 ]    During the Cold War a new variant of Morgenthau’s theory appeared under the name of neorealism. The theoretical approach to international politics proposed by Waltz stresses the importance of structure and draws its arguments by applying an economic perspective to international relations. An approach Waltz claims to be more scientific than the one of Morgenthau and classical realism,which he considers to be â€Å"reductionist†. He argues so because it focuses on the subjective decisions of policy makers, and their search for power, as key in shaping the international system. A perspective that excludes the possibility of a structural analysis where the system is perceived to be independent and therefore plays an act ive role in determining state behaviour.   [ 2 ]    In a world still perceived to be anarchic, Waltz separates the internal circumstances of states from the external ones and claims that the international system is autonomous and acts as a whole. International order is shaped by a global structure, which is created by the interaction of states and then forces them into a certain modus operandi.   [ 3 ]   Whereas in Morgenthau the analysis of world politics focused on his negative view of human nature that compelled statesmen in an eternal search for power   [ 4 ]   , Waltz emphasizes the importance of the system in directing their actions. The introduction of the third image systemic analysis as the most important perspective to look at international politics is defined by three ordering principles: anarchy, the function of units and the distribution of capabilities.   [ 5 ]   Anarchy for neorealists is slightly different than for classical realists. As Shimko notes it, if for Morgenthau anarchy was important but merely circumstantial, for Waltz it is one of the defining elements of the system and acts as a â€Å"causal† force.   [ 6 ]   The concept of anarchy also differs in the sense that classical realists believe states search for power and most neorealists tend to advocate that states fight to survive. The outcome in both cases is an anarchic world but their origin is fundamentally different.

Chemical compound Essay Example | Topics and Well Written Essays - 250 words

Chemical compound - Essay Example he mineral spirit for various issues and this may amount to poisoning .The severity of exposure to this compound is evident in its symptomatic respiratory challenge, headache, and irritation of the skin. The hydrocarbon part of the mineral spirit has carbon which has more affinity to oxygen when inhaled and deprive hemoglobin its ability to combine with oxygen hence leading strained breathing. The relevance of this article is evident in this era of increased use of paints and drug addiction which include inhalation of such mineral spirits. Although many people have deliberately or ignorantly used these compounds, the dander is reflected in increased respiratory problems. It is worth to note that as part of the health guide and prevailing risk of exposure to some chemical compounds, the article is significant. The article gives an insight into the causes, effects, symptoms and immediate remedial measures towards a victim of exposure to these chemical compounds. The affordability and wide scope of applying mineral spirit has seen it cause phenomenal cases of poisoning that in extreme cases end in fatalities. It is therefore important to understand the chemical component of any compound to establish the extent of

Balance scorecard Essay Example | Topics and Well Written Essays - 1250 words

Balance scorecard - Essay Example The Balance Scorecard is a framework or tool for measurement of sustainability of an organization which acts as a decision support system for the management for taking necessary action in order achieve sustainability of business operations in the long run In order to maintain sustainability of business, it requires constant monitoring of business operation which needs to be measured and quantified as per certain parameters that are preset. The various perspectives, with the help of which the performance of an organization are measured are namely financial perspective, customer’s perspective, internal perspective and learning perspective (Niven, 2005, p.49). The performance in these internal and external areas supported by proper funding and training of human capital are essential for sustainable growth of business of a company. Each perspective of growth of the company is assigned a metric and a target value against which the performance of the company is measured. The financi al objectives of the company are growth of revenue, growth of operating profits and solvency of the company in short term as well as long term (Olve and  Sjostrand, 2006, p.43). The fulfilment of these objectives is essential in order to achieve sustainability in business operations. The revenue growth is measured by an annual rate of growth and a target value is assigned against which the actual growth rate is measured. The growth of operating profits is measured by the amount of earnings before interest and tax as a percentage of sales. The metric for short term solvency is the current ratio and for long term solvency is the long term debt-equity ratio. The actual performance of the companies in any industry is measured against these metrics and the achievement of these metrics against the target values. The performance on sustainability of the company from customer’s perspective is measured by the average transaction size of customers, annual rate of increase in customer base and percentage reduction of customer complaints. The measurement of the company’s performance against the target values of these metrics supports the decision making process of the management. The internal performance of the company is measured by evaluating the performance to fulfil the objectives of product innovation, quality of service, sustenance of domestic market share, etc. These are measured by the metrics namely, the percentage of expenses for research and development with respect to the revenues earned, average turnaround time, percentage of market share, etc (Kaplan and  Norton, 1996, p.79). The actual performance of the company against the target value of these metrics helps the management to take decision to attain sustainability of the organization. The final perspective is the learning perspective which helps the companies in any industry to retain their employees and train them for sustainable operations and development. The learning performance of th e companies could be measured with the help of metrics like employee turnover, annual hours of training of the employees and average compensation. The comparison of actual values of these metrics against the target values helps the business to take decisions on sustainability (Blokdijk, 2008, p.88). The Balance Scorecard provides insight to the management on the different areas of business management and also allows them to take necessary steps for ensuring sustainability of business. Strengths and Limitations of Balance Scorecard The balanced scorecard is an important strategic performance measurement tool and semi-standard structured report that helps the managers to keep track of several activities executed by the staffs. In addition, this tool effectively monitors the consequences arising from several organizational actions. This part of the essay will determine several

Final Project Proposal Research Example | Topics and Well Written Essays - 250 words

Final Project - Research Proposal Example Kinect is a motion sensor input device that is developed by Microsoft for use with Xbox gaming consoles and personal computers and was launched on 4 November, 2010. The device resembles a webcam and is plugged into a computer or Xbox console through a USB port. It has a camera which tracks body movements of a user and a microphone for audio input. The microphone can be used for commanding the computer or console through voice commands. Kinect also features a depth sensor that uses infrared to accurately analyze movements of a user. The Xbox Kinect has been a huge success for Microsoft. It is recognized by Guinness World Records as the world’s fastest-selling consumer electronics gadget. The gadget has also resulted in more sales of Xbox games as the technology attracts buyers to games designed to take advantage of the Kinect’s capabilities. Sales of Xbox consoles have also soared, as consumers opt to buy packages that bundle the consoles and Kinect sensor systems. Through this device, Microsoft has reinvented gaming and completely changed how humans interact with

Outsourcing-harm to america Annotated Bibliography

Outsourcing-harm to america - Annotated Bibliography Example Outsourcing has been in practice since the early 1980s and continues to grow among large American corporations. Not only have we seen that it hurts our economy, but is affecting the unemployment rate. The unemployment rate is averaging 9.3% in todays market, compared to 5.8% in 2008 and 4.6% in 2007. Since 1986 fifteen million high paying jobs have left the United States and American workers. â€Å"Some industry watchers believe as many as 200,000 service jobs could be lost each year for the next eleven years (Cook, Nyham). According to the data (1999-2009) given by the bureau of labor statistics, United States -- there has been an increase in job loss in the private sector in the last 10 years ("Bureau of labor," 2010). Corporate America is sending jobs oversees so that their companies can save money, not thinking of the impact it has on us as individuals, and our families. Outsourcing is a chain reaction; the more products we outsource, the more factories that are being shut down in American, meaning more American job loss, and the rise of the unemployment rate Jobs are disappearing, wages are falling below inflation, and it is stressful in the workplace because at any moment ones job could be moved. overseas. It is killing American workers faith in their employers and putting a toll on their psychological well-being. We as a nation need to stop buying imported goods, and stop voting on bills that deregulate outsourcing. We need to realize we are the power, and we can make a difference. That in turn will be a step in the right direction. It is well known that United States economy recovered from mild recession in 2001; however, unemployment has risen from 4 % to 6% -- almost 50 percent increase. Well, one thing that is not known widely is that jobs have also been created during this hard period not only in New York City, San Francisco or Michigan – jobs have also been

Valuation of Coporations from Private Equity and Governance Research Paper

Valuation of Coporations from Private Equity and Governance - Research Paper Example It also throws light on the influence of corporate governance that such a system brings along with it into an industry. Private equity is the process of raising equity capital by gathering investments from individuals and institution that are known to have high net worth and have supreme financial strength. The investing firms are called the Private equity firms. Most of the top companies follow the private equity concept. On the other hand it is seen that good corporate governance raises the overall value of the firm. The general assumption to this concept is that, firms with good internal practice will be able to meet their goals and objectives effectively, thereby raising a company’s value. The research aims to analyze the operating performance of acquired companies and the internal rate of returns that the funds generate through private equity. In addition a brief study about human factors impacting the value of the firm will also be covered (Acharya, et. al., 2013). The research work emphasizes on the in the in depth analysis of corporate valuation based on the criteria of private equity and corporate governance. The purpose here is to identify the importance of equity funding in the overall performance of a firm and the benefits of private equity funding in the long run. The work of Kaplan is mainly used for this literature review (Kaplan & Stromberg, 2008). According to his opinion it was observed that leveraged buyouts (LBO) in the UK were significantly high before the recession period that started since 2010. Buyouts are a way by which funds can be invested in a firm. Buyouts are a type of private equity investment. It has been a matter of debate between many experts to decide whether it is buyouts that create greater value for the firm or is it equity investment in general. However research has shown that private equity only leads to short term gains where as buyouts have been seen to provide companies with

Consider, with detailed attention to evidence, themes, thinkers and Essay

Consider, with detailed attention to evidence, themes, thinkers and theories encountered throughout this module, connections bet - Essay Example Considering key aspects of the modern to be scientific objectivity, technological development advancing from agricultural communities to complex economies, centralization, industrialization, mass-production, and so forth, democratisation is both conceptually and historically aligned with all of these aspects of modernism. This is important, for the democratisation movement can be dated to the late 18th century with the American and French Revolutions implementing the Enlightenment ideals of philosophers such as John Locke, Adam Smith, Rousseau, and others who built on the cultural heritage of the Renaissance period in Europe. Just as the Renaissance era symbolized a rebirth of the Classical aspects of Greek and Roman culture, particularly philosophy, poetry, art, and mythology after a millennium of â€Å"Dark Ages† in Europe, so too Modernism took the best of these developments and made them the foundation for modern secular democratic culture. Yet, historians note an interest ing anomaly when it comes to the discussion of democracy historically and its roots in ancient Greek philosophy as politics. As F.A. Hayek writes in "The Constitution of Liberty," - Chapter 11: "The Rule of Law," "Individual liberty in modern times can hardly be traced back farther than the England of the seventeenth century... And for over two hundred years the preservation and perfection of individual liberty became the guiding ideal in that country, and its institutions and traditions became the model for the civilized world." (Hayek, 1960) Hayek makes an important distinction between Greek democracy as idealized by the Enlightenment philosophers and how it evolved conceptually as a practice of government and means of organizing society. He states, ironically, Greek democracy disappeared from the time of its idealized roots in Athens to the time of the American and French revolutions – that it was not used, referenced, or put into practice at all as a basis of government u ntil the fundamental revolutionary change that ushered in the modern era. Thus, it is valid to view democratisation and modernism as both arising out of the ideals of the Enlightenment and the Industrial Revolution. On this basis, the capitalists will additionally claim that the free market system is essential and interrelated with this process of democratisation, and that the democracy/free-market system represents a natural stage of development for societies that are evolving out of feudal structures to become modern States. Hayek positions England rather than America or France as the source of â€Å"individual liberty in modern times,† relating it to the struggle to institute democratic government in opposition to monarchy and royalty. However, it is extremely important critically that Hayek separates the processes and ideology of â€Å"liberalism† from that of democratisation. In simplest terms, liberalism is the ideology of freedom or liberty that seeks the most m inimal restraint on self-determination and autonomy of the individual, including the mental, spiritual, and physical aspects of self-development and self-realization. This is differentiated from the â€Å"democratic,† which relates more formally to the system of government. This duality is evident in

Trouble in Paradise with Comments Essay Example for Free

Trouble in Paradise with Comments Essay Company joint venture in China is one of the regions shining success stories. So why is generai manager Mike Gravesthinking about pulling the plug on it? ROM Mike Gravess tall windows, which were draped in red veivet, the view of Shanghai was spectacular: the stately old Western-style buildings, the riot of modem skyscrapers, the familiar needle of the TV tower. But today Mike barely noticed it. Clenching a copy of his Chinese partners proposal for another acquisition it would be the companys fourth he paced the floor and replayed in his mind that mornings unsettling phone call. He had called his boss. Bill Windier, at headquarters in Ohio, hoping to get a nice quote to inject into the brief remarks he was to make at that days banquet celebrating the joint ventures tenth anniversary. But as he gave Windier a quick rundown of what he intended to say mostly about the joint ventures progress toward world-class qualityMike could sense his bosss growing frustration. Aboutfiveminutes into the call. Windier cut Mike off in midsentence. saying,Dont throw your shoulder out patting yourself on the back. Windier reminded Mike about the margins he was looking for across all of Heartland Spindles businesses. A 4% ROI is pathetic, Windier said. Weve been in there ten years, Mike. The numbers shouid look better by now. He said he was looking for a 20% ROI, adding that such a number could surely be achieved through greater efficiency and more automation. And in Windlers view, the company had at least 1,200 employees too many. That needs to be fixed, fast, he said. Mike knew his boss wouldnt take no for an answer, but he had also learned that his Chinese partners would never agree to drastic moves such as the layoffs suggested by Windier. It was beginning to look as though the five good years he had spent here as general manager might be destined to come to a pairrful end. Mike couldnt help but HBRs cases, which arefictional,present common managerial dilemmas and offer concrete solutions from experts. A CHANGED WORLD AUGUST 2003 H B R CASE STUDY †¢ T r o u b l e in P a r a d i s e wonder if those harsh v^ords from Ohio were a warning that his contract might not be renewed in six months. Then, to top things off, just as Mike had extricated himself from the phone conversation, this latest acquisition proposal had arrived from deputy general manager Qinlin Li. The top executive on the Chinese side of the joint venture, Qinlin had been with the JV since its inception. As before, there would be almost irresistible pressure to go along with the deal. The Chinese side would make it clear yet again that the delicate partnership depended on Mikes support for continuous expansion and protection of jobs. The timing couldnt have been worse: The last thing Windier would want was more growth initiatives eating into the profits. A knock on the heavy teak door snapped him out of his musings. Feng Chen, Mikes assistant and translator, informed him that his car was waiting. nior executives, Qinllns immediate subordinates, stood up and nodded their greetings. There was a burst of excited applause, and cameras flashed. Qinlin was accompanying three important government officials into the room. They approached Mikes table and politely bickered for several minutes over who should enjoy the most prominent seat at the table, as required by Chinese custom. At last, the eldest and most highly placed official accepted the seat of honor. Qinlin stepped up to the podium, above which hung a huge Chinese knot of red silk, the symbol of cooperation. There was an expectant hush as he tapped the microphone. Ladies and gentlemen Qinlin began,thank you for joining me to celebrate the tenth anniversary of Zhong-Lian Knitting Company Limited. Those who were vwith the company at the beginning remember the hardships we endured and the hard work we put in. Since the establishment of Zhong-Lian as a 50/50 joint venture between Suzhou First Textile Company and our U. S. partner. Heartland Spindle Company, Zhong-Lian has faced many difficulties and obstacles. But we succeeded Mike was listening to the translators words, but he could hear the passion in Qinlins voice. We turned a money-losing company into a money-making company, and we made great headway as a result of support from our government, efforts on the part of both parent companies, and all our managers and employees. Mike hadnt been there during the early days, but he knew the stories. He was the fourth GM sent by Heartland in ten years. His two most recent pre- Enhance Friendly Cooperation As the car pulled up outside the ShangriLa Hotel, Mike forced himself to smile at the red carpet lined with dozens of lavish flower baskets sent by local government officials, business partners, suppliers, customers, and even competitors. A marching band in full uniform stood at the hotel entrance, and above it stretched a bright red banner that said, in Chinese and English: Enhance Friendly Cooperation and Ensure Mutual Growth and Celebrate the Tenth Anniversary of Zhong-Lian Knitting Co. Ltd. Mike exchanged greetings with Qinlin, who had been there for an hour already and was still seeing to last-minute details. In the ballroom, an elegant young woman in a red silk qi-pao, a traditional dress for formal celebrations, escorted Mike to the round table that was front and center. Tvo Chinese se- Katherine Xin is a professor of management and holds the Micheiin Chair in Leadership and Human Resource Management at China Europe International Business School (CEIBS) in Shanghai; she is also the editor in chief of HBR China. Vladimir Pucik is a professor ofinternational human resources and strategy at the International Institute for Management Development (lMD) in Lausanne, Switzerland. 28 decessors had left before their threeyear assignments were complete, one for family reasons his wife couldnt adapt to China-and the other for a better job offer (allegedly). Mike, a veteran manager with 20 years of international experience, had lived and worked in Japan, Hong Kong, and Australia before Heartland sent him to Shanghai. Mikes toughest challenge at tbe outset was the language barrier. He wouldnt have survived without Feng Chens help. It didnt take long for Mike to learn what cha-bu-duo meant: almost okay. He hated that word! It was baffling to him: Even though his Chinese partners were intelligent and willing to work hard, they werent exactly obsessed with quality. They cut corners and hardly ever followed operating procedures to HARVARD BUSINESS REVIEW Trouble in Paradise †¢ H B R CASE S T U D Y It didnt make sense to him until months later, when Mike heard someone say, Keeping silent in a group is safer. You wont get in trouble if you dont do anything. But you will get in trouble if you make a mistake. We are experienced under this system, and we know how it works. At any rate, Mike was relieved when the equipment was set up even though it took two years and outside pressure from the provincial Environment Protection Bureau to make it happen. There was another burst of applause. Qinlins voice reverberated through the room. We have acquired three moneylosing state-owned enterprises and managed to earn an annual profit of between 5% and 6%, he said. The number of employees increased from 400 to 2,300 in the past decade. Given the slump of the textile industry in these years, Zhong-Lians achievement is remarkable. In the coming years, we will further enhance the company and maintain our growth momentum. Qinlin paused, and his eyes sparkled. Let me tell you another piece of good news, he said. We are preparing our fourth acquisition, which is expected to raise our production capacity by 40%. The number of our employees will grow to nearly 3gt;5oo. And all this will help us launch our next initiative: building our own national brand. An elegant young woman in a silk qi-pao escorted Mike What little appetite Mike had for the celebration vanished. He had long been to his table. But he was preoccupied by the Chinese executives trying to quash that kind of talk. Heartplans and what they would mean for profitability. land, he knew, would never support launching an apparel brand that would the letter. Buttons often fell off sweat- sewage disposal three months after he eat up resources and limit profits for ers before the garments were even started (he was astonished that his Chi- years. Qinlin knows this well, Mike shipped out of the factory. Cha-bu-duo nese partner hadnt updated it already), thought, so why is he raising expectais why Mike insisted on introducing his counterparts said, Okay, yan-jiu- tions in such a public way? Total Quality Management to Zhong- yan-jiu. Tvo months later, after Mikes Qinlin thanked the vice mayor and Lian and TQM was probably why the repeated prodding, the proposal made the other government officials without jV had been so successful. Mike had also it onto a meeting agenda. But at the whose wise supervision, in his effusive felt a small sense of satisfaction when meeting, the Chinese managers seemed words, the joint venture would not have he taught his Chinese colleagues a new reluctant to discuss the matter, and no made such great progress. The vice term: Six Sigma. one wanted to assume responsibility for mayor rose to speak and returned the Cha-bu-duo wasnt the only expres- solving the problem. When Mike asked compliments, praising Zhong-Lians consion Mike heard all too often. He also managers for feedback individually, tribution to the local economy esquickly got used ioyan-Jiu-yan-Jiu, which they all had ideas, many of them excel- pecially to maintaining employment means Lets review and discuss. When lent. He couldnt imagine why the man- levels and calling the joint venture a he proposed a new system to deal with agers hadnt spoken up at the meeting. flagship among the citys enterprises. A CHANGED WORLD AUGUST 200^1 H B R CASE S T U D Y †¢ Trouble in Paradise When it was Mikes turn, he too voiced the expected praise for the officials it was a ritual whose airy forms and steely seriousness had become almost second nature to him. But throughout his little speech, he felt he was hardly doing more than going through the motions. He was preoccupied by Qinlins plans and what they would mean for profitability. Later, the lazy Susan at each table was filled with eight cold dishes, eight hot dishes, and two showpiece dishes: a whole suckling pig and a whole braised mandarin fish in the shape of a squirrel. Qinlin, as the host of his table, proposed hildrens education at Concordia International School (the best in Shanghai). Life here was easy and comfortable a world away from what it would have been like back in Ohio. But Mikes tension returned when he thought about his meeting the next morning with the people at Hua-Ying, the potential acquisition. He wouldnt be living in Green Villa much longer if he signed off on that deal. Over dinner, Mike told Linda about the conversation with Windier. Dont they understand that the Chinese way of doing business is different from the American way? Linda asked create another one: Many jobs would disappear. The Chinese partners were much more concemed with creating jobs and keeping govemment ofificiaJs happy than with improving quality. They wanted to keep growing into new provinces and buying up unprofitable companies, even if turning them around took years. But expansion would require significant additional resources that Heartland Spindle clearly wasnt ready to commit. And now there would be pressure to create a new company to market a national brand, again a drain on cash. So what do you think youre going to do? Linda asked. Im meeting with executives from Hua-Ying tomorrow morning. Maybe theyll surprise me with an operation that wont take forever to turn aroundthatd be the best case, Mike said. After that, Ill have to talk to Qinlin and the others about Heartlands concerns. But I know how that conversation will play out. Theyll say Heartland is being shortsighted and that the JVs history of turning around money-losing businesses should prove that we just need to be more patient. I wish Bill and the rest back in the States had a better understanding of how things work here. I was skeptical myself at the beginning. Remember when wefirstgot here and 1 was fuming at the business expenses? Seemed like every executive on the payroll was wining and dining some key partner or contact. And Robert OReilly, our controller, came to me shouting that our Chinese partner spent money like water. But, gradually, we both figured out that those expenses were paying off for us. The Chinese ritual of sharing food-nurturing ^i/anx(-is so powerful in making deals that it became one of our hidden assets. Im afraid we wont get those kinds of results if we focus only on cutting costs and laying off workers, as Ohio wants us to do. Life here was easy and comfortable-a world awayfrom what it was like back in Ohio. But Mike knew he wouldnt be here much longer if he signed off on that acquisition deal. a toast. Then he emptied his glass as a sign of his sincerity and joy. Glasses clinked; champagne and Coke bubbled. But Mike had become so attuned to the subtleties of these gatherings that he immediately noticed the response of the officials: Instead of emptying their glasses, they merely took sips. Mike supposed that they must have heard about his opposition, muted though it had been, to the expansion ideas. him sympathetically. Its not all about squeezingthe most out of your workers here. They value stability and long-term employment. Youd think Heartland wouldVe been prepared for this sort of performance. Its not like youre losing money, like so many JVs here do. Just last week on the course, Christie and Maya told me that their husbands businesses hadnt turned a profit yet I know, but that doesnt seem to be good enough any more, Mike said. He recounted Bills suggestions about layoffs and investing in more automated equipment. He knew that he would soon have to broach these subjects with his Chinese partners. Mikes biggest problem was that he could see both sides. Heartland wanted to reposition itself in the U. S. arketselling at discount stores wasnt profitable enough. But to enable Heartland to make the jump to high-end retailers, the joint venture would have to meet much higher standards of quality. Those old dyeing machines, for instance, would have to go; they had cost the company a lot of money over the last few years, not just in shipping and handling charges for returned products but also in terms of the companys reputation. New machines would fix that problem, but theyd Living in Style sitting in the backseat of the company car, Mike felt his tension ease when his driver, Lao Li, turned into his neighborhood. The car slipped by a row of cypresses and passed a perfectly manicured golf course. Designed in European country style, the elegant Green Villa was an ideal residence for expatriates. Mike loved this village its extensive recreational amenities, itsfirst-classservice. At very little cost, for example, Mikes family had hired a live-in domestic helper who happened to be a superior cook. His wife, Linda, played golf three times a week with her friends in the village, and she had recently taken up yoga. The company paid $7,800 a month to rent the familys home; it also paid for a chauffeur, a nanny, and the PowerPoint and Green Tea The chief executive of Hua-Ying, Genfa Wang, sent his own limousine to pick up Mike and Qinlin as a symbol of his HARVARD BUSINESS REVIEW 30 Trouble in Paradise †¢ H B R CASE S T U D Y sincerity and hospitality. Genfa and his top managers were waiting at the gate when the car pulled up, and one of the men stepped forward to open the car door. Genfa greeted Mike, Qinlin, and Feng Chen with,My honor! IVlyhonor! It is a great pleasure to have you here with us. Thefirstbuilding they entered looked fairly clean, but the conference room carpet was pocked with cigarette bums. Not exactly a high-class operation, Mike thought. Up on the third floor, there was a disagreeable odor-no flush. He could just imagine the state of the plumbing. And hadnt leaky pipes been responsible for the initial spread of SARS into cities in Hong Kong? He was sure he had read something like that. His unease grew. What other hidden risks were lurking in this facility? There was no way he was going to be able to agree to this acquisition, he thought. But he was pleasantly surprised to see seven cups of Bi Luo Chun tea, one of the best Chinese green teas, on an ele- ant redwood table. And a minute later, Genfa pulled out a laptop and began making his presentation using PowerPoint slides. Mike was shocked. He hadnt expected such sophistication from a company this size, especially a company that seemed to lack modem sanitary facilities. Genfa, sensing Mikes reaction, said proudly,My nephew gave me training on this high-tech stuff. He is a college graduate, a vice GM of our company in charge of technology and engineering. Great, Mike thought with exasperation. There were probably a few relatives on the board, too. But his mood swung back during Genfas 40-nunute presentation as the CEO spoke precisely and clearly about the numbers-it was obvious he was shrewd about the market. Mike was intrigued. At the second building, his earlier impressions were reinforced: The machines in here looked old and shabby. Some workers were busy, but others were idly waiting for a product deliv- ery. Bales of goods were stacked high in one comer, and Mike stumbled over a box as he picked his way through the dim light. When he noticed that the record sheets on the desk and walls were handwritten, his heart sank: So much for high tech. On his way home that night in his own companys car, Mike gazed out the window, trying to figure out what to do next. Should he recommend the acquisition to Bill? Should he propose rejecting the deal and thus probably bring an end to the partnership? The idea of buying out the JV had occurred to him, but it clearly wouldnt work, not with the Chinese partner dreaming of a national brand. When the Audi came to a stop outside Mikes house, he hadnt reached any conclusions. He knew he was going to have another sleepless night at Green Villa. Can Mike keep the joint venture from unraveling? Four commentators offer expert advice. Right now, youre reading about the newest Spend a few weeks with us, and youll be creating Ready to find your edge in the world of business? Executive Education programs at The University of North Carolina at Chapel Hills Kenan-Flagler Business School provide you witfi skills that quickly translate to your everyday work environment from creative problem-solving to d eveloping globally competitive strategies. The following General Management Programs ate now enrolling: CALL TODAY FOR A GENERAL MANAGEMENT BROCHURE. Executive Development Institute {EDI) Senior Executives Institute (SEI) Global Executives Institute (GEI) PUT YOUR CAREER ON THE FA5T TRACK. Call 1-919-962-1531 or visit www. exed. uncedu/gm today to receive a brochure outlining our open enrollment and custom program offerings. UNC Business. Shaping leaders, driving resulU. UNC KCNANFLAGLER H B R CASE C O M M E N T A R Y †¢ Can Mike Keep the Joint Venture from Unraveling? Mike must reach out to political officials and understand their goals. I cannot overstress how crucial relationships are in China. M I ike Craves needs to do four things, and quickly. First, he needs to develop a clearer vision of Heartland Spindles-and its partners-strategic goals in China, Second, he needs to assemble a much stronger team for the company. Third, he needs to consider alternatives to the traditional 50/50 joint venture. And, finally, he needs to move outside his personal comfort zone as a manager. The lack of a clear, shared strategy is the most glaring problem in this case. Is Heartland chiefly interested in China as a low-cost production baseforU. S, exports? Or is it hoping to win a share ofthe domestic market? If so, which segment is Heartland focusing o n a n d based on what competitive edge? Without a clear strategy, its impossible to choose the right structure for and extent of cooperation with a foreign partner. Conversely, when your intent is clear and reasonable, you can get past a surprising number of obstacles. When Michelin started discussions in Shanghai with Chinas largest tire manufacturer, we were clear that we intended to develop a major center there for the world tire industry and that we would therefore have to bring our best technology. To protect that technology, we would need control ofthe venture, which initially seemed impossible to achieve from a legal standpoint. As it turned out, we got control because the municipality shared the goal and recognized the necessity. Perhaps there once was a clear strategy that has been forgotten overthe course often years and several changes in management. Mike should study the contracts and, more important, have discussions with the original sponsors ofthe deal. If he can learnthe initial intentions, he might find a positive starting point for rebuilding a spirit of cooperation vwith his partner. This brings me to my second point: the importance of mobilizing a team of people to further the JVs strategy. Political officials are going to be a big part ofthat team; they have a stronger influence on economic life in China than Mike might realize. He must reach out to them and understand their goals. It is not a matter of good dinners and dubious expenses left to the Chinese staff. Success will depend on the personal involvement of top executives. I cannot overstress how crucial relationships are in China, Only when individuals know and understand each other can they develop the level of cooperation required for success, Mike should convince his boss to be the one who owns the relationship with a key officiai-the vice mayor, say. Yes, this will add a layer of complexity, but success in China is as much about time as it is about money. This is the most important fact for Mike to impress upon the leadership back at headquarters. Our CEO, Edouard Michelin, is in the habit of coming to China two or three times a year, with a flexible agenda, and that does a great deal to develop and support our operations here. Mike also needs to think creatively about alternatives to the traditional 50/50 joint venture. For instance, if Heartland Spindle is focused on exports and profitability, it might make more sense to have a minority share in the venture. Heartland would bring knowhow to the table and would purchase the export production, leaving the Chinese partner to manage productivity and profit levels. That would protect Heartlands margins and reduce its investment, yielding a higher return on assets. The point is that this situation might require a creative solution, and that brings me to my final concern. Mike needs to move out of his comfort zone and learn to strategize and negotiate in a highly dynamic environment. He should be the one taking the initiative, not reacting in surprise to the ideas and actions of others. Ericjugieris the chairman ofMichelin (China) Investment in Shanghai. 32 HARVARD BUSINESS REVIEW Can Mike Keep the Joint Venture from Unraveling? †¢ H B R CASE COMMENTARY I ts never easy making joint ventures work, especially when the strategic objectives of the partners diverge. Zhong-Lian Knitting has had a very successful ten years, during which the partners have been able to work out their differences. But this jV may well have outlived its usefulness. land Spindle is focused on short-to mediumterm financial returns and on transforming Zhong-Lian into a high-quality manufacturer. No amount of discussion is going to reconcile their differences. If he concludes that the status quo is not viable, Mike must ask himself a second question: How can he restructure or exit the JV in a way that makes sense for Heartland? To answer, he must take into account any termination or exit clauses in the joint venture agreement He must also determine whether Heartland needs to have an ownership interest in the JV to continue the commercial relationship with it and whether Suzhou is financially able to buyout Heartlands interest in the JV Mike would be well advised to investigate several options in parallel. They could include selling some or all of Heartlands interest to Suzhou. A phased exit in which Heartland reduces its ownership stake overtime could make sense if Heartland wants to minimize disruption in the relationship; it might also make it easier for Suzhou to raise capital (if this is a constraint). AIternatively, Mike could explore the sale of Heartlands interest to a more compatible third party. The partners might also wish to consider an IPO, assuming that Zhong-Lian is sufficiently developed to make this option realistic. An IPO would give Heartland an exit while providing the joint venture access to capital to continue its growth. A third question Mike should be asking is. What is Heartlands overall joint venture strategy, not just in China but also in other markets? Heartland should consider establishing a portfolio of joint venture relationships in China and other low-cost regions. That would allow the company to diversify its sourcing relationships, reducing the risk associated with any one partner. It would also allow Heartland to upgrade its skills in establishing and managing international joint ventures. Perhaps if Mikes boss became involved in negotiating a few international jVs, he would acquire a better appreciation for the challenges involved in managing such relationships. Zhong-Lian is similar to many other joint ventures in that its problems are partly due to its success. I am reminded of the jV created in the early 1980S by Merck and the Swedish pharmaceutical company Astra to help Astra enter the U. S. market. It operated successfully for more than a decade; by the late 1990S, various analysts estimated it to be worth up to $10 billion, largely because of sales of the blockbuster drug Prilosec. But the parties increasingly found that their objectives were incompatible. Merck wanted to continue benefiting from Astras current products and RD pipeline, but Astra needed control over its U. S. operations to pursue its vision of becoming a leading global pharmaceutical company. The partners eventually agreed to restructure the venture so that Dieter Turowski Is a managing director in Mergers Acquisitions at Morgan Stanley in London. Heartland should consider establishing a portfolio of joint ventures. That would reduce the risk associated with any one partner. Astra had control, and Merck would receive payments based on the sales of future products. Zhong-Lian and its Chinese parent, Suzhou First Textile, may be at a similar crossroads. To determine his next step, Mike Craves needs to answer a fundamental question: Have the partnersstrategic interests moved so far apart that the JV no longer makes sense in its currentform? The answer apDears to be yes. Suzhou is focused on expansion within China and on developing a national brand; this strategy will continue to put pressure on the ventures financial performance. Heart- A CHANGED WORLD AUGUST 2003 3 H B R CASE C O M M E N T A R Y †¢ Can Mike Keep the Joint Venture from Unraveling? H eartland Spindle entered the China market at the same time many multinationals did, about a decade ago, seeing the same enormous opportunity. The market was huge and there was undercapacity in many segments and industries, so high margins seemed assured. But that was a shortsighted and static view of the ma rket. As the multinationals rushed in and productivity quickly improved, the immediate result was a dramatic expansion of capacity, and margins deteriorated. In very short order. he companiesexpectations about revenues and profits became obsolete. and products with very strong brands. My first advice to Mike Craves would be to study the industry structure closely and determine whether a 20% return on investment is theoretically possible for Zhong-Lians products. The nextquestion is whetherthis joint venture is in a position to capture the highest margin in its industry. Does it have a unique business model, perhaps, based on some core competence? Maybe it can leverage its channel or its brand back in the United States or in other developed markets. Or perhaps Heartland can make the venture a bigger part of its global strategy, exploiting the regions labor costs and productivity edge to reconfigure its worldwide production strategy. If Mike doesnt discover a unique business model that will generate a 20% ROI, he needs to inform his boss that its time to exit. But if he believes such a return is achievable, he needs to restructure the jV to get there. If Heartland doesntwantto make any more of an investment in the venture, it could bring in a private shareholder or other marketdriven companies to buy the governments shares. Mike also needs to ensure that he is linking compensation packages to performance. Ive observed that employees in China-especially senior managers-respond very,very wellto pay-for-performance plans. Its been my experience that Chinese organizations are quite adaptable to other cultures. The problem here, and perhaps for many companies, is that real assimilation cantoccurunlessthe two partners are working toward the same goals. Zhong-Lian is under the strong influence of the government, and, as a result, it is doing exactly what should be expected: creating jobs and boosting revenue rather than profits. The minute Mike starts to create a market-driven and value-creation-driven connpany-largely by rewarding senior managers for gains in those directions-things will start to change. The joint venture is already one of the success stories on the Chinese business landscape. Ifthe venture is restructured and incentives are aligned with higher performance, it might even meet the expectations Heartland has set for it. Manyforeign executives said that if they were to move into China again, they would do so through a solely owned business, not a joint venture. Heartland also went the usual route of entering China by means of a joint venture. Many multinationals chose this path because of regulation requirements, others because of their unfamiliarity with the Chinese business landscape. Many of them have come to regret that decision. In a McKinsey survey of executives of foreign companies in China three years ago, a great number of respondents said that if they were to move into China again, they would do so through a solely owned business, not a joint venture. The main reason was that the partners often dont share the same vision or philosophy, and the disparity in the viewpoints hampers performance. The survey also found that morethanhalfofthejointventures in China are not working properly. David Xu is a principal In Zhong-Lians case, the problem does not seem to be the cultural difference so much as the difference in the two partners* visions and definitions of success. One question, then, is whether Heartlands high-margin vision is sensible. The textile industry in China is extremely competitive and will be for the foreseeable future because the entry barriers are low. The margins in textiles are therefore typically very low, except for special textiles at management consulting firm McKinsey ; Company in Shanghai. HARVARD BUSINESS REVIEW Can Mike Keep the joint Venture from Unraveling? †¢ HBR CASE COMMENTARY ment unless it improves the bottom line, wants to improve quality, and sees no benefit to creating a Chinese brand because it views China as a low-cost manufacturing platform rather than a market. In the absence of congruent performance objectives, the joint venture has no underlying strategic logic. Thus the partners immediately need to Lets look atthe Chinese marketfirst. Many revisit both their older and continuing reaforeign companies are finding it tough to sons for staying together. Ifthe partners cangenerate acceptable profits there. Even the not agree on a minimally acceptable ROI or Japanese, historically the biggest investors, that such a goal is a top priority, they should are seeing their lowest returns in China. (And think about exiting the venture. when the Japanese do invest, the size oftheir Finally, Mike is part of the problem. It is subsidiaries tends to be smaller; they dont absolutely stunning that he learned on the employ anywhere near the number of people day ofthe anniversary banquet that his partZhong-Lian Knitting does. ner wanted to make another acquisition. EiChina is also becoming a more expensive place to do business. Betweeni992 and 2001, the consumer price index in the United States increased by 1. 27times; in Shanghai, it went up 2. 21 times. Wage rates in Shanghai more than tripled between 1991 and 2000. Its not surprising that more and more competitive Japanese corporations have begun to pull out of the market-they are a ther the Chin ese partner is out of control or Mike is out of touch. How much time is Mike spending with the partner? Has he grown too comfortable in paradise? Mike needs to be proactive. Rather than simply waiting for his Chinese partner to hand him the names of acquisition candidates, for instance, he could develop specific acquisition criteria with his partner or even M ike Craves needs to start by acknowledging that his boss is correct: A 4% ROI is not enough for most foreign investors after ten years. So where is the problem? Is it in the Chinese market itself? Is it with the partnership agreement? Or is it with Mike? Id argue that all three contribute to this dilemma. Paul W. Beamish is the director ofthe Asian Management Institute at the Richard Ivey School of Business ofthe University of Western Ontario in London, Oritario. One ofthe largest costs in many joint ventures is the expatriate manager package. Perhaps he could save by reducing the number of expats. little further along the exit curve than Bill Windier is. Next,the partnership. In any international joint venture, the partners must share congruent performance measures. That is certainly not the case here. While both partners have an explicitgoalthattheJV be profitable, they differ widely in terms of what constitutes an acceptable financial return. Furthermore, some oftheir nonfinancial goals forthe JV seem to have evolved and have only now become explicit. The Chinese partner is happy with achieving a 5 to 6% profit and % being viewed asa local hero. It wants togrow the scope of the jV and establish a national brand. The U. S. partner wants a 20% ROI, will consider growth only if it improves profitability, has no interest in creating employconduct some investigations himself He should also look for additional ways of improving the JVs profitability. One of the largest costs in many joint ventures in China is the expatriate manager package. He could save money by reducing the number of expats, perhaps by promoting local managers. Lots of smart people are available. Various factors have contributed to the current situation, some of which such as the condition ofthe Chinese market-Mike cannot control. He needs to concentrate on the things he can change: the relationship between the U. S. and Chinese partners and his own managerial behavior.

Logical Database Design for HR management System

Logical Database Design for HR management System Task 1.1 The background information of the organization and operation that would support. In an organization a HR department is responsible for record each employee. Where the employees have an identification number, job identification code, e-mail address, manager as well as salary. They also track those employees earn incentive or commissions in addition to their salary. However, the company also tracks their role in the organization. Each job also recorded according to the characteristics. Moreover, ever jobs have job title, identification code, maximum and minimum salary of the job. There are few employees work for a long time with the company and they have held different department within the company. If any employee resigns, then the job identification number and department are recorded. The company also track the location of its departments and warehouses. Every employee must assign with a department where departments are identified by the unique identification number. Those departments are associated with different locations. The company need to store the location such as the state, city, postal code, street name as well as county code. The company also record the county name, currency name and the region. This database supports a better employee management plan as well as their departments, location and associated jobs. However, the company would have a better structure to store their confidential information. This database will provide a better extracted information to developed their insufficiency. This efficient data structure allows them increases their storage as well as it exclude the redundancy in data. Task 1.2 a conceptual database design and list of enterprise rules Figure 1: EER-diagram showing all enterprise rules (Source: Created by author) Task2.1: A Logical Database Design for HR management System Figure 2: logical database design (Source: Created by author) Task2.2: Create the tables using Oracle DBMS - Table structure for COUNTRIES - DROP TABLE MYDB.COUNTRIES; CREATE TABLE MYDB.COUNTRIES ( country_id VARCHAR2(30 BYTE) NOT NULL , country_name VARCHAR2(30 BYTE) NULL , region_id VARCHAR2(30 BYTE) NULL ) LOGGING NOCOMPRESS NOCACHE ; - Table structure for DEPARTMENTS - DROP TABLE MYDB.DEPARTMENTS; CREATE TABLE MYDB.DEPARTMENTS ( department_id VARCHAR2(30 BYTE) NOT NULL , department_name VARCHAR2(30 BYTE) NULL , manager_id VARCHAR2(30 BYTE) NULL , location_id VARCHAR2(30 BYTE) NULL ) LOGGING NOCOMPRESS NOCACHE ; - Table structure for EMPLOYEES - DROP TABLE MYDB.EMPLOYEES; CREATE TABLE MYDB.EMPLOYEES ( employee_id VARCHAR2(30 BYTE) NOT NULL , first_name VARCHAR2(30 BYTE) NULL , last_name VARCHAR2(30 BYTE) NULL , email VARCHAR2(30 BYTE) NULL , phone_number NUMBER(12) NULL , hire_date DATE NULL , job_id VARCHAR2(30 BYTE) NULL , salary NUMBER(10,2) NULL , commission NUMBER(10,2) NULL , manager_id VARCHAR2(30 BYTE) NULL , department_id VARCHAR2(30 BYTE) NULL ) LOGGING NOCOMPRESS NOCACHE ; - Table structure for JOB_HISTORY - DROP TABLE MYDB.JOB_HISTORY; CREATE TABLE MYDB.JOB_HISTORY ( employee_id VARCHAR2(30 BYTE) NOT NULL , start_date DATE NULL , end_date DATE NULL , job_id VARCHAR2(30 BYTE) NULL , department_id VARCHAR2(30 BYTE) NOT NULL ) LOGGING NOCOMPRESS NOCACHE ; - Table structure for JOBS - DROP TABLE MYDB.JOBS; CREATE TABLE MYDB.JOBS ( job_id VARCHAR2(30 BYTE) NOT NULL , job_title VARCHAR2(30 BYTE) NULL , min_salary NUMBER(10,2) NULL , max_salary NUMBER(10,2) NULL ) LOGGING NOCOMPRESS NOCACHE ; - Table structure for LOCATIONS - DROP TABLE MYDB.LOCATIONS; CREATE TABLE MYDB.LOCATIONS ( location_id VARCHAR2(30 BYTE) NOT NULL , street_address VARCHAR2(30 BYTE) NULL , postal_code NUMBER(10) NULL , city VARCHAR2(30 BYTE) NULL , state VARCHAR2(30 BYTE) NULL , country_id VARCHAR2(30 BYTE) NULL ) LOGGING NOCOMPRESS NOCACHE ; - Table structure for REGIONS - DROP TABLE MYDB.REGIONS; CREATE TABLE MYDB.REGIONS ( region_id VARCHAR2(30 BYTE) NOT NULL , region_name VARCHAR2(30 BYTE) NULL ) LOGGING NOCOMPRESS NOCACHE ; Task2.3: Create the four most useful indexes - Indexes structure for table COUNTRIES - - Checks structure for table COUNTRIES - ALTER TABLE MYDB.COUNTRIES ADD CHECK (country_id IS NOT NULL); - Primary Key structure for table COUNTRIES - ALTER TABLE MYDB.COUNTRIES ADD PRIMARY KEY (country_id); - Indexes structure for table DEPARTMENTS - - Checks structure for table DEPARTMENTS - ALTER TABLE MYDB.DEPARTMENTS ADD CHECK (department_id IS NOT NULL); - Primary Key structure for table DEPARTMENTS - ALTER TABLE MYDB.DEPARTMENTS ADD PRIMARY KEY (department_id); - Indexes structure for table EMPLOYEES - - Checks structure for table EMPLOYEES - ALTER TABLE MYDB.EMPLOYEES ADD CHECK (employee_id IS NOT NULL); - Primary Key structure for table EMPLOYEES - ALTER TABLE MYDB.EMPLOYEES ADD PRIMARY KEY (employee_id); - Indexes structure for table JOB_HISTORY - - Checks structure for table JOB_HISTORY - ALTER TABLE MYDB.JOB_HISTORY ADD CHECK (employee_id IS NOT NULL); ALTER TABLE MYDB.JOB_HISTORY ADD CHECK (department_id IS NOT NULL); - Primary Key structure for table JOB_HISTORY - ALTER TABLE MYDB.JOB_HISTORY ADD PRIMARY KEY (employee_id); - Indexes structure for table JOBS - - Checks structure for table JOBS - ALTER TABLE MYDB.JOBS ADD CHECK (job_id IS NOT NULL); - Primary Key structure for table JOBS - ALTER TABLE MYDB.JOBS ADD PRIMARY KEY (job_id); - Indexes structure for table LOCATIONS - - Checks structure for table LOCATIONS - ALTER TABLE MYDB.LOCATIONS ADD CHECK (location_id IS NOT NULL); - Primary Key structure for table LOCATIONS - ALTER TABLE MYDB.LOCATIONS ADD PRIMARY KEY (location_id); - Indexes structure for table REGIONS - - Checks structure for table REGIONS - ALTER TABLE MYDB.REGIONS ADD CHECK (region_id IS NOT NULL); - Primary Key structure for table REGIONS - ALTER TABLE MYDB.REGIONS ADD PRIMARY KEY (region_id); - Foreign Key structure for table MYDB.COUNTRIES - ALTER TABLE MYDB.COUNTRIES ADD FOREIGN KEY (region_id) REFERENCES MYDB.REGIONS (region_id) ON DELETE CASCADE; - Foreign Key structure for table MYDB.DEPARTMENTS - ALTER TABLE MYDB.DEPARTMENTS ADD FOREIGN KEY (location_id) REFERENCES MYDB.LOCATIONS (location_id) ON DELETE CASCADE; - Foreign Key structure for table MYDB.EMPLOYEES - ALTER TABLE MYDB.EMPLOYEES ADD FOREIGN KEY (job_id) REFERENCES MYDB.JOBS (job_id) ON DELETE CASCADE; ALTER TABLE MYDB.EMPLOYEES ADD FOREIGN KEY (department_id) REFERENCES MYDB.DEPARTMENTS (department_id) ON DELETE CASCADE; - Foreign Key structure for table MYDB.JOB_HISTORY - ALTER TABLE MYDB.JOB_HISTORY ADD FOREIGN KEY (employee_id) REFERENCES MYDB.EMPLOYEES (employee_id) ON DELETE CASCADE; - Foreign Key structure for table MYDB.LOCATIONS - ALTER TABLE MYDB.LOCATIONS ADD FOREIGN KEY (country_id) REFERENCES MYDB.COUNTRIES (country_id) ON DELETE CASCADE; Task2.4: Data Population The below figures showing all data in each table: Table countries: Table departments: Table employees: Table job_history: Table jobs: Table locations: Table regions: Task2.5: SQL Query writing Query 1 SELECT MYDB.COUNTRIES.country_name FROM MYDB.COUNTRIES Query 2 SELECT MYDB.REGIONS.region_name, MYDB.COUNTRIES.country_name FROM MYDB.COUNTRIES INNER JOIN MYDB.REGIONS ON MYDB.COUNTRIES.region_id = MYDB.REGIONS.region_id Query 3 SELECT MYDB.JOB_HISTORY.start_date, MYDB.JOB_HISTORY.end_date, MYDB.EMPLOYEES.first_name, MYDB.EMPLOYEES.last_name, MYDB.EMPLOYEES.email FROM MYDB.EMPLOYEES FULL OUTER JOIN MYDB.JOB_HISTORY ON MYDB.JOB_HISTORY.employee_id = MYDB.EMPLOYEES.employee_id Query 4 SELECT Count(MYDB.EMPLOYEES.employee_id) AS Number Of Employee FROM MYDB.EMPLOYEES Query 5 SELECT MYDB.EMPLOYEES.first_name, MYDB.EMPLOYEES.last_name, MYDB.EMPLOYEES.email, MYDB.EMPLOYEES.phone_number, MYDB.EMPLOYEES.hire_date, MYDB.EMPLOYEES.salary, MYDB.EMPLOYEES.commission FROM MYDB.EMPLOYEES ORDER BY MYDB.EMPLOYEES.first_name ASC Query 6 SELECT MYDB.EMPLOYEES.first_name, MYDB.EMPLOYEES.last_name, MYDB.EMPLOYEES.email, MYDB.EMPLOYEES.phone_number, MYDB.EMPLOYEES.hire_date, MYDB.EMPLOYEES.salary, MYDB.EMPLOYEES.commission FROM MYDB.EMPLOYEES WHERE MYDB.EMPLOYEES.email LIKE %gmail% Query 7 SELECT MYDB.EMPLOYEES.first_name, MYDB.EMPLOYEES.last_name, MYDB.EMPLOYEES.email, MYDB.EMPLOYEES.phone_number FROM MYDB.EMPLOYEES INNER JOIN MYDB.JOB_HISTORY ON MYDB.JOB_HISTORY.employee_id = MYDB.EMPLOYEES.employee_id WHERE MYDB.JOB_HISTORY.employee_id IN (MYDB.EMPLOYEES.employee_id) Query 8 MYDB.EMPLOYEES.email, MYDB.EMPLOYEES.phone_number, MYDB.EMPLOYEES.hire_date, MYDB.EMPLOYEES.job_id, MYDB.EMPLOYEES.salary, MYDB.EMPLOYEES.commission, MYDB.EMPLOYEES.manager_id, MYDB.EMPLOYEES.department_id, MYDB.EMPLOYEES.employee_id FROM MYDB.EMPLOYEES, (SELECT MYDB.JOB_HISTORY.employee_id fromÂÂ   MYDB.JOB_HISTORY) subquery1 WHERE subquery1.employee_id=MYDB.EMPLOYEES.employee_id Asabe, S.A., Oye, N.D. and Goji, M., 2013. Hospital patient database management system: A case study of general hospital north-bank makurdi-nigeria. Compusoft, 2(3), p.65. Coronel, C. and Morris, S., 2016. Database systems: design, implementation, management. Cengage Learning. Dorok, S., Breß, S., Teubner, J. and Saake, G., 2015. Flexible Analysis of Plant Genomes in a Database Management System. In EDBT (pp. 509-512). Hussain, M., Pandey, A.C. and Pachauri, S., 2013. Performanc Tuning of Database Management System by Fuzzy Controlled Architecture. Pragyaan: Journal of Information Technology, p.30. Jahn, M., Schill, E. and Breunig, M., 2013. Towards a 4D database management system for geothermal projects: an example of the hydraulic data of Soultz. In Second European Geothermal Workshop. Lee, H., Chapiro, J., Schernthaner, R., Duran, R., Wang, Z., Gorodetski, B., Geschwind, J.F. and Lin, M., 2015. How I do it: a practical database management system to assist clinical research teams with data collection, organization, and reporting. Academic radiology, 22(4), pp.527-533. Li, Z. and Shen, H., 2016. Database Design on Teaching Management System Based on SQL Server. Mohamed, A.R., Kumar, P.V., Abhilash, S., Ravishankar, C.N. and Edwin, L., 2013. Design and Development of an Online Database Management System (AGRI-TECHBASE): For Agricultural Technologies of ICAR. In Driving the Economy through Innovation and Entrepreneurship (pp. 869-877). Springer India. Nidzwetzki, J.K. and GÃ ¼ting, R.H., 2016. DISTRIBUTED SECONDO: An extensible highly available and scalable database management system. Reddy, T.B.K., Thomas, A.D., Stamatis, D., Bertsch, J., Isbandi, M., Jansson, J., Mallajosyula, J., Pagani, I., Lobos, E.A. and Kyrpides, N.C., 2014. The Genomes OnLine Database (GOLD) v. 5: a metadata management system based on a four level (meta) genome project classification. Nucleic acids research, p.gku950. Sui, X.L., Wang, D., Liu, X.Y. and Teng, Y., 2014. Database Design of NC Cutting Tool Matching and Management System. In Advanced Materials Research (Vol. 981, pp. 546-550). Trans Tech Publications.

the big accident :: essays research papers

One nice day in the summer my friends, Yvette, Katie, and Kristi, and I were heading up to the Lil Jon & The Eastside Boys concert. Everything was going fine. We made it up there with no problem, found the Excel Center. When we were parked we decided that we wanted to park closer, so I backed out and all of a sudden we heard a bang and my car wouldn’t start. We started freaking out, because we stuck up against this car I hit. We then asked some guys to help push it into a parking spot, when it was in neutral. Fifteen minutes later the guy came and saw his car and I went over and admitted to him what happened. So he called the cops and they came over and figured everything out. That night my parents found out what had happened and had to pay for it. After that accident happened I wasn’t able to buy a sound system for my car, I had to work more, and I couldn’t see my friends as much. These are big changes in my life that I didn’t think would happen at that time.   Ã‚  Ã‚  Ã‚  Ã‚  I was not able to buy a sound system for my car, because I had to pay my parents back. I had over a thousand dollars in my account saved for a system and with it I was planning on buying an amp, subwoofers, and maybe speakers and a deck. Even though my car came with a subwoofer, Infinity speakers, and a cad player, I still wanted something bigger and better. I was sad that I had to give my money to my parents to help pay for the damage, because I didn’t expect to save up that much money to pay for an accident. I am now going to have to wait to save that money up again and buy them later.   Ã‚  Ã‚  Ã‚  Ã‚  Now that I had to pay back my parents and still pay for my car I had to start working more. I already had an extremely busy schedule with dance, Youth in Government, and I was just going to start gymnastics. Having dance three days a week, meetings for Youth in Government every once in a while, and gymnastics made four days I couldn’t work in a week. Then having to put enough work in my rigorous schedule to pay back my parents would leave just enough time to do my homework.

Magical Realism in Camus’ Black Orpheus and Zakes Mda’s Ways of Dying E

Magical Realism in Camus’ Black Orpheus and Zakes Mda’s Ways of Dying Myth and reality have gone hand in hand in every culture since the beginnings of time because mixing the two is an effective method of teaching values and morals– the modern term for this is â€Å"magical realism.† Because all cultures have mythical representations of life and death and love, the magical realism used in both Marcel Camus’ Black Orpheus and Zakes Mda’s Ways of Dying is effective because, while it is specifically aimed towards either the Brazilian and South African cultures, it can be interpreted by any culture at all because of the universal themes it emphasizes. Mixing magical realism with realistic forms of expression allows a story to be rooted in and yet above humanity. This enables the reader to aspire to the precedents set by the characters while at the same time not feeling that they are entirely out of reach. Dealing with cultural issues through magical realism adds a dreamlike quality to the violence, corruption, and poverty, makin g it more palatable than bald honesty but at the same time adding a touch of familiarity through the common subjects of love, life, and death– the three topics broached by Black Orpheus and Ways of Dying. These cultural themes are approached differently in each but both Camus and Mda address the cultural issues of Brazil and South Africa through the use of magical realism. Black Orpheus is multi cultural before the story even begins, as it is directed by a Frenchman and set in Rio de Janeiro, Brazil– this adds a certain depth to the film that is accentuated greatly by the mix of culture, myth, and reality that is found within the movie itself. By mixing Greek myth, Brazilian custom, and many religions... ... again. Black Orpheus blends Greek and Brazilian culture with a dash of French direction in order to bring the cultural and economic problems of the Rio de Janeiro shanty towns to the global population. Marcel Camus allows people of all cultures to understand the anguish and love that Orpheus and Eurydice endure because these themes are completely universal and span the globe. Similarly, Zakes Mda’s characters Noria and Toloki shine a ray of hope through the miasma of violence that surrounds the South African culture. Mda mixes the man with the myth and uses the same universalness of life and death to transform his characters into cultural icons rather than simple humans. Every culture’s â€Å"ways of dying are [their] ways of living,† and the global themes of love and death and life will continue to invoke feelings of reverence for life, culture, and identity. (Mda, 98)

Essays --

The attacks of 9/11 in 2001 shed a light on many different weaknesses relevant to the security of the United States regarding communication, and disaster response. On every level of government— federal, state, and local— substandard communication methods contributed to the deaths of nearly 3000 people, as well as the growing number of people dying from illnesses that resulted from participating in the cleanup at Ground Zero. There were many communication challenges faced by agencies tasked with responding to the incident, and particularly in the case of law enforcement, these problems likely resulted in more fatalities than would have occurred had better systems been in place. This paper will discuss the communication problems that surfaced during the 9/11 disaster, the results of those problems, and the measures that have been taken to respond to those inadequacies. On September 11, 2001, two airplanes originating in Boston were hijacked and flown into the World Trade Center in New York City. Initially, it was unclear that the impact had been intentional, but when the second plane hit, it was evident that this was a terrorist attack. Ultimately, the two buildings collapsed because of the heat of the fire that ensued from the plane crash. Within the next hours, another plane hit the Pentagon and a fourth plane that was hijacked crashed before it reached its destination because the passengers had been able to take control of the plane. They prevented the hijackers from reaching their target, believed to be either the Capital Building or the White House, but the plane crash landed and all aboard were killed. The 9/11 Commission Report indicated that there were several fateful failures of communication at the level of the federal g... ...anslates into virtual remote offices in the vehicles of the NYPD and the FDNY. The events of 9/11 were a tragedy, and resulted in thousands of losses and injuries of first responders, civilians, airline pilots and crew, and many other groups of people. The event also resulted in the loss of a sense of security previously held by people in the United States, and the scope of the incident required the entire infrastructure and security system of the country to be reevaluated and enhanced. Although certainly all that occurred on that day must be considered devastating, it served as a wake-up call to federal, state, and local officials regarding the need for coordination and communication between relevant agencies. It appears that there have been significant advances in these areas since 2001, but the whole issue of communication is a work in progress that must continue.

General Mills Benefits Contribute to Success Essay

Robert Smith, a Congressman from Illinois, founded the Minneapolis Milling Company in 1856, along the St. Anthony Falls on the Mississippi River. Soon after Cadwallader Washburn and his brother William purchased the mill as a business investment. John Crosby joined the Washburn brothers as a partner in the milling business in 1877, forming the Washburn Crosby Company. Then in 1928, Washburn Crosby Company merged with several other mills to form General Mills. (Wikipedia) Since that time, people have enjoyed a variety of products manufactured by more than 34,000 employees internationally. Offering a flexible benefits package, General Mills empowers employees to select the type of benefits they find valuable to their individual lives. The success of the organization is ensured by providing more than the legally required benefits, which attracts, retains, and motivates employees. (Noe et al. 409) General Mills provides a variety of medical and dental benefits for employees and their eligible dependents. Eligibility for coverage begins on the first day of employment. A 401(k) savings plan and investment funds are offered as well. The organization provides a pension plan and retiree medical plan for eligible employees. A voluntary stock purchase program allows employees the opportunity to share in the organization’s success by owning stock in the company. General Mills offers flexible spending accounts that can be used to pay for out-of-pocket expenses associated with health and child care. Contemporary life insurance, disability, long-term care, legal, auto, and homeowners insurance programs are also available. In addition, the organization offers an extensive relocation assistance program. Employees are encouraged to continue their education in job-related courses which are financially reimbursed by the organization. Educational loans and scholarship opportunities are available for employees and their family members. Three weeks of vacation are given to new employees with automatic yearly increases. General Mills also offers employees a flexible work schedule along with many other perks. (G. M. Leading maker) The value of these benefits must be communicated to the employees in order for General Mills to achieve its goals of attracting, retaining and motivating its workers. General Mills believes that the expense of these benefits is far outweighed by the results achieved. The organization strives to establish an atmosphere, where employees feel appreciated and enjoy the challenges presented. This type of job satisfaction leads to quality production and low employee turn-over rates. Mike Davis, the senior vice-president of global human resources suggests that an accommodating and stimulating workplace â€Å"is critically tied to attracting and retaining top talent, driving innovation, and ultimately connecting with customers around the world† (Noe et al. 15). The excellent selection of benefits offered by General Mills affects those already employed, and the organizations’ ability to recruit new talent. General Mills has been voted one of the best companies to work for by its employees repeatedly over the years. (Noe et al. 414) The General Mills mission is not only to nourish lives, but make lives richer and healthier. Respecting, developing, and investing in employees, exhibits the strong core values with which General Mills has built its reputation for success.

Business research process Essay

This paper will discuss the business research process and how the business research process works and what the steps are. The business research process usually starts with an overview of the business market or industry. The objective of the business research process is to found out if an opportunity exists within a certain market of business. Business research is the method a company business or corporation makes to decide the most efficient, productive and the ethical way to make money for the company business or corporation to generate in the varied customers. Business research is also a field in which the use of practical study is also involved and is used which a business company or corporation obtains the data or information to get a better observation to better manage the business corporation or company. So when you start any business corporation or company business research needs to be done so that they can identify the competition that they might have. Business research process entails studying all aspects of a company, its customers and the market, then using that information to make sound business decisions. Typically, a company will assess its own strengths and weaknesses, but place particular emphasis on how customers view their products. When company managers study the market, they will usually take a comprehensive look at key competitors and the industry in which they operate. The first step in the business research process is Identifying Competitors in which the business or company identifies the competitors in the industry. One way to gain information on the competition is through a secondary set of research. Secondary research information is the data that is already available about the industry: market share and total market sales. Secondary research may also provide detailed information about competitors, such as the number of employees, the products they sell and their strengths. Secondary research can be found through many  different sources, depending on the industry that they are in. The second step in the business research process is studying the Customers In this process the business company or corporation studies the consumer or business customer. It is very important to figure out what the customer wants and needs before developing any products that will meet the needs of the customers. The customer will usually determine which products or goods will sell. If customers’ needs are not met, they will usually buy the competitors’ products. The best way to found out a customer needs is through primary research. Primary research includes phone surveys, personal interviews and even mail surveys. With these surveys, marketing research pros will test certain product concepts, measure a customer satisfaction and figure out the best features and prices for their products. Reference and citations www.smallbusiness.chron.com

The inadequacy of motivation Essay

Sixth, there are some individuals who are more successful than others because of their sicknesses and the discrimination that goes along with it. For example, there may be students who suffer from HIV/AIDS and they tend to drop out of school because of discrimination (Cape.. , 2006). Other students may feel and believe that they might catch the same virus if somebody carries it around the school, this consequently scares these students and will surely discriminate the student suffering from HIV/AIDS (Cape.., 2006). Of course the latter will feel alone and discriminated and will force himself or herself to just forget about his or her dreams and drop out of school instead (Cape.. , 2006). Comparing to students who do not carry any medical condition, they are more successful in college than those who are sick. Seventh is labeled as â€Å"the inadequacy of balance between analytical, creative, as well as, critical thinking† (Smith, 1923). A college student should learn the skills of thinking analytically, creatively and critically to be able to survive through the courses needed to be accomplished to finish college, for without the aforementioned skills, it would be fairly difficult to pass college courses, much less finish a degree (Smith, 1923). For some students who are not analytical, creative and critical thinkers, they are less successful as compared with those who are. Last but not least has something to do with the culture of the learner’s environment: The first one that belongs to this category is technically referred to as â€Å"the inadequacy of motivation† (Smith, 1923). The trick here is to know the reason for studying. The student should know what his or her goals and objectives are, otherwise, when difficulties emerge, the student will have no motivation or reason to move on (Smith, 1923). The second is known as â€Å"the attitude of giving up easily† (Smith, 1923). Everybody knows that it takes dedication, time, effort, patience, and a lot of mental energy to digest a new learning that if a student is bound to easily give up and get bored over repetition of things then most likely he will end up leaving college without graduating (Smith, 1923). Some students in college are more successful depending on their motivation and attitude. References Cape Gateway. (2006). Social Issues Affecting School. Retrieved November 13, 2007 from http://www.focusas.com/BehavioralDisorders.html

A short History of Maria Montessori

A Short History of DRP. Marl Interiors and her Methods Teaching a two years old child how to be Independent, responsible and confident sounds Impossible, but more than 100 years back an Italian doctor named Marl Interiors made It possible. As she believed â€Å"the study of child psychology In the first years of life opens to our eyes such wonders that no one seeing them with understanding can fail to be deeply stirred. Our work as adults does not consist in teaching, but in helping the infant mind in its work of development. (What is Interiors preschool? By David Khan p. ) Maria Interiors was born on 31st August 1870 in Charitable in Anaconda, Italy. Her father Alexandra was old-fashioned man with military habits; however her mother Reining was an educated woman which was very unusual in those days. They were a middle class family and Maria Interiors was their only child. When Maria Interiors was around five they moved to Rome and a year after she started school there. Interiors wa s an ambitious girl with a strong personality.She was good at mathematics and wanted to be an engineer, but later on she discovered her love for biology and her final decision was to study medicine. Her father was against her Idea of studying medicine since In those days only boys could become doctors. Although she took her flirts degree, she struggled a lot to make her way into the medical university and by that she was the first female medical student in Italy. Maria Interiors thought that this was the end of her struggles but actually it was Just the beginning. She faced difficulties by being the only woman student.The students which were all men were insulting her when she was passing the corridors and they tried very hard to frighten her away but that did not work. She even assisted a dead body in a room by her own, because it was not proper for a girl to dissect a body in front of men. For her that was not a pleasant experience as she said â€Å"there, on the other side, the skeleton – ever more enormous – seemed to move. ‘My God, what have I done to suffer in this way? Why me all alone in the midst of all this death? ‘†¦. A shiver ran through my bones. † (Marl Interiors by Michael Pollard p. 5) On that night she became feverish and her mother told her that she do not have to go back to the university, but the next morning Interiors decided to go back and finish what she started. In 1 896 she graduated and became the first female physician in Italy. After graduation she worked in psychiatric clinic in the university of Rome for â€Å"idiot† children. In the room where the children were there was nothing for them to handle or play with, there were only benches for them to sit on. The children were clean and feed but after meals they throw themselves on the floor to pick up the crumbs of bread.DRP. Interiors thought that this cannot be right, therefore something need to be done to help these children. She went t o Paris and visited the Procurable Institute where she studied a lot of people. The first to study was Jab Marc Gaspers Atari; he was a physician In the Institute of deaf-mutes in Paris. In his late twenties a boy around eleven years was brought to him, he was found In the woods around Everyone. The boy was more Like an animal and scientists from all around the world came to see him. DRP. Philippe Pine an expert in insanity was nothing can be done. Tara disagreed with him and thought that the wild boy needed training, so he took him home and named him victor. His house keeper helped him to train victor, she loved the wild boy and she was helping him to socialize. ‘Tara used trick methods and tried to teach him language, he even isolated his senses. The boy learned only few words Milk and God; therefore ‘Tara gave up on him and took him back to the institute. Interiors was interested in how the wild boy could not learn language even though he was able to hear.She began he r investigation on when children need to learn language and she even took the isolation concept from ‘Tara. The second person she studied was Detoured Segueing a doctor who studied medicine under ‘Tara. Segueing wished to enter the dark world of the â€Å"idiot: children and he accomplished that in a short period. He had an experiment on an â€Å"idiot† boy and he was able to train him by using his senses. After the training the boy was able speak, write and even count. Segueing used gymnastic equipments and tools used in daily life to train the boy.He used beads to thread, pieces of cloth to be buttoned and laced, different sized nails to be inserted in matching sized holes and other tools to help the boy learn the daily life skills. Interiors found what she was looking for after studying Segueing and she decided to study education for the first time in her life. For two years Interiors was training teacher in special methods of observing and educating feeble-mi nded children in Orthopedic School. The children there were sent from elementary schools to asylums as â€Å"idiots†, because they could not function as well as the others.Interiors spent eleven hours during the day observing and teaching the children by using different materials and methods. At night she would write up her notes on what she sees during the day. She worked really hard with these children as she said â€Å"those two years of practice, are my first and indeed my true degree in pedagogy. â€Å"(Maria Interiors, A Biography by Rata Kramer p. 98) Some f the children learned to read and write and they even were able to pass the same exam that was given to normal children in the primary grades. DRP.Interiors thought that the only reason that these children could pass the test is that they were taught in a different way and she wondered why the normal children had these results, as she said â€Å"While everyone was admiring the progress of my â€Å"idiots†, I was searching for the reason which could keep the happy healthy children of the common schools on so low a plane that they could be equaled in test of intelligence by my unfortunate pupils. (Maria Interiors, A Biography by Rata Kramer p. 91) Maria Interiors had an affair with DRP. Montanan, but they never got married and no one knows the reason.Between 1898 and 1901 her son Mario was born and as it was not acceptable for women to have a baby without a marriage Mario was sent to live with a family in the country. Interiors visited him but not often and until he was a teenager he did not know that she was his real mother. After that she gave up work at the psychiatric clinic and went to study philosophy and psychology on her own. She also translated and copied out with her own hand ‘Tara and Segueing works room French to Italian. Few years later in Rome wealthy bankers decided to put money to improve life of people there.They started with a building unit in San Lorenz, the pe ople who were living there were very poor and illiterate. When they went to work their little children were left in the streets and that was the first thing children between two and six years old. Interiors accepted that as she always wanted the opportunity to work with normal children. She was given a room with few furniture, therefore she asks for support from society women to help her collect funds for toys and material. She also found the daughter of the caretaker Candida Enunciate who was untrained and put her in charge of looking after the children.Interiors believed that the women in charge of the children should be someone who lived in the same place. On Jan 6, 1907 the Case die Bambini was officially opened. On the first day the children were scared and they were wearing a thick blue smocks which made them uncomfortable as they could not move freely. Interiors was not there very often, she sometimes visited only once a week to observe the children. One day she brought some materials that were designed by ‘Tara and Segueing and on her next visits she observed some changes in the children. The children preferred the materials she brought in rather than playing with the toys or drawing.There were social changes, their personalities grew and they even showed understanding in the activities they were doing. For months Interiors was observing the changes in the children and discussed that with the teacher. Later on she gradually began creating and modifying the ‘sensory material'. One day when Interiors came for a visit Candida was upset and told Interiors that she forgot to lock the large cupboard that contained all the material and when she entered the mom she saw that the children have opened the cupboard and took the materials out.Candida thought that children were thieves and they had to be punished, but Interiors looked at it as accomplishment. She thought that the children were ready to work; therefore they choose to bring out the materia ls and start working. From here Interiors decided to get rid of the large locked cupboard and replace it with a long low one were the children could take any materials they like to work with and return it back when they are finished. She also changes the tables and chair and got hem in child-size were the children could carry them and move them around easily.Interiors wanted to provide the children with an environment where they can be spontaneous and free. Her aim was to make the children independent and teach them to do thing by their own, as she said â€Å"Education is a natural process spontaneously carried out by the human individual and is acquired not by listening to words but by experience in the environment. † (Maria Interiors by Michael Pollard p. 33). She soon opened another Children House in San Lorenz for the privilege children. These years that DRP. Interiors spent in San Lorenz and her experiment there, made her famous in Rome.Couple years after her name travel ed all around the world. In the early sass Interiors was asked to be the government inspector of schools in Italy and she was promised by Mussolini his full support for her method. Interiors liked the idea of being supported be a powerful government, but soon things changed. Mussolini's government was planning for a war and asked Interiors to Join all the Interiors schools in his Fascist organization. She did not agree with him, therefore over a night all Interiors schools were shut down and Maria Interiors went to Spain.She stayed in there for a short time as after two years the civil war broke out and another Fascist took over Spain. By that time Interiors was reunited with her son Mario, but still no one knew that he was her was a separation between him and his first wife. Interiors wanted a place to settle with her son who had become her assistant and with her grandchildren which became close to her. She was offered to live with her friend in Holland, soon she settled there with her family. Two years later she received an invitation to go to India. In the same time a war broke in Europe and Interiors went to India few months eater.At that time in India there were a number of Interiors schools and teachers that were trained by DRP. Interiors. The people there respected her and even built her a special village where she could lecture and train her students. She stayed there for around six years and it was one of the happiest times in her life. When the war was over Interiors returned to Holland, but she still was traveling around the continents to give lectures. On May 6, 1952 Maria Interiors passed ways in her friend's garden in Holland and she was buried in a Catholic church at Narrowing-on- Sea, in Holland.She wanted to be the citizen of the world and to be buried where ever she dies. Interiors struggled to be the first female doctor but gained respect from scientists all over the world and her words about peace and education flew from one country to anot her. Maria Interiors a women that did not have a happy personal life and did not have a chance to take care of her own son, touched the lives of others and changed the children's life. â€Å"Free the child's potential, and you will transform him into the world† (Maria Interiors, homeownership. About. Com) that is what she believed.