The Reason Of Obesity And Obesity - 998 Words

Obesity Introduction: In these days, rates of overweight and obesity are growth faster in Australia. Fourteen million Australians are overweight or obese. More than five million Australians are obese. Australian adults (63%) are overweight or obese, almost 2 in 3. And children (25%) are overweight or obese. Obesity has overtaken smoking as the crucial cause of death and illness in Australia. Aboriginal and Torres Strait Islander Australians are 1.9 times as likely as non-indigenous Australians to be obese.More than 900,000 Australians suffer from diabetes.(NHS Choice 2015) If this tendency still continues, by 2025, nearly 80% of all Australian adults and a third of all children will be overweight or obese. It will influence individuals healthy and society development. In this essay, we will discuss the reason of obesity, and the effects and how to solution this question. (Australian Government 2012) Reason: Many Australian became overweight and obesity is because of poor diet and lifestyle choices, for example, eating a greatly number of soft drink and fast food that is high in fat and sugar. As well as we know, the fast food, like hamburger and French fires has really highly calorie and Australian like these foods. At the same time, a copious of young man only focus on meat but not eat vegetables at all, nevertheless we need numerous vitamins and other nutrition, it help us keep the balance between our body, if we broke this nutrient balance, along with the falling ofShow MoreRelatedFast Food Is The Reason For Obesity955 Words   |  4 PagesFast food is the reason to blame for obesity. Food made and prepared in a matter of minutes should certainly raise some flags. ---- Roberto De Vogli states in â€Å"†globesization’: ecological evidence on the relationship between fast food outlets and obesity among 26 advanced economies† that â€Å" the diffusion of à ¢â‚¬Ëœfast food restaurants’ resulting from rapid global market integration (Hawkes 2009) and trade liberalization policies (Thow and Hawkes 2009) seems to be one of the key contributing factors behindRead MoreObesity Is The Reason Our Youth972 Words   |  4 Pages Introduction Childhood obesity has been on a steady incline over the past 30 years and is considered a serious public health concern, especially in elementary school aged children. According to the US Surgeon General, nearly one in three children are overweight or obese (US Department of Human Health Services, 2014). The American Heart Association (2010) has age and sex specific growth charts that show the calculation of children’s BMI using their height and weight. When children’s weight isRead MoreReasons For Preventing Childhood Obesity924 Words   |  4 PagesWhat would you do if stopping childhood obesity was left in your hands? Nearly 1 in 3 children (ages 2-19) in the United States is overweight or obese. This can lead to serious health problems, such a diabetes and heart failure in the future (healthiergeneration.org). There are a number of contributors to childhood obesity. This includes television, media, lack of daily physical activity, marketing unhealthy foods, and limited access to healthy affordable food. An organization called, â€Å"Let’s Move†Read MoreIs Fast Food Really The Main Reason For Childhood Obesity?907 Words   |  4 PagesIs fast food really the main reason for the rise in childhood obesity? No, it is not their fault. In fact, I believe the main reason for childhood obesity is the parents. Most parents care about their kids but yet they allow them to eat unhealthy food, watch television for long periods of time, and reward them with food. Although, the cause of childhood obesity is debated. Two of the main causes is food choices and advertisements. Exercise is critical, it is an important part in keeping your bodyRead MoreReasons behind Obesity in the United States of America Essay949 Words   |  4 PagesReasons behind obesity in the United States of America United States of America is one of the most leading obese countries in the world, and the reasons are fairly understandable. We can observe that on our own. We have fast food chains on every block, where the foods are very cheap and unhealthy. Besides, we have more and more technology to make our lives easier. Hence people are getting lazier. All these factors involve weight gain in our country. People are getting fat and fatter day-by-day causingRead MoreComparing Views: Reasons behind the Obesity Problem Essay1676 Words   |  7 PagesI Mrs. Zewe 20 October, 2010 Obesity: To Be or Not To Be? One of the most controversial debates of this generation is on who is the blame for the obesity epidemic. More specifically, who is responsible for obesity: the individual who is obese or the government and fast food corporations? In Radley Balkos essay What You Eat Is Your Business and in David Zinczenkos essay Dont Blame the Eater, the main ideas that are presented both reflect upon obesity and personal responsibility. TheRead MoreFood Additives: The Reason Behind American Obesity Essay2126 Words   |  9 Pagesnotorious for having the reputation as the fattest country in the world. In fact, diabetes and heart disease (which are both closely linked to the overweight and obesity problems of America) are the second causes of death in the country. According to statistics taken by the CDC in 2010, nearly 33 percent of all adult Americans are suffering with obesity. That is one out of every three adults†¦ Partially responsible for this is food additives which have been used for thousands of years, even in prehistoricRead MoreChildhood Obesity : Obesity And Obesity1505 Words   |  7 PagesChildhood Obesity Introduction Childhood Obesity has become more critical public health issue worldwide. However, obesity ratio varies from country to country. In addition, up to a quarter of Australian children are suffering from childhood obesity and obese children are at higher risk to become obese adult. For this reason, child’s weight always matters because it can impact on their health in future. There may be many reasons which affect childhood obesity including sedentary life style, lack ofRead MoreObesity Should Not Be Labeled As A Disease1198 Words   |  5 Pages stroke, and diabetes, breathing issues, high blood pressure: these are all risk of dealing with obesity. Nearly two-thirds of our society today are affected by obesity (Ablow). Obesity is a medical condition, in which excess body fat has accumulated to the extent that it may have a negative effect on health (â€Å"Obesity...Medical†). The American Medical Association (AMA) has decided to classify obesity as a disease - a disorder of structure or function in a human, animal, or plant, especially one thatRead MoreChildhood Obesity And Its Effects On America1394 Words   |  6 PagesHave you ever wondered what are the major causes of obesity? The CDC (2017) states that one out of every five children in the U.S. are overweight or obese, and this number is continuing to rise. Wilson (2016) states that many children who are obese develop health complications, such as joint, gallbladder, and sleeping problems. The majority of children who are obese as kids tend to be obese as adults. Reason being, many children develop bad eating habits by learning from their surroundings. When

Self Reflection Design Thinking †Free Samples to Students

Question: Discuss about the Self Reflection Design Thinking. Answer: Introduction: This reflective writing has been compiled to outline and understand the knowledge that I have gained by studying the subject Design Thinking as a part of my curriculum, and the knowledge that I have gained through this study over a period of 12 weeks. My expectations from this course initially were to learn to think in an innovative way and gain a perspective to solve real life problems with the help of a new thinking approach. However, this course helped me in not just thinking about the problems in an innovative way but also implementing this different approach of problem solving with both empathy and immersion. This course was not just theoriesand their explanation, but also made us push through our comfort zones and do the things that made us continuously test our limits. From the introductory lecture of the course to the last class that was taken for Design Thinking, there were a number of activities that we were asked to carry out that helped us in our personal development and better understanding of the subject (PRSA, 2014). This course not only expanded my knowledge in the field of design and ideas development, but also helped me in growing as a person by learning essential life skills for success in the professional world, like communication skills, teamwork, collaboration etc. This reflective report is a critical self analysis of the learning that I got in this course through the course curriculum. The various entrepreneurial activities that we were asked to carry out within this course help me in gaining insights about my own understanding and knowledge and the various concepts of Design Thinking and its application in the entrepreneurial field. This report concludes with the action plan for the development of any skills that I plan to acquire and the activities that I need to carry out in order to do that planned to be done over a period of next 6 months. Self-analysis and reflection: Over the course of the study of the subject of Design Thinking my idea about designing, and the approach that we need to take for this has evolved. These twelve weeks of the curricular studies, and all the activities that we carried out during the course helped me in not just understanding the subject better, but also guided me towards becoming more of a doer and implementer, than simply planning theoretically and in our minds. The first week of the course itself was an eye opener, and a clear introduction into what we were going to study for this entire subject. Instead of simply explaining the theories and giving out the information related to the course, we were asked to create a blog and update it regularly beginning from the first week itself (Brown Wyatt, 2007). We also learnt about the various communication devices and were asked to design a poster as per our understanding of these devices in order to foster our innovative streak and help us in gaining a different approach to the thinking and designing possibilities. The exchange of Ideas by studying the posters made by each of the groups in the class did not just made us appreciate the talent of the other student groups and their way of thinking, but also made us think about the areas where improvement is required and of the communication that we carry out through various designing activities and tasks like this. For me, designing is about creating something with its own uniqueness, its own style, and its own identity. Often these designs will present a solution to a specific design problem. Although design problems can be similar, no two design problems are exactly the same, and so, it follows that no two design solutions are exactly the same. Within the design process we see that the methods and strategies we use differ according to the design problem (Chasanidou, Gasparini, Lee, 2015). Designers develop their own individual design style using methods and techniques that they are most proficient and comfortable with. This guides their decision making during the design process, but ultimately, the process they use is determined by whatever methods successfully achieve a design solution. It is exactly this indeterminate structure of designing which makes modelling the design process such a difficult task. The ability to bend and adapt to different design problems, by creating new and innovative design solutions, is what makes a successful designer. This is where knowledge of the design process, in particular our own design process, gives us a self-awareness and an ability to approach design problems with a fresh, yet informed, perspective. The design thinking process: Designing as a process is done for either aesthetic reasons, or to provide a solution to a problem by adopting an artistic point of view. The basic steps that are followed in the process of designing can we narrowed down to - thinking, reasoning, deduction and logic. The basic questions that this design thinking process will help us in answeringare what the product being designed is, and what are its functionalities? The possibilities that the product design and applications have presently, and their future implications with innovation, and all the possibilities of the application of these products. The third question that we aim to tackle with the designing process is what makes a product stand apart, and what wows the customer in order to attract them towards the product. Every product that is designed for innovation should be extraordinary and different from any other product serving the same efficacy. The fourth question of product designing aims to tackle what works in the desig ning of the product, and what the principles used for the same have different in the factors from the theoretical conception (Team, 2010). The designing process was better understood and experienced with the help of this course. Designing helps in creating a richer experience for the users and helps in finding the solution of problems that are not routine. Designing involves producing novel solutions for the problems that do not have a clear and predefined method of their solution, and therefore require more than simply the knowledge and strategies. The process of design thinking helps us in reflecting upon the designing process, and aims at explaining all the components involved with the designing of a product. There are various intricacies involved in Design Thinking, and applying the theories learnt in this course can help us become more aware of the designing process helping us in becoming better designers and finding appropriate solutions by innovative designing practices. The design thinking process welcomes the multidimensional aspect of the process of designing and gives the designers the liberty to juggle with these stages, at the same time compiling the workflow and making thinking process even better (Liedtka, 2015). The design thinking process helps in bringing out more ideas and choices to the table. The five steps to design thinking process are empathize, define, ideate, prototype and test. The design thinking course and this curriculum has empowered me and a line my thinking in the way to create theright products for the right people. This can be done by engaging and empathizing with the clients, and asking the right questions. Design thinking is a complex but rational approach to a new product designing process, and I believe this should be followed for product designing in all the organizations. This is considered a time consuming process, but the results delivered by following it help in providing a holistic and interactive approach to produc t designing. Learning from the course: During the course of this study, I was able to undertake a reflection on my designing skills, my understanding of the various theories of design thinking, the logic involved in the reasoning, including the abductive and inductive reasoning, and the learning design for the same. What was included in the course curriculum, was the explanation of the single loop and multiple loop learning, and the various assumptions that we make in the process of designing, can affect the results of these processes (EIT, 2012). The basic assumptions that are made and understood during the design thinking process can be understood with these questions. 1) How can you doing things correctly to get the desired output? 2) Are we doing the right thing? While the first question involves a single loop of thinking, the second question involved the multiple loops of emotions and assumptions with the absence of logic. The design thinking tools can be applied to our real life, and the organizations where we work in. This will help in making our life simpler as the concept and theory of design thinking improves the overall aesthetics and art experience of the personal and professional lives of people. The benefits of rapid prototyping are immense and they help in fabrication of scale models of prototypes and their assembly (Maughan, 2001). With the help of this we can materialize our innovative design ideas, and test their applicability in real life. The design research workshop educated us about the data collection process and the various methods of doing that. We came to know of the data collection process through interviews; both structured and unstructured, and the group discussions help us in enhancing our data collection and observation skills (Watton, Collings, Moon, 2001). Some of the activities like journey mapping and mind mapping give me some great insights about my life and how I can plan to get better results of my efforts in future. The ideation process of design thinking was very engaging and although felt a little challenging initially, was an enjoyable experience in the end. The optimum use of prototypes to test what is working, and the innovative design ideas, help in the prevention of wasteful expenditure for the organizations in the end (University of Wolverhampton, 2014). Applications of the learning in life: This course and its learning have various personal and professional implications which will help in fine tuning my life and all the activities associated with it. As a professional, design thinking can save me from doing rework by helping me with the elimination of the wrong assumptions in early stages of planning, and guide me by approaching the problems with an innovative and an open minded manner (University of Brimingham, 2014). The Design Thinking process can also help in redesigning the organizational policies by doing away with the redundant and non-functional policies, are the ones that can be detrimental to the growth of the individuals and the organization. Apart from the professional implications, there are a number of applications of the learning that I gained during this course, on my personal life as well. Design Thinking will help me in continuously addressing the problems, that may be present due to wrong scheduling of the activities or approaching them in an unplanne d manner (Trent University, 2013). Every class of this course was a new learning experience, and I was always excited about the activities that were conducted and the lessons that we got from them. Most of the activities that were conducted for this course and their lessons are applicable not just for the academic purposes, but also enhance our life skills and give them a better direction. Design thinking will help me in identifying the problems that may arise due to these issues and test the various solutions for it, to help me in adopting the one that is best suited for my lifestyle. It will also help in validating the various possible solutions for the problems in my day today life and make changes accordingly to increase my efficiency and effectiveness to carry out day to day activities. Most of the skills learnt in this course are extremely helpful in the design process (Otago Polytechnic, 2012). Conclusion: This course helped me in gaining a better understanding of designing and design thinking before taking up this course, I was approaching designing as a process of merely planning, and not its implementation. However, design thinking is much more than that. Most of the problems that the designers try to solve are ill structured and not well defined. Therefore, this comes as a challenge and needs an out of the box approach to problem solving. On conducting a self-analysis for the design thinking process, I realized that one area where I need to work upon is on empathizing. Empathizing is the first step of design thinking which seeks to put the needs of the people first. This helps in understanding why people behave the way they do, and what holds meaning for them. This can be done by analyzing their behaviour and the choices that they make. Empathizing also helps in better definition of the problem that we need to solve with the help of design thinking. Some of the steps that I'll be t aking to work on my empathizing skills are; learning to listen more, and paraphrasing what the other person is saying. This will help me in understanding and making sure that what they are trying to communicate has been understood correctly. I will try to step into their shoes and show my understanding of their problem from their perspective and also try to understand their priorities in a better way. I will follow the action plan given below, over a period of next six months for my development and skill enhancement. It consists of the skills that I am planning to work on, and gain in the next six months and the steps that I will take in order to do that. Development goal Action steps Time duration Learn to empathize Become a better listener Paraphrase 2 months Improve public speaking skills Practice more Record and watch the public speeches given by myself Watch the speeches of famous personalities to emulate their body language 3 months Gain more cultural awareness Travel more Learn about the cultures of different regions Read more books on these themes. 6 months I also need to work on my public speaking skills in order to be more effective in my speech delivery. Another factor which I think I need to work on in order to be a good design thinker, is cultural awareness. For that, I plan to travel more to different locations within and outside the country, and gain more knowledge about the various cultures. This will also help in improving my understanding of people in the long run. Every class of this course was a new learning experience, and I was always excited about the activities that were conducted and the lessons that we got from them. Most of the activities that were conducted for this course and their lessons are applicable not just for the academic purposes, but also enhance our life skills and give them a better direction. References Brown, T., Wyatt, J. (2007). Design Thinking for Social Innovation. Leland Stanford Jr. University. Retrieved from https://engineeringforchange.org/uploads/activity/78/78/98/1301587381287/2010WI_Features_DesignThinking.pdf Chasanidou, D., Gasparini, A., Lee, F. (2015). Design Thinking Methods and Tools for Innovation. Springer International Publishing. EIT. (2012). Reflective Writing. Retrieved from https://www2.eit.ac.nz/library/OnlineGuides/Reflective%20Writing.pdf Liedtka, J. (2015). The Essential Guide to Design Thinking. Retrieved from https://cdn2.hubspot.net/hubfs/287355/ebook-DesignThinking-V5.pdf Maughan, C. (2001). Reflective writing: a basic introduction. Retrieved from https://www.port.ac.uk/media/contacts-and-departments/student-support-services/ask/downloads/Reflective-writing---a-basic-introduction.pdf Otago Polytechnic. (2012). Reflective Writing. Retrieved from https://www.op.ac.nz/assets/LearningAdvice/Reflective-writing.pdf PRSA. (2014). Design thinking for communications professionals. Retrieved from https://apps.prsa.org/Network/_includes/Storytell.pdf Team, G. (2010). An Introduction to Design Thinking. Retrieved from https://www.guadalinfo.es/documents/10183/6066930/An+Introduction+to+Design+Thinking.pdf/862a6a7b-7332-4314-b4db-ab5586feb6be;jsessionid=B0FD26509F5F9D825CAB990824C1359F?version=1.0 Trent University. (2013). How do I . . . Write a Reflection? Retrieved from https://www.trentu.ca/academicskills/documents/Reflectivewriting.pdf University of Brimingham. (2014). A short guide to reflective writing. Retrieved from https://intranet.birmingham.ac.uk/as/libraryservices/library/skills/asc/documents/public/Short-Guide-Reflective-Writing.pdf University of Wolverhampton. (2014). Learning and information services: guide to reflective writing. Retrieved from https://www.wlv.ac.uk/lib/media/departments/lis/skills/study-guides/LS006-Guide-to-Reflective-Writing.pdf Watton, P., Collings, J., Moon, J. (2001). Reflective Writing: Guidance Notes for Students. Retrieved from https://www.exeter.ac.uk/fch/work-experience/reflective-writing-guidance.pdf

Problem of the Gender Discrimination in the Workplace

Introduction Social scientists find quite some distinction between the words gender and sex (Mason, 2011). They understand sex as a biological meaning to the physical differences that distinguish the males and the females. Gender, however, has more of a socio-cultural meaning that distinguishes the two sexes.Advertising We will write a custom report sample on Problem of the Gender Discrimination in the Workplace specifically for you for only $16.05 $11/page Learn More These differences include those of behaviour, attitudes and customary duties the women and the men are supposed to explicit. There are some expressions that emphasize the principle that gender engages a procedure of social construct. This has been seen in the way gender has been used to explain behaviour in the organizational setting (Adkins, 1995). Problem analysis and justification Many women do not have the understanding about their rights and this has been increasingly recognized as a h indrance to their use of the laws of the nation and the international standards where their rights are enshrined. For a long time, women have been discriminated from obtaining top jobs in the political or corporate world (Berrett, 1980). This has changed considerably overtime and now many managerial positions are being headed by the woman and effectively for that matter (Knights and Davidson, 2001). In many parts of the world, however, many women still find themselves in a more vulnerable position than the men. Women are still underrepresented in senior positions in many organizations and those positions that involve the decision making process. It is, therefore, high time that the women realized and fought for their rights. It is therefore the duty of the government and policy makers to formulate favourable policies and standards that will encourage equality within firms and organisations. The women are not the only ones vulnerable to this kind of discrimination, but so do people o f colour and the disabled. Managing workplace diversity Since time immemorial, females have been exempted from holding some leadership positions. Leadership positions in organizations like those in government, education and other key sectors have normally been left for men. This was the case since it was assumed that males were in a better position to take these positions than the females (Dex, 1988). This assumption was rarely questioned just until recently. This assumption, however, has received a lot of criticism from the women and this has led to the increasing in number of the females who are taking leadership positions. This has led to the election of females for Prime Minister Positions such as the case in Britain and other countries. Some have been placed in managerial positions unlike in the past when this was not expected. Women have also been seen to be more educated and this is shown by the master’s degree that they have attained (Marshall, 2004).Advertising Looking for report on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More In business, the women have been seen to be occupying senior management positions. The idea that leadership belongs to men has led to some serious scrutiny by group of researchers. In the early years of the 1970s in United States, women started looking for ways to gain access to the managerial positions (Evetts, 2000). It has been argued that there is not so much difference in the ability of women and men to do the same job, especially when they have both been recommended for the job after attaining the qualifications. Through the history of man, women have not been associated with the leadership roles outside the family, in corporate organizations or those areas that influence the society greatly. This selfish regard for women could have been as a result of the early childhood life which shaped them into submissive, passive and other qualities of cultures that are now referred to as being feminine. Furthermore, studies that have been conducted support this idea by stating that school students, both girls and boys, that have similar career aspirations receive different approaches from their parents, boys being encouraged more to pursue their goals. Some of the Human Resource practices that try to address this assumption, have tried to make equal considerations for both men and women at the job market. It has, however, been noted that the human resource management policies and practices are likely to cause discrimination on women, discriminate people of colour or those of disabilities (Morgan, 1986). This is not supposed to be the case. When such discrimination cases occur unintentionally, it would be empirical that correction measures be taken. Such occasions of systemic, unintentional discriminations are very hard to detect and, therefore, it remains the major barrier to equity in opportunities during employment. This reasons call for the frequent review of the human resource policies and practices to offer corrective mechanisms when such cases of discrimination occurs. Today, women have been regarded as important assets in the economy of the country since they have been of great influence to the business and the political arena (Jonsen and Matznevski, 2011). Before, women were not even allowed to engage in the voting process but in 1971, women in Switzerland were involved in the voting exercise for the first time. A few decades later, women are making up the majority of the voters. This shows some kind of transition to the way people regarded the women and how they are appreciated now. In 2010, some reports show that women took over 49 percent of jobs in the United States and 50 percent of management jobs. These figures indicated that there were more women in the finance management sector, human resource sector and many other managerial positions. This indicate that there is a significant progress in the gender equ ality issue but this has not been the case for many other European countries which have not attained the levels that are seen in the United States.Advertising We will write a custom report sample on Problem of the Gender Discrimination in the Workplace specifically for you for only $16.05 $11/page Learn More Some employment programs and policies have tried to address the gender issues and have had positive impacts. Some policies and employment practices require the employer to investigate whether the women have been given equal opportunity in the recruitment and selection exercise. This requires the employer to consider some of the things such as the number of women and men that applied for the available positions. The organization also needs to consider what proportion of the applicants to be short-listed will be women or men. After the short-listing process, the number of men and women to be interviewed would be considered and the subsequent appointme nt be done in such a way as to show some equity considerations. After the recruitment and selection exercise, it would also be important for the management to do a survey on the staff to get their perceptions and thoughts about the recruitment exercise. Some other requirements that the organizations should consider when looking for a suitable candidate to fill a certain position is to reflect real requirements of the job on the job profile instead of describing the qualities of the person who previously filled that position. The job profiles should also be written in a way that encourages both parties (males and females) to participate in application for the position. This can be done by avoiding the acronyms that may seem rather exclusive (Crompton and Foulter, 1998). When the employment programs and policies address the gender issue then there would be a positive impact in terms of creating diversity in the employment sector. When there is diversity, then this prevents discriminat ion and promotes inclusiveness. It has been proven that the management of a diverse work force can increase staff productivity and retention. It can aid the organization in responding appropriately to the ever-increasing diversity of the customers. It would also improve the relationship of the organization with the community. This diversity of the organization’s workforce increases the ability of the organization to adapt with change and expand in creativity. Proper management of the diversified workforce increases its productivity and manoeuvrability in an ever-complex environment. Scientists have identified six barriers to organizations that are likely to reduce the success of achieving a diverse workforce in an organization (Kahn-Hut, et al., 1994). The first is discrimination and prejudice. Differences in sex and ethnicity are at times regarded as weaknesses by some group of people and this may limit the opportunities given to women and coloured people.Advertising Looking for report on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is because they are stereotyped as less effective and less intelligent and, therefore, not much is expected from them. Other barriers include negative attitudes towards different people. This is evidenced when people of different origins enter a work place containing people from same origin or backgrounds. The result will be some form of disassociation with the new lot due to unfamiliarity. Other barriers include biasing, stereotyping and racism. Research has identified that some minority groups such as African Americans and Asians have been experiencing racism in the workplaces and have been denied the opportunities in the workforce. This means that race has been used as a tool for excluding some people. This has been the case even for the very talented and capable individuals who miss out on opportunities solely on the fact that they are of a different race. Alternative solutions In order for an organization or a company to manage diversity responsibly, it needs to craft appr opriate policies that make employees understand their position in the work place and serve as a touchstone in the management process (Kanter, 1976). Equity and diversity policy should be adopted to guide the recruitment and selection process. These policies should acknowledge and set a level ground for all applicants, male and female. Disabilities and ill health should be considered in the diversity policy so that organizations appreciate the fact that workers have different abilities and physical disabilities may not negatively impact their performance in the workplace. Only a few adjustments here and there could be made to accommodate the disabled in the company (Cockburn, 1985). These changes could be on the facilities in the workplace and should ensure that they meet the needs of a diverse workforce. For example, ramps and lifts could be included in the organization’s facilities to allow access for wheelchairs that would give the disabled an opportunity to exercise their rights in participating in nation building (Cockburn, 1991). Conclusion and recommendations Women and other underrepresented diverse groups such as the disabled have been discriminated for a long time in the workplaces but this has been subject to change in the more recent years and with this trend, there is likelihood that these issues of inequality in the workplace will be outdated. Having been incorporated in the national law, these issues are just a step away from being outdated since the only thing that remains is for its implementation (Evetts, 1996). Women’s opportunities to access the organizational setup have increased incredibly as many believers of equity have implemented the Human resource initiatives. Those who advocate for equal opportunities for women in the workforce presume that the company is lacking something vital-good managers (Silverstone and Ward, 2008). To combat this issue of inequality in the workplace, human resource initiatives should strived to en sure that a huge pool of the job candidates target women and this would be made possible using campaign strategies that do not necessarily have to change the context of the campaign. This should also ensure that there are a certain number of women in the high positions within the organization or company (Shakeshaft, 1987). As for the disabled and other underrepresented groups, human resource personnel and other policy makers should also ensure that a certain proportion of the workforce should constitute of the disabled. This is because there are many institutions that train the disabled to be professionals. Their knowledge should, therefore, be harnessed and used for nation building. References Acker, S. (1989) Teachers, Gender and Careers. Lewes: Falmer Press. Adkins, L. (1995) Gendered Work: Sexuality, Family and the Labour Market. Buckingham, Open University press. Berrett, M. (1980) Women’s oppression Today. London, Verso. Cockburn, C. (1991) In the way of women. Basingst oke, Macmillan. Cockburn, C. (1985) Machinery of Dominance. London, Pluto Press. Crompton, Robin and Harris, Foulter (1998) Gender relations and employment: the impact of occupation. Work, employment and society, 22(2), 297-315. Dex, S. (1988) Women’s Attitudes to Work. London, Unwin Hyman. Evetts, J. (2000) Analysing change in women’s careers: Culture, structure and Action dimensions. New York, Blackwell publishers Ltd. 7(1), 57-65. Evetts, J. (1996) Gender and Career in Science and Engineering. London, Taylor Francis. Kahn-Hut, Ray et al. (1994) women and work: problems and the perspectives. Oxford, Oxford University Press. Kanter, R. (1976) Men and Women of the Corporation. New York, Basic Books. Knights, Daniels and Collinson, Davidson (2001) Gender and the labour process. Aldershot, Gower. Marshall, J. (2004) Women managers: Travellers in a Male World. Chichester, John Wiley Sons. Morgan, G. (1986) Images of organizations. London, Sage. Shakeshaft, C. (1987) Wom en in Educational Administration. Beverley Hills, CA and London, Sage. Silverstone, Rich and Ward, Ann (2008) Careers of professional Women. London, Croom Helm. This report on Problem of the Gender Discrimination in the Workplace was written and submitted by user Violet Swanson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Role of Caliban in The Tempest

The Role of Caliban in 'The Tempest' The Tempest- written in 1610, and generally considered William Shakespeares final play as well as the last of his romances- includes elements of both tragedy and comedy. The story takes place on a remote island, where Prospero, the rightful Duke of Milan, schemes to restore his daughter Miranda to her proper place on the throne using manipulation and illusion. He conjures up a storm- the eponymous tempest- to lure his power-hungry brother Antonio and the conspiring King Alonso to the island. Caliban is an original inhabitant of the island, the bastard son of the witch Sycorax and the devil. He is a base and earthy slave who mirrors and contrasts several of the other characters in the play. Caliban believes that Prospero stole the island from him, which would make Prospero a colonial (and perhaps villainous) occupier. Man or Monster? Caliban symbolizes his mothers black magic; at first, he appears to be a bad person as well as a poor judge of character. Prospero has conquered him, so out of revenge, Caliban plots to murder Prospero. He accepts Stefano as a god and entrusts his two drunken and scheming collaborators with his murderous plot. In some ways, though, Caliban is also innocent and childlike, almost like someone who doesnt know any better. Because he is the islands only inhabitant, he doesnt even know how to speak until Prospero and Miranda arrive. He is driven solely by his emotional and physical needs, and he doesnt understand the people around him or the events that take place. Caliban doesnt fully think through- perhaps because he lacks the ability- the consequences of his actions. Other characters often refer to Caliban as a monster. As the audience, though, our response to him is more ambiguous: on the one hand, his grotesque appearance and misguided decision-making may cause us to side with Prospero. On the other, however, our sympathies are manipulated by Calibans passion for the island and his desire to be loved. His knowledge of the land demonstrates his native status; as such, its fair to say that he has been unfairly enslaved by Prospero. However, Caliban does make a number of regretful decisions- for example, he trusts Stefano and makes a fool of himself with drink. He is also rather savage in devising his plot to kill Prospero (though no more savage than Prospero is in setting the hounds upon him). One has to respect Caliban’s proud refusal to serve Prospero, perhaps a true sign of power in The Tempest. Caliban is a complex and sensitive character whose naivete leads him to foolishness. A Point of Contrast In many ways, Calibans character serves as a mirror or contrast to other characters in the play. In his sheer brutality, he reflects the darker side of Prosperos vengeance, and his desire to rule the island mirrors Antonios ambition (which ultimately leads to the overthrow of Prospero). Calibans plot to murder Prospero also mirrors Antonio and Sebastians plot to kill Alonso. Like Ferdinand, Caliban finds Miranda beautiful and desirable. However, Ferdinands traditional approach to courtship is very different from Calibans attempt to rape Miranda in order to people the isle with Calibans. By contrasting the base and lowly Caliban with the nobles, Shakespeare forces the audience to think critically about how each uses manipulation and violence to achieve their goals.

Chesapeake Energy Corporation

natural gas† {Chesapeake Annual Report, 1998, p. 1}. Recently, Chesapeake finished the transformation from an aggressive exploration company focused on developing short-reserve life, to a lower-risk, longer reserve life natural gas producer. Chesapeake†s operations are focused on â€Å"developmental drilling and producing property acquisitions.† These operations are â€Å"concentrated in three major areas: the Mid-continent, the onshore Gulf of Mexico and far northeastern British Columbia, Canada† [Chesapeake Annual Report, 1998, p. 1]. Aubrey K. McClendon is Chesapeake†s Chairman of the Board, Chief Executive Officer and Director. Tom L. Ward is the President, Chief Operating Officer and Director. â€Å"McClendon met cofounder Tom Ward in the 1980†³s. Both were independent oil producers; they teamed up in 1983† [Morgenson, p. 2]. They each have more than 16 years of experience in the oil and natural gas industry. All other members of the management team have multiple years of experience in the industry. Chesapeake has concentrated on expanding its holdings in natural gas since the company†s incorporation in 1989. Chesapeake thinks that natural gas will be the fuel choice of the 21st century. The company has been highly competitive in both its exploration activities and efforts to increase its inventory of undeveloped leasehold land. This combination should enable Chesapeake to remain a competitive force in the energy producing industry. New technology in the oil and gas industry has made exploration and production more profitable. This is key for the survival of American businesses that compete with OPEC and other foreign cartels that have very low production costs. New technology, including three-dimensional imaging, which has greater resolution than the previously existing technology, will enable Chesapeake to detect reserves more accurately. Also, horizontal drilling has enabled companies to drain more than one reserve at a time. With profits continuing to be squeezed within this industry, new technology is necessary to help American businesses compete on a global scale. The oil and gas industry is truly a global market. The industry boosted gains in 1999 from increased production efficiency and a decrease in the current supply. U.S. firms, along with OPEC, have voluntarily reduced their total production, which has increased the price. OPEC currently supplies approximately 40% of the world oil production. If OPEC chooses to produce at a lower output, Chesapeake could easily increase production with its low production costs and huge reserves. Many other nations are emerging as competitors, such as the former Soviet Union and Latin American countries. The continuing increase in supply from other nations would potentially saturate the market, causing lower prices and lower profits. Demand is expected to rise only slightly more than two percent through the year 2005. The outlook for this industry is for increased competition domestically (from smaller companies) and internationally from emerging nations. The U.S. has superior technology, which will help keep profits up as supply increases and demand remains relatively constant. Natural gas makes up 72% of Chesapeake†s revenue. They usually sell the product to third parties and are not dependent on any one buyer. Less than 10% of their revenues are generated from two buyers. Governmental Regulations – Operational and Labor Relations The oil and gas industries are subject to considerable government regulation. These laws and regulations are primarily directed toward â€Å"the handling and disposal of drilling and production waste products and waste created by water and air pollution control devices† [Chesapeake 10-K, 1998, p. 10]. The oil and gas industry is accountable to numerous government agencies, including the Environmental Protection Agency, the Department of the Interior, the Department of Energy, the State Department and the Department of Commerce. Virtually every aspect of operations is subject to complex and ever changing regulations. The oil and gas industry is tightly regulated in regard to labor relations by government department and agencies, including the Occupational Safety and Health Association (OSHA) and the National Labor Relations Board (NLRB). Some states have their own state sponsored occupational safety plans, while the remainder must comply with federal OSHA regulations. Some of the topics covered under OSHA include personal protective equipment, hazardous communication (HAZCOM) and safety process training. Chesapeake had 453 employees as of March 15, 1999. None of these employees were represented by organized labor unions. The company considers its employee relations to be good [Chesapeake 10-K, 1998, p. 13]. Unocal (NYSE: UCL) employed 7,880 people as of December 31, 1998, of which 575 were represented by various U.S. labor unions [Unocal 10-K, 1998, p. 12]. Both companies are subject to new laws and regulations regarding the environment and labor. Chesapeake and Unocal cannot predict what adverse financial conditions the new laws and regulations will bring. However, short-term and long-term costs will increase as companies improve existing operations to become and remain compliant with government regulations. As a result, all companies in petro-chemical industries are experiencing tremendous difficulty operating profitable businesses. Several businesses have ceased operations as a result of increased regulation coupled with poor profit margins. Chesapeake is at a higher risk regarding this scenario since most of its operations are domestic. Unocal, although a U.S. based company, operations are concentrated primarily overseas, and therefore experience increased leniency regarding environmental and labor regulations. During the last two years, Chesapeake Corporation took a significant hit in terms of earnings, stock price and credit ratings. Positive 1996 earnings turned to a loss in 1997 and tumbled to a bigger loss of $10 per share in 1998. This earnings decline caused the stock price and credit rating to plummet. The company also faces a class action lawsuit stemming from alleged violations of federal securities laws. Top management and directors are accused of using insider information to sell personal holdings in the company at artificially inflated prices. Chesapeake had very disappointing years in 1997 and 1998 as evidenced by the fall in the stock price. The company underwent a substantial repositioning to increase natural gas holdings and reduce risk. As a result of this repositioning, Chesapeake incurred considerable debt and is dependent on the market prices of oil and natural gas to increase, and in effect, improve profit margins. Additionally, in 1997, Chesapeake changed their fiscal year end from June 30th to December 31st. As part of the repositioning, Chesapeake increased long term debt over $400 million to a total of $920 million, coupled with a short-term indebtedness of $25 million. This increased borrowing drastically reduced the company†s ability to obtain additional financing. Standard Poor†s and Moody†s placed Chesapeake on review with a negative outlook. The ability to meet obligations for this additional debt will depend on the production and financial performance of the company, market prices of oil and natural gas, and general economic conditions. Common Size Income Statement Analysis Chesapeake had an extremely large write-down of assets (impairment) as a result of reduced oil and gas prices during the past few years. This charge increased operating costs by over $1.2 billion during 1997-98 with 72% of that cost coming in 1998. The asset write-down, combined with expense increases in production, marketing and interest, were the main contributors of total operating costs to be over three times total revenue. The result was 1998 EBIT of ($920) million, and a non-existent ROE, since the company had a net loss approaching $1 billion. Unocal†s ROE was 5.9% in 1998 and 25.1% in 1997. The impairment cost reported by Chesapeake is questionable because of the very large amount that was charged. In perspective, Unocal with over $5 billion in property assets recorded an impairment charge of $97 million during 1998. If oil and gas prices rise in the near future, the impairment costs may be reversed giving the impression that the company is doing very well. Future investors of Chesapeake equities should consider this fact prior to making any investment decisions. Chesapeake had a $140 million reduction to both sides of the balance sheet. The repositioning of the firm focused on increasing inventory of natural gas reserves, â€Å"the fuel of choice for the 21st century† [1998 Annual Report, pg. 18]. Oil and gas properties nearly doubled from 1997 to 1998, totaling $2.2 billion. However, nearly $1.6 billion was depreciated, depleted and amortized. Additionally, cash decreased nearly $100 million, short-term investments were liquidated, and paid-in capital exceeded $1.1 billion over the past two years to provide additional cash for purchases of gas reserves. As a result, total property, plant and equipment was 85% of total assets in 1998 compared to 77% in 1997. In comparison, Unocal†s PPE was 66% and 64% of total assets respectively. Long-term debt increased over $400 million in 1998, totaling $920 million compared to $510 million in 1997. The $920 million was 113% in relation to total liabilities and owners equity of $813 million. In 1998, current liabilities were $131 million compared to current assets of $118 million. This resulted in a reduced current ratio of .90 from a 1997 ratio of 1.42. The Unocal current ratios during 1998 and 1997 were 1.01 and 1.29 respectively. Chesapeake has relied primarily on cash flow through financing activities during the past few years. Cash flow from operations was approximately $95 million in 1998 and $180 million in 1997, while cash flow from financing was $365 million and $278 million respectively. Sales accounted for $378 million in 1998 and appear to be rising approximately 35% annually from 1996 and 1997. However, an accurate comparison is unavailable because of the change in the company†s fiscal year end. Low oil and gas prices forced Chesapeake to borrow, sell equity, and liquidate short-term investments in order to continue operations and invest in oil and gas properties. The company is dependent on the rise of prices during 1999 to continue operations and provide shareholder wealth. The company has several restrictions from being able to borrow additional funds. Additionally, the price of stock has dropped from a high of $34 in 1996 to a low of $.63 in 1998. This has further reduced the company†s ability to generate cash. The current ratios for Chesapeake Energy are as follows: 1.00 (June 96), 2.03 (June 97), 1.42 (December 97), and .90 (December 98). Current liabilities remained constant over this period, ranging from a high of 19% (June 96) to a low of 15% (June 97), with the current level at 16% of total assets. Extreme levels of change in current assets caused the current ratio to fluctuate drastically. Current assets declined from a high of $297 million (31% of total assets) to a current low of $117 million (15% of total assets). This decline in current assets caused the deterioration of the current ratio. The acid test ratios are as follows: .94 (June 96), 2.00 (June 97), 1.37 (December 97), and .81 (December 98). As previously mentioned, current liabilities remained constant. Net accounts receivable remained flat as a percentage of total assets: 9% in 1996, 7% in 1997 (Both June December), and 9% in 1998. Marketable securities were sold off during the past three years, decreasing from 11% ($104 million) of total assets to zero. Cash decreased from 13% ($124 million) of total assets in 1997 (both June December) to 4% in 1998. The combination of severe decreases in both cash and marketable securities are the reasons that the acid test ratio decreased so dramatically. The quick ratios are as follows: .96 (June 96), 2.00 (June 97), 1.38 (December 97), and .86 (December 98). As mentioned previously, current liabilities remained constant and current assets declined. As with the current ratio, the main reason for the deterioration of the quick ratio is the continued loss of current assets. The above ratios and the reasons for their poor trends indicate Chesapeake is currently in a liquidity crisis. This, in combination with the increased debt liabilities, is an extreme warning to both investors and management. This condition also adds to the suspicion that assets are being sold off to fund current debt obligations. The firm†s ability to meet its obligations with cash, as they come due, is approximated by the cash flow liquidity ratio. As previously mentioned, solvency improved and then deteriorated as indicated by the current and quick ratios. The trends are confirmed when looking at cash flow. From 1995 to 1997, Chesapeake†s cash flow liquidity improved from 1.47 to 1.8. 1997 to 1998 showed a large drop in liquidity from 1.8 to 0.95. The company†s financial statement data gives an indication as to why. From 1995 to 1997, short-term solvency improved from 1.47 to 1.8. When looking at the data, cash from operations rose from $55 million in 1995, to $139 million in 1997. The 1997 rise was due to a change in the accounting period. During this same period, cash on hand rose from $56 million to $123 million and marketable securities rose from zero to $13 million. While cash was increasing, current liabilities rose from $75 million to $153 million. Current liabilities doubled during this period, while cash flow increased 150%. The larger increase in cash flow, relative to short-term obligations, accounts for the improvement in solvency during the 1995 to 1997 period. During the 1997 and 1998 periods, liquidity deteriorated as shown by the decrease in the cash flow liquidity ratio from 1.8 to 0.95. The data indicates that cash from operations dropped approximately 32% to $95 million. When looking at the Cash Flow Statement, the large decrease in operating cash is mainly due to the large net loss incurred during the period. At the same time, cash dropped 76% to $30 million while marketable securities fell to zero. Much of the cash appears to have gone to fund the company†s payables and accrued liabilities. Current liabilities were reduced 15% to $131 million. The larger reduction in cash flow relative to current obligations accounts for the deterioration in short-term solvency. The cash flow data confirms that Chesapeake†s liquidity suffered severe deterioration. A reduction in current liabilities is a good sign, but the little amount of cash generated and being used to fund current obligations is not enough. Cash assets are being used to fund these obligations as well. In comparison to the industry debt ratio of .31, Chesapeake ended with a debt ratio of 1.31 in 1998 compared to .71 in 1997. The long-term debt to total capitalization ratio increased from .64 in 1997 to 1.37 in 1998, while the industry average was .44. The tremendous increase in debt was attributable to significantly lower oil and gas prices during the past three years, and a failed drilling venture known as the Louisiana Trend. The company was forced to liquidate assets and take on a substantial amount of debt to meet operational expenses and increase oil and gas field reserves. Chesapeake was added to the Standard Poor†s â€Å"CreditWatch with negative implications† [Yahoo Finance, Nov. 14, 1999] in December of 1998. The low price of fuel during fiscal years 1996 through 1998 was the primary reason for Chesapeake†s troubles. The debt incurred has covenants restricting the company from seeking additional debt and from paying dividends to preferred stock holders. Principal on a large portion of the outstanding debt is not due until 2004 allowing the company time to improve operations. This will also give fuel prices a chance to rise, which is determinant to the company†s survival. The industry average for times interest earned is 5.2, while Chesapeake†s operating profit was ($856) million. The ratio equated to well below zero in 1997 and 1998. In 1998, interest payments were more than $68 million. The financial leverage index could not be computed since there was not a return on equity. Chesapeake overextended their credit by substantially financing with debt and has jeopardized their ability to make obligated payments for their debt and fixed costs. Chesapeake Energy Corporation natural gas† {Chesapeake Annual Report, 1998, p. 1}. Recently, Chesapeake finished the transformation from an aggressive exploration company focused on developing short-reserve life, to a lower-risk, longer reserve life natural gas producer. Chesapeake†s operations are focused on â€Å"developmental drilling and producing property acquisitions.† These operations are â€Å"concentrated in three major areas: the Mid-continent, the onshore Gulf of Mexico and far northeastern British Columbia, Canada† [Chesapeake Annual Report, 1998, p. 1]. Aubrey K. McClendon is Chesapeake†s Chairman of the Board, Chief Executive Officer and Director. Tom L. Ward is the President, Chief Operating Officer and Director. â€Å"McClendon met cofounder Tom Ward in the 1980†³s. Both were independent oil producers; they teamed up in 1983† [Morgenson, p. 2]. They each have more than 16 years of experience in the oil and natural gas industry. All other members of the management team have multiple years of experience in the industry. Chesapeake has concentrated on expanding its holdings in natural gas since the company†s incorporation in 1989. Chesapeake thinks that natural gas will be the fuel choice of the 21st century. The company has been highly competitive in both its exploration activities and efforts to increase its inventory of undeveloped leasehold land. This combination should enable Chesapeake to remain a competitive force in the energy producing industry. New technology in the oil and gas industry has made exploration and production more profitable. This is key for the survival of American businesses that compete with OPEC and other foreign cartels that have very low production costs. New technology, including three-dimensional imaging, which has greater resolution than the previously existing technology, will enable Chesapeake to detect reserves more accurately. Also, horizontal drilling has enabled companies to drain more than one reserve at a time. With profits continuing to be squeezed within this industry, new technology is necessary to help American businesses compete on a global scale. The oil and gas industry is truly a global market. The industry boosted gains in 1999 from increased production efficiency and a decrease in the current supply. U.S. firms, along with OPEC, have voluntarily reduced their total production, which has increased the price. OPEC currently supplies approximately 40% of the world oil production. If OPEC chooses to produce at a lower output, Chesapeake could easily increase production with its low production costs and huge reserves. Many other nations are emerging as competitors, such as the former Soviet Union and Latin American countries. The continuing increase in supply from other nations would potentially saturate the market, causing lower prices and lower profits. Demand is expected to rise only slightly more than two percent through the year 2005. The outlook for this industry is for increased competition domestically (from smaller companies) and internationally from emerging nations. The U.S. has superior technology, which will help keep profits up as supply increases and demand remains relatively constant. Natural gas makes up 72% of Chesapeake†s revenue. They usually sell the product to third parties and are not dependent on any one buyer. Less than 10% of their revenues are generated from two buyers. Governmental Regulations – Operational and Labor Relations The oil and gas industries are subject to considerable government regulation. These laws and regulations are primarily directed toward â€Å"the handling and disposal of drilling and production waste products and waste created by water and air pollution control devices† [Chesapeake 10-K, 1998, p. 10]. The oil and gas industry is accountable to numerous government agencies, including the Environmental Protection Agency, the Department of the Interior, the Department of Energy, the State Department and the Department of Commerce. Virtually every aspect of operations is subject to complex and ever changing regulations. The oil and gas industry is tightly regulated in regard to labor relations by government department and agencies, including the Occupational Safety and Health Association (OSHA) and the National Labor Relations Board (NLRB). Some states have their own state sponsored occupational safety plans, while the remainder must comply with federal OSHA regulations. Some of the topics covered under OSHA include personal protective equipment, hazardous communication (HAZCOM) and safety process training. Chesapeake had 453 employees as of March 15, 1999. None of these employees were represented by organized labor unions. The company considers its employee relations to be good [Chesapeake 10-K, 1998, p. 13]. Unocal (NYSE: UCL) employed 7,880 people as of December 31, 1998, of which 575 were represented by various U.S. labor unions [Unocal 10-K, 1998, p. 12]. Both companies are subject to new laws and regulations regarding the environment and labor. Chesapeake and Unocal cannot predict what adverse financial conditions the new laws and regulations will bring. However, short-term and long-term costs will increase as companies improve existing operations to become and remain compliant with government regulations. As a result, all companies in petro-chemical industries are experiencing tremendous difficulty operating profitable businesses. Several businesses have ceased operations as a result of increased regulation coupled with poor profit margins. Chesapeake is at a higher risk regarding this scenario since most of its operations are domestic. Unocal, although a U.S. based company, operations are concentrated primarily overseas, and therefore experience increased leniency regarding environmental and labor regulations. During the last two years, Chesapeake Corporation took a significant hit in terms of earnings, stock price and credit ratings. Positive 1996 earnings turned to a loss in 1997 and tumbled to a bigger loss of $10 per share in 1998. This earnings decline caused the stock price and credit rating to plummet. The company also faces a class action lawsuit stemming from alleged violations of federal securities laws. Top management and directors are accused of using insider information to sell personal holdings in the company at artificially inflated prices. Chesapeake had very disappointing years in 1997 and 1998 as evidenced by the fall in the stock price. The company underwent a substantial repositioning to increase natural gas holdings and reduce risk. As a result of this repositioning, Chesapeake incurred considerable debt and is dependent on the market prices of oil and natural gas to increase, and in effect, improve profit margins. Additionally, in 1997, Chesapeake changed their fiscal year end from June 30th to December 31st. As part of the repositioning, Chesapeake increased long term debt over $400 million to a total of $920 million, coupled with a short-term indebtedness of $25 million. This increased borrowing drastically reduced the company†s ability to obtain additional financing. Standard Poor†s and Moody†s placed Chesapeake on review with a negative outlook. The ability to meet obligations for this additional debt will depend on the production and financial performance of the company, market prices of oil and natural gas, and general economic conditions. Common Size Income Statement Analysis Chesapeake had an extremely large write-down of assets (impairment) as a result of reduced oil and gas prices during the past few years. This charge increased operating costs by over $1.2 billion during 1997-98 with 72% of that cost coming in 1998. The asset write-down, combined with expense increases in production, marketing and interest, were the main contributors of total operating costs to be over three times total revenue. The result was 1998 EBIT of ($920) million, and a non-existent ROE, since the company had a net loss approaching $1 billion. Unocal†s ROE was 5.9% in 1998 and 25.1% in 1997. The impairment cost reported by Chesapeake is questionable because of the very large amount that was charged. In perspective, Unocal with over $5 billion in property assets recorded an impairment charge of $97 million during 1998. If oil and gas prices rise in the near future, the impairment costs may be reversed giving the impression that the company is doing very well. Future investors of Chesapeake equities should consider this fact prior to making any investment decisions. Chesapeake had a $140 million reduction to both sides of the balance sheet. The repositioning of the firm focused on increasing inventory of natural gas reserves, â€Å"the fuel of choice for the 21st century† [1998 Annual Report, pg. 18]. Oil and gas properties nearly doubled from 1997 to 1998, totaling $2.2 billion. However, nearly $1.6 billion was depreciated, depleted and amortized. Additionally, cash decreased nearly $100 million, short-term investments were liquidated, and paid-in capital exceeded $1.1 billion over the past two years to provide additional cash for purchases of gas reserves. As a result, total property, plant and equipment was 85% of total assets in 1998 compared to 77% in 1997. In comparison, Unocal†s PPE was 66% and 64% of total assets respectively. Long-term debt increased over $400 million in 1998, totaling $920 million compared to $510 million in 1997. The $920 million was 113% in relation to total liabilities and owners equity of $813 million. In 1998, current liabilities were $131 million compared to current assets of $118 million. This resulted in a reduced current ratio of .90 from a 1997 ratio of 1.42. The Unocal current ratios during 1998 and 1997 were 1.01 and 1.29 respectively. Chesapeake has relied primarily on cash flow through financing activities during the past few years. Cash flow from operations was approximately $95 million in 1998 and $180 million in 1997, while cash flow from financing was $365 million and $278 million respectively. Sales accounted for $378 million in 1998 and appear to be rising approximately 35% annually from 1996 and 1997. However, an accurate comparison is unavailable because of the change in the company†s fiscal year end. Low oil and gas prices forced Chesapeake to borrow, sell equity, and liquidate short-term investments in order to continue operations and invest in oil and gas properties. The company is dependent on the rise of prices during 1999 to continue operations and provide shareholder wealth. The company has several restrictions from being able to borrow additional funds. Additionally, the price of stock has dropped from a high of $34 in 1996 to a low of $.63 in 1998. This has further reduced the company†s ability to generate cash. The current ratios for Chesapeake Energy are as follows: 1.00 (June 96), 2.03 (June 97), 1.42 (December 97), and .90 (December 98). Current liabilities remained constant over this period, ranging from a high of 19% (June 96) to a low of 15% (June 97), with the current level at 16% of total assets. Extreme levels of change in current assets caused the current ratio to fluctuate drastically. Current assets declined from a high of $297 million (31% of total assets) to a current low of $117 million (15% of total assets). This decline in current assets caused the deterioration of the current ratio. The acid test ratios are as follows: .94 (June 96), 2.00 (June 97), 1.37 (December 97), and .81 (December 98). As previously mentioned, current liabilities remained constant. Net accounts receivable remained flat as a percentage of total assets: 9% in 1996, 7% in 1997 (Both June December), and 9% in 1998. Marketable securities were sold off during the past three years, decreasing from 11% ($104 million) of total assets to zero. Cash decreased from 13% ($124 million) of total assets in 1997 (both June December) to 4% in 1998. The combination of severe decreases in both cash and marketable securities are the reasons that the acid test ratio decreased so dramatically. The quick ratios are as follows: .96 (June 96), 2.00 (June 97), 1.38 (December 97), and .86 (December 98). As mentioned previously, current liabilities remained constant and current assets declined. As with the current ratio, the main reason for the deterioration of the quick ratio is the continued loss of current assets. The above ratios and the reasons for their poor trends indicate Chesapeake is currently in a liquidity crisis. This, in combination with the increased debt liabilities, is an extreme warning to both investors and management. This condition also adds to the suspicion that assets are being sold off to fund current debt obligations. The firm†s ability to meet its obligations with cash, as they come due, is approximated by the cash flow liquidity ratio. As previously mentioned, solvency improved and then deteriorated as indicated by the current and quick ratios. The trends are confirmed when looking at cash flow. From 1995 to 1997, Chesapeake†s cash flow liquidity improved from 1.47 to 1.8. 1997 to 1998 showed a large drop in liquidity from 1.8 to 0.95. The company†s financial statement data gives an indication as to why. From 1995 to 1997, short-term solvency improved from 1.47 to 1.8. When looking at the data, cash from operations rose from $55 million in 1995, to $139 million in 1997. The 1997 rise was due to a change in the accounting period. During this same period, cash on hand rose from $56 million to $123 million and marketable securities rose from zero to $13 million. While cash was increasing, current liabilities rose from $75 million to $153 million. Current liabilities doubled during this period, while cash flow increased 150%. The larger increase in cash flow, relative to short-term obligations, accounts for the improvement in solvency during the 1995 to 1997 period. During the 1997 and 1998 periods, liquidity deteriorated as shown by the decrease in the cash flow liquidity ratio from 1.8 to 0.95. The data indicates that cash from operations dropped approximately 32% to $95 million. When looking at the Cash Flow Statement, the large decrease in operating cash is mainly due to the large net loss incurred during the period. At the same time, cash dropped 76% to $30 million while marketable securities fell to zero. Much of the cash appears to have gone to fund the company†s payables and accrued liabilities. Current liabilities were reduced 15% to $131 million. The larger reduction in cash flow relative to current obligations accounts for the deterioration in short-term solvency. The cash flow data confirms that Chesapeake†s liquidity suffered severe deterioration. A reduction in current liabilities is a good sign, but the little amount of cash generated and being used to fund current obligations is not enough. Cash assets are being used to fund these obligations as well. In comparison to the industry debt ratio of .31, Chesapeake ended with a debt ratio of 1.31 in 1998 compared to .71 in 1997. The long-term debt to total capitalization ratio increased from .64 in 1997 to 1.37 in 1998, while the industry average was .44. The tremendous increase in debt was attributable to significantly lower oil and gas prices during the past three years, and a failed drilling venture known as the Louisiana Trend. The company was forced to liquidate assets and take on a substantial amount of debt to meet operational expenses and increase oil and gas field reserves. Chesapeake was added to the Standard Poor†s â€Å"CreditWatch with negative implications† [Yahoo Finance, Nov. 14, 1999] in December of 1998. The low price of fuel during fiscal years 1996 through 1998 was the primary reason for Chesapeake†s troubles. The debt incurred has covenants restricting the company from seeking additional debt and from paying dividends to preferred stock holders. Principal on a large portion of the outstanding debt is not due until 2004 allowing the company time to improve operations. This will also give fuel prices a chance to rise, which is determinant to the company†s survival. The industry average for times interest earned is 5.2, while Chesapeake†s operating profit was ($856) million. The ratio equated to well below zero in 1997 and 1998. In 1998, interest payments were more than $68 million. The financial leverage index could not be computed since there was not a return on equity. Chesapeake overextended their credit by substantially financing with debt and has jeopardized their ability to make obligated payments for their debt and fixed costs.

LGBT Community in the workplace Research Paper Example | Topics and Well Written Essays - 7000 words

LGBT Community in the workplace - Research Paper Example Early in the morning hours of Saturday, June 28, 1969, plainclothes officers and uniformed patrolmen from the New York City Police Department’s Public Morals Squad raided the Stonewall Inn, a popular but illegal gay bar in Greenwich Village. The raid sparked several days of demonstrations and clashes with police, ranging in intensity from passive to confrontational. The demonstrations culminated in the first gay pride’s march from Washington Square Park to Central Park (Teal, 2010). The riots that followed the Stonewall Inn event are regarded as the beginning of the transformation of gay rights movement. Since then, the gay rights movement evolved into a controversial and powerful social and political force in today’s society. In 1973, the American Psychiatric Association removed homosexuality from its official list of mental disorders. In January 1978, Harvey Milk, an openly gay man, was sworn in as a member of the San Francisco Board of Supervisors. Mr. Milk’s first feat was to sponsor a bill that would outlaw sexual orientation discrimination. The same year in the month of November, Mayor George Moscone and Harvey Milk were assassinated by Dan White, another member of the board who recently resigned and who wanted back in. (www.infoplease.com) After 40 years of fighting, political leaders are embracing the movement and are knocking down walls such as lifting the ban on participation in the Armed Forces and legalizing gay marriage in support of what has evolve to be the LGBT community. The evolution of the movement has had such a tremendous influence in the political arena that it has led to â€Å"nominating at least two transgender officials, for the first time in history, to senior posts in the federal government under the Obama administration† (Teal, 2010). The intensity of homophobia in America has led to many gays being viewed as mentally ill in medical terms, sinners in religious terms and criminals in legal terms. Gays have

Rolls Royce business 's generic and distinctive marketing strategies Case Study

Rolls Royce business 's generic and distinctive marketing strategies - Case Study Example Economic scale comes into play as large companies like Rolls Royce can decrease of units as volumes rise. This is especially true for a large department store such like Rolls Royce, which needs to have a number of different business sectors, such as: administration, marketing, finance etc. Therefore, entry barriers are considered to be high. Large aerospace or department stores could choose where to get products from many suppliers; therefore, suppliers have less power. Aero engine industries are gaining more power in the industry, described by Craven et al. Aero engine industries are increasingly gaining more bargaining power; therefore this trend indicates that suppliers are becoming less powerful than they used to be. The influential part is that the price of products can be different mainly, even for the similar group of product, in large aero engine companies of those in a further discount type of aero engine company. Due to the dissimilarity, buyers have additional products to select from, when trying to locate and purchase an exacting product; thus switching costs of buyers are low. For Rolls Royce, which has large-scale department stores selling a wide range of aerospace industry products could be substitutes for consumers. The new trend of online shopping is another possible substitute for certain consumer groups. Industry Rivalry There are many competitors existing in the large aero space industry, the biggest of which is Aircraft; even though they direct their promotions at different target markets. In addition, dissimilar types of aero space industry, which include reduction aero aerospace industry like Target, aircraft are competing inside the similar industry of air engine. Activities 2 b Summary of industry changes since 2000 The main objective of this activity is to describe changes the UK grocery supply chain or strategic management and the relations with its suppliers to reduce costs so that company will support its cost-saving competitive advantage. (Amit, R. & Schoemaker, 2003, 33-46). This research argues that the growth in UK supermarket performance in new-fangled years has resulted in a characteristic system of retailing in the UK, and that this has a number of significant consequences for how one charge the nature of competition in this market. In exacting it means that standard approaches to review customer benefits and the attendance or nonattendance of anti-competitive behaviour may not be suitable. It is argued that UK supermarkets are bring a quite dissimilar offering to the marketplace from an easy basket of goods'' by means of a exact price and excellence. (Bashein, B. J. & Markus, M. L. 2004, 7-13). Investment in Logistics And Distribution The concluding major piece of reform of the UK food industry can be seen in the broader-scale asset in the sharing infrastructure. Logistics have turn out to be unsafe in ensuring the growth of fresh and chilled product ranges, but additional usually the centralisation of distribution in regional logistical amenities by