Lego Mindstorms Essay Example | Topics and Well Written Essays - 2000 words

Lego Mindstorms - Essay Example Ordinarily broadening systems can prompt vital seriousness or more normal returns. When all is said in done firms utilizing related broadening methodologies beat those utilizing irrelevant expansion procedures. Sooner or later of time the organizations can become over-broadened. The level at which over-broadening happens fluctuates across organizations, in light of the fact that each firm has various capacities to oversee expansion. Regardless of the kind of expansion procedures actualized decreases in execution result from over-broadening. In any event, when a firm isn't over-differentiated a significant level of broadening can negatively affect the drawn out presentation of a firm. For example the degree made by extra measures of broadening regularly cause chiefs to depend on money related control as opposed to key controls to assess business units’ execution. Without an away from of the destinations and systems of the business the top level officials will in general depend on money related controls. In spite of the fact that this will guarantee transient increases are created it might severy affect the drawn out speculations and possibilities of the firm. In the instance of Lego a few slip-ups in its history of last twenty and odd years and the greatest of such slip-ups were to mistake development for progress. The business development of Lego was remarkable during the multi year time span from1978 to 1988 with the deals expanding from Danish Kroner 1 billion to 5 billion which is a five overlay increment. This business development made Lego look incredible. While during the 1980s VCRs, computer games, satellite Television and PCs began to have their impact on the kids Lego was caught up with growing its deals to its objective market over the world.  The primary issue with the activities of Lego was that the organization turned into a moderate organization with its lack of concern. For example the organization shaped a relationship with MIT in 198 4 however until ten years after the fact the organization couldn't design any ‘intelligent brick’. In spite of the fact that the programmable block became mainstream the organization couldn't advertise it as a mass market item since the organization couldn't lessen the cost. The genuine issue was that Lego lost its crowd who the kids adored at one purpose of time. It appears that the organization had a center play esteems ‘encouraging the creative mind and placing the kid in charge’.â

Economic growth of Japan after 1945 Term Paper Example | Topics and Well Written Essays - 1750 words

Environmental Studies Essay Example | Topics and Well Written Essays - 750 words - 1

Ecological Studies - Essay Example We will take a gander at the impacts that science has made in the vitality division, environmental change and agribusiness among others. In the logical world, agribusiness is a later human movement that people tested. People were initially trackers and gatherers who made due by murdering wild creatures in the wilderness. At that point agribusiness was incidentally found through man’s logical investigation. Man started developing area so as to get nourishment. Studies have demonstrated that trackers and gatherers were increasingly solid, all around fed than the last ranchers. Truth be told, agribusiness didn't improve the lives of people and the skeletal proof uncovered that trackers and gatherers were more beneficial than the ranchers were. Agribusiness required tremendous measures of land for development, and this prompted the obliteration of woods and animal’s regular natural surroundings. The vitality edge of plants at that point diminished as most normal vegetation was obliterated and cleared to clear a path for development. This meddled with the characteristic vitality cycle since creatures get vitality from plants, which thusly get the important vitality from the sun for photosynthesis. A large portion of the level of the world’s vitality depends on plants. On the off chance that plants are crushed, the vitality required by most life forms is diminished, and this can have destroying impacts. This makes creatures face termination as the vitality cycle is influenced by man’s movement, which for this situation is farming, a logical innovation. Thusly, there is proof that as much as science has helped the earth, it likewise harms a similar domain by changing nature’s typical exercises (Rees, web). The freeing from normal vegetation offers approach to soil disintegration. In today’s world, oil is the main type of vitality that people have come about to utilize. It is curiously diverting that man makes sure about oil mo re than nourishment. This is on the grounds that vitality is indispensable for most exercises and oil is the standard type of vitality used to satisfy the needs of man. Research in America has indicated that for each 2.3 calories of nourishment vitality created there is a calorie of fossil vitality utilized (Manning, web). This is destroying to the human life in light of the fact that as more oil is utilized to create nourishment vitality that is required by a developing populace, levels of contamination in nature keep on expanding. This is credited to science creations among different factors, for example, populace development and industrialization. The more industrialized we get, the more logical creations are found which keep on harming nature trying to address the issues of man. In the twentieth century, motor energized vehicles commanded the streets which made transportation and correspondence simple. Be that as it may, these progressions as a rule negatively affect the earth. For instance, the nursery impact is brought about by discharge of gases into the climate, which originates from burning of petroleum products and oil. Logical headways in science have additionally profoundly affected man (Griffith, web). For instance, in the development of wheat in driving nations, composts containing nitrogenous mixes are utilized to accelerate the development and development of wheat. Be that as it may, examines show that these concoction mixes effectsly affect human wellbeing. An examination did indicated that a youngster conceived in rustic spots delivering wheat dependent on nitrogenous synthetic compounds has high odds of enduring birth related imperfections contrasted with a kid conceived where wheat isn't

Assessing the Marks and Spencers retail chain - Free Essay Example

Marks and Spencer is a British retail chain with over 800 stores in around 30 countries (600 in the UK). Food and clothing retail play a large part in the Marks and Spencer corporate strategy. The Marks Spencer business model has had to adapt to change and consumer trends over the years to maintain the companys position as one of the largest retailers in the world. Marks and Spencer (MS) is a heritage of the British retail and has been present for nearly 130 years. Throughout the years, several individuals have led the organisation and distinct patterns of leadership style can be observed. The impact of leadership style at MS will be compared to the organisations performance and critically evaluated against published leadership models. Covey, S.R. (1990) Historical leadership (1880-1990) (Mathieu) Until the middle of the 20th century, the customers and employees were divided in two classes: middle class and working class separating people who had money and the working class who hadnt. Additionally, women during this period seemed to have predominantly a reproducing role and did not have direct political power. Gender and classes have shaped the evolution of MS dominated by strong powerful males from its early days [Rippin A. (2005)]. The leadership of MS has been and still is dominated by men. Michael Marks founder of MS had the tra its of an entrepreneur. As the leadership was passed on through the family, increased competition within the heirs led to emergence of stronger characters. Michaels son, Simon Marks and later Simons brother in law Israel Sieff changed the leadership style towards a stronger dictatorial influence. Both Marks and Sieff families had been victims of violence especially during the war and controversially established an organisation with systematic symbolic violence and bullying [Rippin A. (2005)]. MS managed to blur the gaps between the social classes, at least on the fashion aspect by the type of clothes provided by the company. Working class women could at last afford and wear elegant and aspiring clothing deemed to a superior class. Derek Raynor took over in 1983 which was a major transition from a family business to a plc. In 1988, Sir Richard Greenbury concentrated on the operational and financial of the organisation. In the following year however, MS failed to transform signi ficantly and became reactive [Stockport G.J. (2000)]. As the environment became more dynamic, customers expectation changed, competition became fiercer but MS failed to keep up and adapt to the market. The family business became victim of their past success and lacking of a person with exceptional calibre to lead change through its professional debut. 2.0 Leadership transition Changes outside and inside MS In 1997 MS made over 1 Billion pounds of profit and accounted for over 16% of UKs clothing market. The company was then valued at 19 Billion pounds. (1997 Annual Report). 1998-1999 marked the start of an under performing period and share price plummeted by 40% [Cape Times Business Report (1999)]. As competitors such as Zara and Next took market share from the top end of the market while the same time value offerings were attacked by the supermarkets who were increasingly entering the same market. Peter Salisbury became CEO in 1999 and started to question the MS ways of working. He placed an emphasis on empowerment by reducing the number of hierarchical layer from eight to seven, and promoting a sense of ownership and decision-making in local stores [Stockport G.J. (2000)]. 2.1 Is there something missing Greenburys position came under threat as others in the ranks attempted to usurp him. For a short period, Salisbury was promoted to the post of Chief executive. However his tenure was short lived and after replacing much of the senior management team he left. On January 2000 the MS board appointed a new chairman from outside the business, Luc Vandevelde. Vandevelde was a Belgian accountant with a wealth of experience in managing food brands Covey, S.R. (1990) As Van der Erve points out, Vandevelde is a transformational leader. From the word go, he makes significant changes. Initially laying off over 4000 employees and Selling the European arm of MS [Van der Erve (2004)] and undertook a sale and leaseback of many of MSs properties. He also experiments with a new convenience store format in London. Vandevelde was a fairly aloof leader. In View (2005) quotes Vandevelde as advocating healthy selfishness. This means defining boundaries such as working hours and putting personal needs first while being willing to defend others. His emphasis was on being able to step back and develop thinking spaces. Vandevelde did appea r to reverse MSs fortunes and profits rose from a low of 146 Million in 2001 to 781 Million in 2004. Many critics have claimed that Vandevelde became increasingly detached from MS during his tenure. In addition to his role at MS he was also on the board of Carrefour and is a non-executive director of the mobile phone giant Vodafone, and Change Capital Partners [Independent (2004)]. In 2004 Cool hand Luc announced that he was stepping down. One member of the MS board was quoted as saying He read the boards mood precisely. We were fed up with how little time he was spending here, so we were close to asking him to leave. [Independent (2004)]. In June 2004, Phillip green saw the power vacuum, and made a bid for the company of 9.1 Billion. In what became characterised as a battle, newly appointed Chief Executive Stuart Rose, the recently also appointed Chief Executive, eventually defeated Green. After a good deal of campaigning Rose managed to persuade shareholders not to take u p Green on his bid. But as Stuart Rose had been with MS for over 33 years and had a passion for the business, he turned down Greens bid. Looking Rosy (Rose 2004 now) According to Covey, S.R. (1990) In 2004 performance was poor, with customers defecting to competitors. Investors were uneasy and showing signs of losing confidence. There was a lack of clarity about what the brand really stands for, even though it had a high profile and evoked strong opinions. Increasingly, key competitors were showing signs of becoming much more focused and effective. Marks Spencers Board was not particularly aligned., Its leadership team does not encompass the right mix of skills, knowledge and experience to enable the company to regain its long-held position as a market leader. This was the scenario which Stuart Rose stepped into, when he became CEO of UK retail giant, Marks Spencer, in May 2004. Rose was determined to: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢make fundamental changes ÃÆ'à ‚ ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢change from a bureaucratic old fashioned organisation into a modern dynamic force ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢implement the missing Shared Values to complete the transformational leadership model Stuart Roses new leadership model led to improved performance highlighting number of key features: He was very deliberate in managing key stakeholder groups to buy time to create confidence in his ability to lead out of its difficulties. This was especially important in dealing with the takeover bid and creating reassurance for investors that an independent MS under his leadership would create better returns. He inspired confidence that he could create value. In rejecting the offer from Philip Green of  £4 per share, he persuaded shareholders that the MS share price would rise far beyond that point. Today, it is trading in excess of  £6. He was clear and decisive about the leadership team he needed. This included taking some tough decisions about the make-up of that team, making it smaller and more clearly accountable, but also paying attention to signals about leadership culture. Covey, S.R. (1990) The plush headquarters at Barker Street, with all its hierarchical culture were swept away. At the same time as slimming down the top team, he simplified the management structure to make decision making faster, more accountable and transparent. Rose himself was regularly seen on the shop floor close to employees and customers and he expected his team to do likewise He immediately engaged with employees at all levels. A major side effect of the loss of confidence in MS was low employee morale. This had a direct effect on the way in which they interacted with customers stories of poor service from apathetic employees abounded. Coleman, J. (1990 Rose focused on re-building employee pride and commitment. But he was also ruthless in removing some long-term employee perks which had grown to beco me rights. He introduced more professional, performance based contracts for staff which were designed to reinforce and reward behaviours which support organisational performance. He took a personal interest in the product ranges and critical buying function of the organisation. MS long believed that buying was a generic skill, that a buyer of cabbages could equally well buy ladies fashions. But with buyers being rotated around different areas of the business, the result was that some key areas, notably clothing, lacked of coherence from season to season. Coleman, J. (1990 At the same time, he embarked on a major revamp of stores, supply chain management and advertising. The results were striking. But above all, the success of these changes are founded on confidence and belief in Stuart Rose as a leader. 4.2. 2.2 Roses style changes to autocratic For a number of years after stepping in, Sir Stuart was lauded by investors and retail experts alike. He was cre dited with refocusing and re-energising the business, giving it cachet among younger, more fashion savvy customers and making it more profitable. But these bouquets have turned to brickbats over the last year or so. First, Sir Stuart faced accusations in March 2008 that he was becoming too powerful after he surprisingly agreed to combine the role of chairman with his existing position of chief executive. Blackmore, J. (1999) Some argued that Sir Stuart garnered too much power and turned into an autocrat. But Sir Stuart has played up the necessity of decisive leadership at the time in which conditions on the High Street were deteriorating rapidly. [reference] On the other hand, others have cast aside doubts over claims that Sir Stuarts style has become too autocratic and place their faith in a man seen as one of the UKs most successful retailers. They will remember the trouble that MS was in when he arrived from Arcadia in 2004, losing market share to hipper and cheaper riva ls and struggling to argue a case for remaining independent. Bevan, J. (2002) His turnaround strategy proved highly successful and under his leadership, MS won back its reputation for offering value for money while a strong commitment to ethical values and an environmentally-friendly approach also had a beneficial effect 2.3 Gargantuesque ego in Roses Style Some investors felt that Sir Stuart garnered too much power, recognizing himself above the others or having Gargantuesque ego. Gargantuesque ego, popularly conceived as an over-inflated sense of self-importance, is a major stumbling block to effective leadership. Initially, Sir Stuart was brought in to lead Marks and Spencers to fill a CEO role, a position that provides significant decision-making power in all areas of the business. Sir Stuart had some strong ideas and asked vital questions about measurement, accountability and processes that come from his perspective and experience. However, his emphasis on getting resu lts, no matter what ran counter to the existing culture where people and relationships weighed in equally. Bevan, J. (2002) 2.4 Review of employees contracts Recently in 2008, a worker at MS who blew the whistle on the high street giants plans to slash redundancy terms for more than 60,000 staff was suspended and faced a disciplinary hearing. Adorno, T.W. (1950 MS plans to cut redundancy pay by up to 25 per cent as part of proposals triggered a fierce backlash among staff, which feared a widespread round of job cuts. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢A memo showed that a typical 49-year-old employee with 30 years of service would see their possible pay-off fall from  £35,000 to  £26,000. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢Those aged over 41 would get three weeks pay per year worked instead of the current 3.75, while staff aged between 22 and 40 would receive two weeks instead of 2.5. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢The Business Involvement Group also war ned the MS board that the proposed changes had caused an unprecedented level of concern and anger with staff asking Why do people at the bottom get the sack on the cheap while the top bosses get large payouts even when they leave having messed up? Initially, when Sir Stuart Rose took the reigns, one of his main objectives was to have employee-focused goals for motivation and improved performance. This objective proved successful initially however recently, the shift of strategy with the announcement of the review of employee contracts caused unprecedented anger with some questioning around the autocratic leadership style practiced by Sir Stuart Rose. 2.5 Performance indicator (Christopher) Although the literature Davies, B. and Ellison, L. (1999) on the link between causal effect relationships of leadership on performance is fragmented and inconclusive, there is still a strong suggestion that different leadership styles influence organisational performance. Financial per formance of the company in this period shows a steady improvement of performance for MS year after year. The turnover increased from around 8.1 billion pounds in 2002 to around 9.1 billion pounds in 2008. The profit margin jumped from 4.13 per cent to 12.51 per cent in the same period (Figure 2). The share price, which indicates the confidence that external stakeholders have in the performance of MS, has recently plummeted after having done so well for a few years. From the time that Rose Stuart took over as CEO, the share price managed to reach a peak of  £7.42 (Table 3 and Figure 5, appendix). Table 2 also indicates a series of improvements under Stuart Rose of gross margin, return on shareholders funds, capital employed and return on total assets. These indicators show that the company was being run efficiently and effectively. This can be attributed to the leadership. 3.0 Temporal leadership model According to Davies, B. and Ellison, L. (1999) the different leadership styles observed in the history of MS have shown some impact on performance but cannot be exclusively the only influencing factor. The iteration of ledership adaptation with a changing environment and the speed of adaptation have increase over the last decades. Figure 1 shows the impact of the leadership style on performance over time depending. One can observed that changes in MS leadership style go through transition periods but one type a specific type of leadership doesnt have a direct correlation on performance neither in the short or long term. Van der Erve [Van der Erve M. (2004)] has drawn a model based on the leadership requirement depending on the organisation growth curve and economic development dividing the different categories in temporal comfort zones. Van der Erve argues that the model can help in selecting the right type of leader with desired skills and behaviour for the development of an organ isation. According to the temporal model, the early leaders (Marks) were Transformers, creative and innovator and quickly evolved into Builders, nurturing product niche. The organisation managed to further grow by expanding internationally. The drop in performance seems to have happened at a time where the leadership should have evolved in to the confronters zone, questioning the established culture and open up the organisation. The focus was targeted towards operational performance rather than challenging a long running family embedded culture and failed to establish a vision. Autocratic leadership was also accepted, at least not rejected in the last century due to the power of social classes in an instable period of World Wars was dictatorial political figures ruled by example. Davies, B. and Ellison, L. (1999) 3.1 Transformational leadership. While transactional leadership implies a steady state transformational leadership (Leithwood and Jantzi, 1990) is a more dynami c concept. The three key components of the concept are 1) the stimulation and development of a collaborative culture 2) contribution to the continuous professional development of teachers, and 3) expansion of the problem-solving capacity of the school. Transformational leadership provides the vision and inspiration that is intended to energise all members of the school community. It is about transforming organisations and creating new cultures in which collaboration is valued, systematic enquiry is assumed to be the proper basis of professional judgement and in which there are high levels of reflection and discussion of professional practice. It sets expectations high and assumes a strong sense of shared responsibility for attaining educational goals. Dimmock and Walker set this in a multi-cultural context: This type of leadership style seemed present in Marks and Spencer. 3.2 Transactional leadership. Transactions among people imply measured give and take. Services are render ed and rewarded when they meet approval. The concept is attributed to McGregor Burns (1978). He sees the transactional leader as setting the goals for the organisation and letting people know what needs to be done to achieve those goals. Faith is placed in systems, structures and data which will assist in reaching those goals. This is akin to exchange theory, a quasi market model of everything being weighed in terms of individual profit and loss in an economy where there is stability of value and currency. People know where they are, what they owe and what they are due. Leaders and followers are in fixed and recognisable complementary roles. It is a steady state founded on stability and efficiency in meeting short term goals. Transactional leadership does not appear to have any positive advocates but rather seems to be proposed as a foil to transformational leadership. Nonetheless, Leithwood (1992) warns against dichotomising the two concepts and argues that transactional leadership may be a stage on the way to transformational leadership. Davies, B. and Ellison, L. (1999) This style is present all the time as it offers the operational management to peform its role of carrying out transactions within the organisation. 4.0 Other models 4.1 Professional leadership. It is difficult to conceive of school leadership which is not professional, but it has been invested with a distinctive meaning by Sergiovanni and others. Sergiovanni argues that authority may be derived from different sources but one of the most compelling of these is the authority which comes from transparent professional knowledge and expertise. He or she must espouse professional values and possess appropriate professional knowledge and judgement. 5.0 Conclusion s been a trend in the last few years to move away from notions of management to rebrand movements, projects and organisations under the leadership banner. Management training becomes leadership development and senior management teams are being reincarnated as leadership teams. This is to create a distance between leadership and management, the latter seen as a more limited concept and too closely associated with managerialism, a somewhat discredited approach based on rational, scientific principles. Critics, such as Gerald Grace, for example, argue that much of this is smoke and mirrors, not so much a substantive change as a change of rhetoric. Others have made theoretical distinctions between the concepts, between focus on systems (management) and focus on people (leadership), between administration and innovation, short term planning and long term vision, accepting or challenging the status quo. Bennis and Nanus (1985) distinctions between doing things right (management) and doin g the right thing (leadership) has assumed an almost folkloric status. These categorical separations are, however, contentious. Some take the view that management is necessarily subsumed as an aspect of leadership while others argue that in practice, as well as in theory, there are people who lead and others who manage, and that many successful teams are combined of people who bring complementary roles and skills to their collaborative work. Ultimately, discussion of what is management and what is leadership is of less importance than what both are for. What is being led and managed? What lies at the heart of leadership? As a Leadership for Learning Network our position speaks for itself. Leadership in a school context, we contend, must first and foremost be concerned with the how, why and what of learning. The who refers, naturally, to children but is conditional on a milieu in which those who teach, those who lead, and those who manage are themselves exemplary learners.

Characters Of Scout By Kill A Mockingbird

Courage has the capability of meaning different things to different people. It is usually divided into physical and mental courage and it has the potential to help people through tough situations. Throughout To Kill a Mockingbird, both physical and mental courage are shown from many of the main characters. This courage leads them to making important decisions that impact the outcome of the novel. Scout, Arthur Radley and Atticus all show an exceptional amount of bravery both internally and externally and these characteristics can show the reader who these characters truly are. Jean Louise Finch, also known as Scout has shown great amounts of courage throughout To Kill a Mockingbird. Scout has not only shown mental courage, as she is often†¦show more content†¦In this particular part of the story, Jem is using Scout’s gender to isolate her from a playing group. Scout uses a large amount of courage to stand up to him and continue to play with whoever she likes. However, she also had the courtesy of acting like a woman when she was required to. â€Å" I carefully picked up the tray and watched myself walk to Mrs. Merriweather. With my best company manners, I asked her if she would have some. After all, if Aunty could be a lady at a time like this, so could I† (318PAGE) This quote shows that even though Scout is a dedicated ‘tomboy’, she knows when to act like a lady. for the rest of her family. Although this is mental courage, Scout’s physical courage was also shown during the time of the trial. As her father was gua rding Tom Robinson’s cell, there were some men that threatened him if he did not move. Scout used her courage to walk out of her hiding place, despite her brother saying no, and stand up to the threatattacks. She talked to them about their children and targeted them emotionally so that they would realize what they were about to do. He’s in my grade,† I said, â€Å"and he does right well. He’s a good boy,† I added, â€Å"a real nice boy. We brought him home for dinner one time. Maybe he told you about me, I beat him up one time but he was real nice about it. Tell him hey for me, won’tShow MoreRelatedCharacter Analysis Of Scout In To Kill A Mockingbird1497 Words   |  6 PagesLee’s To Kill a Mockingbird, Scout is one of the main characters and the narrator. During the time the book begins, she is a little 6 year-old girl who is mature for her age, and she continues to mature as the book progresses. Over the course of the novel, Scout develops an exceptional character which is constantly changing from the effects of different events and characters. In To Kill a Mockingbird, Lee uses the minor characters Boo Radley, Miss Maudie, and Aunt Alexandra to help develop Scout intoRead MoreEssay about To Kill a Mockingbird: Character Analysis of Jem and Scout580 Words   |  3 PagesTo Kill a Mockingbird: Character Analysis of Jem and Scout   Ã‚  Ã‚  Ã‚  Ã‚  Imagine just two young kids maturing within a matter of years. Imagine that same two kids, experiencing or understanding things that they aren’t meant to at a young age. Jem and Scout were just like that. They have experienced many things that they shouldn’t have at their age. Scout on the other hand, seems to be the one maturing the most. Throughout this whole essay, you will learn about Jem and Scout’s attributes, personality, andRead MoreScout and Her Character Development in To Kill a Mockingbird by Harper Lee657 Words   |  3 Pagescould not have heard it from the sidewalk. Someone inside the house was laughing.†(46) At the beginning of To Kill a Mockingbird, Scout is terrified of the Radley Place because she is not brave. She hears someone laughing while she is in the Radley Place after her brother Jem rolled her in a tire their. Through more experiences, Scout becomes caring and brave. At the beginning of the book Scout is not very caring or brave. She is not caring because she does not think about others feelings and how theyRead MoreThe Characters Of Kill A Mockingbird By Harper Lee Essay1464 Words   |  6 Pages There are plenty of important characters in the novel, To Kill a Mockingbird. The story chronicles life through the eyes of young children, but also shows first hand accounts of racist adults in the small town of Holcomb. This book is so unique because symbolism is avidly used. The main characters in To Kill a Mockingbird are symbolized as mockingbirds. There are many different situations where a character can be categorized as a mockingbird. A mockingbird can be a meek man accused of a crime, orRead MoreWhy Is Innocence Becomes Experience?1225 Words   |  5 PagesIn To Kill A Mockingbird there are several reason why innocence becomes experience. Phys.com stated â€Å"Between ages 5 and 11, the researchers found, children become aware that many people believe stereotypes, including stereotypes about academic ability. When children become aware of these types of bias about their own racial or ethnic group, it can affect how they respond to everyday situations.† This shows tha t Scout and Jem are in a time of their lives when racism will take effect. Not only becauseRead MoreKill A Mockingbird, By William Robinson And Jean Louise1572 Words   |  7 PagesTo Kill A Mockingbird Thesis: The phrase of killing a mockingbird represents the iniquity to vitiate something good and relatively unmarred, as mockingbirds do nothing but sing beautiful songs; they are innocent and harmless. This motif can also be interpreted as a symbol of imitation, or mocking - the mockingbird is known for its ersatz of other birds songs. This mockingbird motif, the foremosttheme, is exemplified by the actions and words of three characters in To Kill A Mockingbird -Read MoreKill A Mockingbird By Harper Lee873 Words   |  4 PagesIn the book, To Kill a Mockingbird, Harper Lee illustrates that â€Å"it’s a sin to kill a mockingbird† throughout the novel by writing innocent characters that have been harmed by evil. Tom Robinson’s persecution is a symbol for the death of a mockingbird. The hunters shooting the bird would in this case be the Maycomb County folk. Lee sets the time in the story in the early 1950s, when the Great Depression was going on and there was poverty everywhere. The mindset of people back then was that blackRead MoreThe Setting Of Kill A Mockingbird By Harper Lee1354 Words   |  6 PagesLiterary Analysis Name: Amy Lyons Title: To Kill a Mockingbird Author: Harper Lee Setting: The setting of To Kill a Mockingbird is a small town in south Alabama called Maycomb County in the early 1930s. Point of View: Harper Lee s first, only novel is written in first person due to the fact we see the whole story through Scout s perspective. Theme: One of the crucial themes that Lee based the novel on was racism, which was an extremely controversial topic at the time the book was publishedRead MoreKill A Mockingbird By Harper Lee913 Words   |  4 PagesIn Defense of To Kill A Mockingbird Rough Draft To Kill a Mockingbird by Harper Lee has been banned and/or challenged over thirty times since its publication in 1960. Effectively preventing many students from enjoying the novel and benefitting from its message. To ignore racism is no different than denying it ever existed. To Kill a Mockingbird is appropriate for mature adolescence/students and should not be banned from schools. Despite its sexual related content, or profanity, a valuable lessonRead MoreAnalysis Of The Book Of Kill A Mockingbird 1271 Words   |  6 PagesJourney Tasopulos Brannen ELA-8 19 April, 2015 Novel Analysis: To Kill A Mockingbird Selection: I selected this book because its the best book I have ever read. I read To Kill A Mockingbird last year and my class wrote an essay about this book, since I already know so much about this book I thought it would be a nice and quick read. I thought it would be a great enjoyment to refresh my memory of this epic book. I watched the movie soon after I read the whole book and it was very fun to pick out

Queens and Knights free essay sample

Queens and Knights You are given a 88 chess board with out any pieces other than equal number of queens and knights. You have to place an equal number of knights and queens on the chessboard such that NO piece attacks any other piece. Each position in the board uses following to represent the status: 0 no pieces, 1 queens, 2 knights. Given a board with or without any pairs of queen and knight, you have to write a function addMaxPieces which adds as many pairs of queens and knights as possible and returns the updated board in the same format. You can use the fact that in the best configuration, a maximum of 5 queens and 5 knights can be placed on 8 x 8 board such that NO piece attacks any other piece. An example of such a configuration is given below . Note that you will get 50% credit, if you add even one extra pair of queen and knight on the board correctly. We will write a custom essay sample on Queens and Knights or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Instructions to use Open PBT Client: 1. Specify the work directory path in the Work Directory Path field. The path should correspond to your solution work directory. 2. Download the Support files by clicking the Get Support Files . 3. You will find the problem directories containing: problem. h file * problem. c file in your work directory. 4. Write your solution in . c file Step 1: In your Solution File: 1. Add method public static int[][] addMaxPieces(int[][] board) Step 2: 1. Pass the following parameter to the method addMaxPieces() board is a two dimension integer array, represents the chess board as mentioned in the problem description. Step 3: Write the appropriate code as mentioned in the problem description by following the below given Constraints. 1. The input should be the two dimension integer array provided to the method with some entries in the atrix. 2. The entries specify the position of the Queens and Knights in the chess board (matrix). 1 for Queen and 2 for Knight 3. You need to figure out the position of the Queens and Knights in the chess board, which can be additionally added to the board so thus no peices will attack anyone 4. Your method should return the chess board that is the two dimension array with some additional entries. 5. If your method will able to add atleast one pair of Queens and Knights, you will get the 50% credit. 6. Read Constraints carefully. The Prototype of the Function is : int** addMaxPieces(int** board) takes a chess board as input and tries to add as many knight and queen pairs as possible and return the board in same format. Constraints * The positions on the board can have only 0,1,2 values, else return the board as it is. * Input board should have equal number of queens and knights (if any), else return the board as it is. * In Input Board, no piece can attack any other piece, else return the board as it is. * Input board should be of size 8 x 8, else return the board as it is. Example 1 Input board[0][2] = boa rd[1][5] = board[2][1] = 1; board[6][4] = board[6][7] = board[7][3] = 2; Output The function returns X,Y = 0,2 Piece = Q   Ã‚  Ã‚  Ã‚  input X,Y = 1,5 Piece = Q   Ã‚  Ã‚  Ã‚  input X,Y = 2,1 Piece = Q   Ã‚  Ã‚  Ã‚  input X,Y = 3,6 Piece = Q X,Y = 5,0 Piece = Q X,Y = 7,7 Piece = K X,Y = 6,4 Piece = K   Ã‚  Ã‚  Ã‚  input X,Y = 6,7 Piece = K   Ã‚  Ã‚  Ã‚  input X,Y = 7,3 Piece = K   Ã‚  Ã‚  Ã‚  input X,Y = 7,4 Piece = K The picture for this example . Example 2 Input board[0][2] = board[1][5] = 1; board[6][4] = board[6][7] = 2; Output The function returns X,Y = 0,2 Piece = Q   Ã‚  Ã‚  Ã‚  input X,Y = 1,5 Piece = Q   Ã‚  Ã‚  Ã‚  input X,Y = 2,1 Piece = Q X,Y = 3,6 Piece = Q X,Y = 5,0 Piece = Q X,Y = 7,7 Piece = K X,Y = 6,4 Piece = K   Ã‚  Ã‚  Ã‚  input X,Y = 6,7 Piece = K   Ã‚  Ã‚  Ã‚  input X,Y = 7,3 Piece = K X,Y = 7,4 Piece = K Example 3 Input board[0][2] = 1; board[6][4] = 2; Output The function returns X,Y = 0,2 Piece = Q   Ã‚  Ã‚  Ã‚  input / X,Y = 1,5 Piece = Q X,Y = 2,1 Piece = Q X,Y = 3,6 Piece = Q X,Y = 5,0 Piece = Q X,Y = 7,7 Piece = K X,Y = 6,4 Piece = K   Ã‚  Ã‚  Ã‚  input X,Y = 6,7 Piece = K X,Y = 7,3 Piece = K X,Y = 7,4 Piece = K For C solutions Header File | : | queenknights. h | Function Name | : | int** addMaxPieces(int** board) | Directory Name | : | queenknights | File Name | : | queenknights. c | For C++ solutions Header File | : | queenknights. h | Class Name | : | QueenKnights | Function Name | : | int** addMaxPieces(int** board) | Directory Name | : | queenknights | FileName | : | queenknights. cpp | General Instructions * | The file / class names, functions, method signatures, header files to be used are mentioned in the problem statement. Do not use your own names or change the method signatures and fields. You can add any number of additional methods. |   Ã‚  Ã‚  Ã‚  * | Do not forget to mention the file extension, either . c or . cpp as the case maybe. |   Ã‚  Ã‚  Ã‚  * | For C solutions, change the value of C_OR_CPP macro in header file to 1 and for C++ solutions change the value to 2. |   Ã‚  Ã‚  Ã‚  * | Incase of iostream. h specify as iostream only. |

My Perception of Marriage and Family Essay Example

My Perception of Marriage and Family Essay The family is the basic component of our society. Society came from families that multiplied and united years before. Society was formed by a form of social contract in which families volunteered to be parts. When we talk of society, we cannot help but reflect to the idea of family. The two concepts are corollary. It is the family that first teaches us how life should be lived. The family is the basic molding institution of each of us. It greatly influences our lives and the way we view life.I am from a typical Asian family which I consider a traditional type of a family. Asian family can be seen as a functional family in which every member has its own function. The father is the one tasked to find means for the whole family to survive and he is the one in charge in majority of the decision making process. The mother on the other hand, is the one who is tasked to raise the children and to do household chores while the father is out working. The children’s function is to take e ducation and when at home, they will help the mother in cleaning the house and in preparing food for the arrival of the father.As a person coming from a traditional Asian family, I greatly consider my plans of marriage someday as patterned to the structure of which my parents upheld with just some considerations. I look at my father as somewhat my ideal husband and I view my mother as the person that I want to be but aside from duplicating my mother’s service to my family, I want to be a working mother someday. My family context has a strong influence on how I view and want to live life as a whole but then again, I’m also capable of knowing the needs that may arise in building my own family. I find it necessary for me to work someday in order to lessen the burden of working to the shoulders of my husband.Basically, my family’s definition of a family and how it functions is a product of social construction. â€Å"Social constructs are institutionalized entity or artifacts in a social system, invented or constructed by participants in a particular culture or society that exist because people agree to behave as if it exist, or agree to follow certain conventional rules, or behave as if such agreement or rules existed† (wikipedia.org). As a person coming from a typical Asian family, I also came from a particular Asian context having its own set of social constructs. Social constructs are perceived maxims of people that were put into convention and transformed into social beliefs that will influence people with their daily actions. My context is the reason why my understanding and plan of a family in the future is greatly patterned to the family I came from. The sets of social constructs are somewhat the basis of rightness of my decisions. The lives of people became always intertwined with these sets of beliefs such as I’m intertwined with the kind of family I came from. Social constructs dictate the lives of people. How people ac t depend on the set of social beliefs they have.Social constructs also undergoes evolution. It changes and grows from time to time. This is due to the fact that people’s mind are so rich and full of possibilities. It is capable of conceptualizing new ideas for what they perceived as for the improvement of what they aim for. Social constructs are dynamic because the minds of people are also dynamic. This is the reason why I am also open to be a working mother just like a mother from other types of family. I don’t hinder myself to other perspectives as long as it’s of good help in improving my way of life. It is part of being human that we create standards on how to live life better but it is also part of man’s nature to grow and be open for betterment.Therefore, even though I am from a traditional family and the context I came from greatly influenced my line of thought and understanding of marriage and family, I am still open and receptive of things that I deem to be right and appropriate and things that can improve my way of life due to my capacity to rationalize.