Metamorphosis of Celie in Alice Walkers Color Purple Essay

Metamorphosis of Celie in The Color Purplenbsp;nbsp; In the book The Color Purple (1982) by Alice Walker, the main character Celie develops from an abused, shy and browbeaten teenage girl into a strong, mature and self-confident woman. This metamorphisis is due to five major factors: Celie observes other successful women, she receives love and appreciation, changes in Celie’s view of God, Celie’s maturation and a bit of luck. As Celie is brought up, her father sexually molests her over and over again, making her pregnant twice. And as a girl of fourteen, she has to marry an older man named Albert. Albert also bullies Celie as well as beats her. Celie does not know how to fight back. â€Å"All I know how to do is stay alive†, she says†¦show more content†¦The children of the family are actually the very ones that Celie had with her stepfather. There are ups and downs in Nettie’s life too, but as a whole, she is leading a funnier, wealthier, and more varied life than Celie. Nettie is more educated and she sees a lot of the world through her travels. Celie loves her sister and Nettie’s happiness is Celie’s. Through Nettie, Celie gets another example of a woman that has succeeded. Having had an ill mother that died when Celie was quite young and having been abused by both her father and her husband, the only true love that Celie got in her life before she met Shug was the one coming from Nettie. Nettie always tried to convince Celie that she was pretty and worth something, but Celie did not really take the credit for those words until Shug said them, and what is even more important, until Shug made Celie feel that those words came straight from the heart. On one occasion, Shug dedicates a song to Celie in front of an audience and Celie writes in her diary â€Å"First time somebody made something and name it after me† (77). The love that develops between Shug and Celie is a very strong one. Shug is, except for Nettie, the only person in the world that Celie loves and her love for Shug is so true, so pure, and so passionate. It is very important for a person to love someone, and to feel loved. And when Celie recieves love back from the one and only Shug, her wholeShow MoreRelatedEssay about Metamorphosis of Celie in Alice Walkers Color Purple1600 Words   |  7 PagesThe Metamorphosis of Celie in The Color Purple  Ã‚   For people to be equal they need a chance to become equal by self-discovering themselves. As we are growing older during our childhood we depend on our environment, parents, and peers to create our self-image. Within our environment we are always trying to develop new insights in order to identify, clarify, connect and account for our beliefs. Even the underlying cause of dysfunctional relationships lies in crucial events in our life experienceRead More Compare racial and cultural struggles in Alice Walker’s The Color2850 Words   |  12 Pagesracial and cultural struggles in Alice Walker’s The Color Purple as well as Toni Morrison’s The Bluest Eye. In African-American texts, blacks are seen as struggling with the patriarchal worlds they live in order to achieve a sense of Self and Identity. The texts I have chosen illustrate the hazards of Western religion, Rape, Patriarchal Dominance and Colonial notions of white supremacy; an intend to show how the protagonists of Alice Walker’s The Color Purple as well as Toni Morrison’s The

Workplace Safety Policy And Procedure - 1696 Words

MCR WORKPLACE SAFETY POLICY AND PROCEDURE BY: HANNAH RILEY Our organization is growing and we are receiving new employees. It has come to my attention that our previous safety policy and procedure seem to be outdated. This paper is to provide all employers and fellow employees information of the policy. There will be many different topics discussed. Please pay close attention to these policies because they are important. TABLE OF CONTENTS Hazards pg. 2 Health pg. 3 Violence pg. 4 Disaster pg. 5 and pg. 6 Responding to a Medical Emergency pg. 7 HAZARDS There are several safety hazards that can occur at the workplace. It may include loose railings, ungrounded electrical outlets, high hot-water temperature settings, blocked hallways and doorways, and poorly maintained equipment. If you see a safety hazard, please report it to a supervisor. FIRES A fire is one of the most common safety hazards. These are the following actions everyone should take to prevent a fire from occurring and what to do if one occurs. o Take steps to prevent and reduce the impact of fire on the workplace and carry out a fire risk assessment of the workplace. o Identify the significant findings of the risk assessment and the details of anyone who might be especially at risk in case of fire (these must be recorded if more than five employees). o Provide and maintain fire precautions necessary to safeguard anyone using the workplace (including visitors). o Provide information, instruction andShow MoreRelatedUnderstand how health and safety legislation is implemented in the health and social care workplace1565 Words   |  7 PagesHealth and Safety in the Health and Social Care Workplace Assessor name: Christine Pratt Date of Issue Completion date 27/01/2014 18/04/2014 Student No. Submitted on Assignment title Learning Outcome Learning outcome Assessment criteria LO1 Understand 1.1 how health and safety legislation is implemented in the health and social care workplace 1.2 1.3 In this assessment you will Task have the opportunity to No. present evidence that shows you are able to review systems, policies and 1 proceduresRead MoreEssay on Health and Social Care960 Words   |  4 Pagesto: LO1. 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Comply with all workplace health, safety and welfare legislation requirements. 1.1 Comply with information from workplace inductions and any

Positive and Normative Accounting Theory

Question: Difference Between Positive And Normative AccountingTheory. Answer: The concept of Positive Accounting theory has been introduced to the world by Watts and Zimmerman. As per As Watts and Zimmerman (1986, p. 7) state, Positive Accounting Theory is concerned with explaining [accounting] practice. It is designed to explain and predict which firms will and which firms will not use a particular accounting method but it says nothing as to which method a firm should use. Through the help of the positive counting theory one can make the predictions quiet easily. This theory can help the management o ensure whether they are likely to use the method for the purpose of the accounting or not. Under the theory, the reality that has been prevailing in the industry is very well observed in this theory. For example: there is relation between certain conditions and the demand of the product. Thus, if the conditions are met the demand of the product is likely to increase and this is regarded as a positive relation. (Watt, 1990) Thus similar way the positive accounting theory has its role to play in the accounting of the firms. Being if all the conditions are satisfied then in that case the theory will be accepted in the form for the purpose of accounting. The logical thinking has a bigger role to play in the selection of the positive accounting theory. Logical thinking backed up by proper experiments and observations let to developing a notion whether the method of the accounting will be accepted or not. By applying the positive accounting theory in accounting, it will help the firm in accepting the accounting theories that are fruitful for the firm else the same will be ignored in normal means. (Fool, 2017) There is difference between positive and normative accounting theory. The positive accounting theory has been used to make correct prediction about the real world and is been used to convert them into accounting transactions. On the other hand, the normative accounting theory tends to recommend to the world what best needs to be done. The management of the company uses the positive accounting theory approach in adopting the accounting policies and standards which is important in determining the survival of the company in the industry. This can well understand with the help of an example: where a company who is engaged in the business of contract based work would prefer adopting an accounting standard that would reduce the contract cost and would increase the profit margin. The management of the company at times of selecting the accounting policy would rotate around three predictions that include bonus plus hypothesis, debt covenant hypothesis and political cost hypothesis. (Markas, 2 002) When the positive accounting theory is compared with the normative theory, it is noted that the latter one is more subjective as compared to the former. The subjective nature is very important in accounting as the same helps in defining the economic future for the investor. In case of normative theory, the researchers tend to use several different approaches to reach out to the conclusions whereas in case of positive, the researchers tend to follow just one approach. At logical front, the normative accounting theory is more deductive in nature as compared to the positive accounting theory. In the normative the work starts with the theory and then the same tends to deduce to specific policies. On the other hand, in case of positive theory, the works starts with specific policies and then the same is converted into high level principles. Both the theory because of the very nature is complimentary and compensating to the loop holes for each other. The positive accounting theory tends to be more practical whereas in case of normative the same is more theoretical. This can be well understood through the help of the below example: Before the financial crisis, the financial securities in case of banks were accounted in a similar manner as compared to real estate and other assets accounting. These other assets and the real estate value were not revalued as per the changes in the current market price of the assets. But after the financial crisis, there has been change in the method of accounting that has been followed in case of financial securities. There has been a consistent decrease in the value of the assets during the period of financial crisis but being the accounting policy that has been followed in by the company there has been no change in the book value of the financial securities as result although the securities has been shown at the purchase price in the books but the same does not carry nay value. Thus after the crisis, the accounting policy of the compan y has been changed to marked to market and the securities were revalued. This change in the accounting policies let to new unrealized gain or loss in the books that derived the balance sheet and profit and loss account to a larger scale. This can be called as a change that has been driven by principle rather than following an existing accounting treatment in the books. Thus on the current example it can be very well stated that the positive accounting theory is more practical and is based on what is actually being happening in the world whereas the normative is more theortical. (Roychowdhury, 2006) References Watts, R., Zimmerman, J., (1990), Positive accounting theory: A ten year perspective,The Accounting Review65, 131-156. Watts, R. L. and J. L. Zimmerman, (1978), towards a positive theory of the determination of accounting standards,The Accounting Review,(January): 112-134. Roychowdhury, S. (2006) Earnings Management through Real Activities Manipulation,Journal of Accounting and Economics42, 335-370. Fool M, 2017, What Are the Differences Between Positive and Normative Accounting?, Viewed on 21th April, 2017, Retrieved from Fool.com, https://www.fool.com/knowledge-center/differences-between-positive-normative-accounting.aspx Milne Markus, 2002, Positive Accounting Theory, Political Costs And Social Disclosure Analyses: A Critical Look, Viewed on 21th April, 2017, Retrieved from _ https://www.researchgate.net/publication/222665782_Positive_accounting_theory_political_costs_And_social_disclosure_analyses_a_critical_look

Whitley Strieber Bestsellers Essays - Ufologists, Fourth Way

Whitley Strieber Bestsellers Whitley Strieber is the author of many non-fiction bestsellers. His most famous books include: The Wolfen, The Hunger, Night Church, War Day, Wolf of Shadow, Nature's End, Cat Magic, Transformation, Majestic, Billy, The Wild, Unholy Fire, Forbidden Zone, Breakthrough: The Next Step, The Secret School, Evenings With Demons: Stories of Thirty Years, and Confirmation: The Hard Evidence. Whitley Strieber is best known for his autobiographical account of his experiences with strange ?visitors? who came to his cabin in the New York countryside, titled Communion. Communion was published in 1987 and sold more than 250,000 copies and was number one on the NewYork Times non-fiction best seller list for two weeks. It is the story of Strieber's attempt to deal with an assault from the unknown. He and his family allegedly have had a series of elaborate personal encounters with intelligent non-human beings. At first he thought he was losing his mind. Unconcerned with the whole phenomenon of UFOs and extraterrestrials, he viewed them as easily explainable misperceptions or hallucinations. Strieber was rudely awakened when these ?visitors? began to take over his life. Strieber describes the stunning effects of his encounter in the most graphic way possible. Frightened and curious, he faces the unknown,?whose eyes seem to stare into the deepest care of being, seeking the very depths of the soul - seeking Communion.? Whitley Strieber is also greatly known for his follow-up book to Communion, called Breakthrough : The Next Step. After writing the book, Communion, Strieber mysteriously retired from public life in 1989. At the time, he said that he would not return until he had something new to say about the beings he had come to call ?the visitors?. In 1989, Strieber had gotten compelling proof that the visitors were real. His first impulse was to rush the information to the press, but Strieber was afraid how the world would react to this stunning evidence. He decided to put his information into another book, Breakthrough: The Next Step. This book deals with Strieber's five year struggle to understand. He asks many questions: Who are they? What are their intentions? What do they want and need from us? He observed as they entered the lives of his family and closest friends. He watched over the years how the family changed and the remarkable effect of the visitors on their child. There has never been an unexplained experience so carefully documented or extensively witnessed by others. He has passed four lie detector tests and he has been examined for many diseases both physical and mental. Not only is he entirely normal, the proof he presents in this book could convince a jury. Another book that Strieber wrote is Billy. This book is about a psychopathic kidnaper who is looking for the perfect child to keep as his own son. This deranged man moves from child to child and finally comes across Billy. he attempts to brainwash Billy and tries to get him to believe that he is his father. Personally, I found it hard to put the book down.

Drive-in Business Plan Essays

Drive-in Business Plan Essays Drive-in Business Plan Essay Drive-in Business Plan Essay AutoRama Drive N Nicholas Boothe December 1, 2009 Business Plan ENTR280-01 Executive Summary AutoRama Drive N is a startup business located in the southern Indianapolis area. AutoRama provides the community with an old fashioned 50’s style diner/drive-in that serves a variety of grilled and fried foods, as well as healthier alternatives. AutoRama is not the everyday low quality fast food restaurant. AutoRama prides itself in the quality of food, and the cheap prices it is able to offer to the community. AutoRama will differentiate itself from its competitors by providing a whole different experience. The food will be old fashioned, and freshly cooked to order. The parking lot will be filled with auto enthusiasts and their vehicles, while the diner will be a family friendly 50’s era restaurant. AutoRama is there to serve the community, and do its part to improve its surrounding areas. AutoRama will do its part to get cars off the streets, and into the parking lots, with sponsorships of local meets and events, as well as providing discounts for car clubs and those wishing to designate spaces for weekends and meets. AutoRama is a partnership, with Nicholas owning half of the business, with 80,000 invested, and Amanda and Kevin both investing 40,000 each. This is enough to get the business started, and initial training and organizations in order. 16 months will be taken to find the right property, have the building finished, and all equipment installed and ready for business. During the few weeks after completion and before the initial opening, selection and training of employees will take place to ensure that AutoRama will be ready to run as soon as the doors open. The company will establish itself in the market by strong marketing techniques in print and radio, as well as through sponsoring local events, and through word of mouth. Hosting events with other local events will be the main way of AutoRama getting its name out into the public. Although there are other fast food restaurants located in close proximity, they are complete different structures from AutoRama. Nothing about the business is the same, and this will set AutoRama apart from the competition, and make the company successful. The company will be managed by the three who have a financial stake in the business, Nicholas, Amanda, and Kevin. This will have more of an impact, and more of a drive to succeed, and do well. All three have years of experience in the restaurant business, and have had great success in ventures past. The management structure will be that of a horizontal system, where all employees are created equal, and everyone brought into the business will have equal say into changes needed to be made, and suggestions for improvements. This will provide the best possible working atmosphere, along with allowing no employee to feel left out of the business, and so everyone feels responsible for the success and achievement. Objectives: * The first objective is to secure a building site, where access is easy from main roads, with plenty of extra space, or about an acre. * Establish a presence in the automotive community, as well as in the family based restaurant category. * Become profitable within the first 18 months of business, with loans and investments paid off in 30 months. Keys to Success: Strict guidelines throughout the business process, with checks to ensure proper procedures are followed. * Never stop looking to improve some part of the business structure * Strong visibility in the surrounding community, as well as a strong social presence in local events. * Ensure customer satisfaction and repeat customer transactions. Mission: * It is AutoRama Drive N’s mission to deliver value old fashioned food, b rought back from the 50’s for your old style dine-in experience. AutoRama will provide a friendly clean atmosphere, welcome to families and car enthusiasts alike. II. Company Description Cops have always been attracted to the car scene. There has been a newfound energy to crackdown on speeders and drivers breaking the law. But, the good comes with the bad. Nice cars are generally all lumped together into a typical stereotype, so cops are especially watching for these â€Å"nice cars† and catching every little thing they do wrong. Even cars that are parked are being harassed. Local businesses complain about unwanted activity after store hours. AutoRama Drive N is the answer to those that share a common interest in cars, enjoy hanging out with friends, and meeting new people, all while having true American dining. The restaurant is a startup business set in a mid50’s-60’s era, with parking spots surrounding the building which have an intercom you can order from, while also having an inside dining area. The food will be American based, including tenderloins, hamburgers, hot dogs and ribs in different combinations, all accompanied by a side of fresh cut and seasoned fries. All food is fresh, and made to order. Soft drinks will be made available, with freshly made root beer available on tap. The company is not only to appeal to the car crowd, but to all families. This would be a family safe atmosphere, which is alcohol free. The parking lot would include an acre of parking spots for special events, and everyday customers. This gives plenty of room for car clubs to park together in sections, and also enough room for family vehicles not associated with different groups. Spots can be reserved at a small fee, to ensure room. Parking spots up front surrounding the building can also be reserved in advance. AutoRama Drive N will be located in the far edge of the suburbs, so not to disturb the local communities, but be within a short driving distance of the majority of the community. This will give enough room for expansion, and not hamper those with louder vehicles from participating. There will be activities such as burnout contests, car shows, etc. to bring in crowds for special occasions. AutoRama Drive N will be a limited liability corporation, with Nicholas Boothe as the majority owner, at 51%, and Kevin Donald and Amanda Rachel splitting the remaining ownership. Hundreds of local people access local online auto forums every day, and this will give widespread advertising, while promoting the good cause of bringing everyone together. Industry Analysis The fast food and quick service restaurant industry includes about 200,000 restaurants with revenues annually reaching $120 billion. The top 50 companies hold about 25% of industry sales. A typical fast food restaurant generates about $670,000 annually. The average American eats at a fast food restaurant on average 11 times a month, and over 800,000 meals a year. Fast food has grown in popularity with the economic downturn. This has made value more important, and the value and quickness associated with fast food has grown and become synonymous with American culture. Quality of food is also a new trend in the fast food industry. Not only how well the typical fast food is made, but the ingredients included also. The world has become very health conscious when it comes to fast food, so healthy alternatives need to be available. Like all food based industries, the fast food industries profit margin is dependent upon the food prices. The prices of corn, beef, and oil have all risen. High oil prices have led to alternative fuels, which in turn raised the prices of corn and other products in the production of ethanol. This has made it more expensive for farmers to feed their cattle, which has led beef and chicken prices to rise. Because of this growing food price, coupled with intense competition, and shrinking profit margin, companies must find a way to set themselves apart, in value, price, and as an overall business. The fast food industry is a volume-driven business, and transaction speed is extremely important, along with accuracy. Innovations are constantly being implemented to speed the process from ordering to delivering the product, and providing quality food and service. Although large companies have advantages in purchasing, financing, and marketing, but small companies have unique products and serve a local market. This will allow the small company, such as AutoRama, to adapt to the environment, and acclimatize to its customers. The key to entering into this saturated market is differentiation from the major market holders. A typical fast food restaurant includes a combination of hamburger and chicken meals, french fries or similar, and soda. AutoRama Drive N differentiates itself from other competitors in several ways. First, the typical hamburger found in fast food restaurants, cooked in bulk, and kept in heating trays, being dried out, and soaked in grease will not happen at AutoRama Drive N. AutoRama will be operated on a cook to order basis, using only fresh ingredients, and environmentally and health conscious processes. Key competitors include restaurants such as Sonic, In-N-Out Burger, Rally’s, and the big companies such as McDonalds, Wendy’s, and Burger King, although the larger companies are less likely to change to a local environment, and conform to locals surrounding the area. The drive-in concept and carhop delivery service are trademarks of the classic American dining. This 1950’s feel provides an escape from everyday fast-paced life, while still providing the quick and efficient services of a fast food restaurant. AutoRama’s niche in the market is the focus on auto enthusiasts. No other drive-in restaurant incorporates their business with a focus on the auto enthusiast. In the last decade, there has been an increase in the amount of car collectors, and car enthusiasts. With baby boomers reaching retirement age, they are going back to their early adult lives, and buying what they wished they could buy at earlier ages. This auto theme focuses not only on those buying cars from their early lives, but all auto enthusiasts of all ages. Auto aftermarket part companies are in abundance, which makes them more readily available to the everyday driver. This is a culture, where all are brought together by a common interest, or a common lifestyle. AutoRama is the place where this lifestyle can be celebrated. Market Analysis Food away from home accounts for over $529 billion annual sales, with fast food restaurants accounting for more than 77% of sales. Statistics have shown that consumers eat out 2-3 times per week, and that number continues to grow. AutoRama Drive N’s market consists of a wide array of customers, mainly consisting of 16-55 year olds, with our automotive marketing towards males, and the restaurant and family atmosphere towards women and families. With Indianapolis being the crossroads of America and the racing capital of the world, AutoRama connecting with the auto enthusiast is the target market segment. Being based on the south side of Indianapolis, AutoRama is located only about 12 miles from downtown. This provides easy access to the local car scene, while also being in a close proximity to nationally recognized racing organizations. There are also hundreds of members of local car clubs, and online car enthusiast forums that have yet to be tapped into. The southern Indianapolis continues to grow about 2,000 a year between 2005 and 2010. There are eight local universities within 20 miles, along with two major shopping malls, and 14 municipal parks and recreation areas. This provides AutoRama with a growing market, and a greater number of consumers. The auto enthusiast typically does not have just one place to meet. There is usually not enough space for a group of cars to park together, whether it is to hang out, or for other purposes. This is where AutoRama’s large parking lot comes in. Not only will AutoRama cater to the everyday consumer looking to enjoy a nice fast meal in a 50’s style diner, but will also be able to entertain car shows, car club events, and other recreational activities. Although the diner will only be open from 11am-11pm weekdays, and 10-12 on weekends, these activities will not be limited by the time, or day of the week. This is a true 24/7 meeting spot for customers. Main competitors of this 50’s style dine in restaurant contain just a few companies, such as Sonic and Dog N Suds. Dog N Suds is closer in proximity, in downtown greenwood, but is limited due to the restaurant size, limited hours of operation, and overall unstableness of the franchise. The nearest Sonic is in Camby, which is about 20 miles southwest of the city of Indianapolis. Sonic has no room to be able to handle any size of a crowd, and is in a far location from most consumers. Although other fast food restaurants are in the area, such as Wendy’s, McDonalds, and Burger King, non offer the wide selection of food, the drive in service, the 50’s style atmosphere, or the parking lot that can cater to large groups of people. Since AutoRama Drive N is just a local startup company, most advertising will be done locally, and through word of mouth. AutoRama will sponsor local events and meets, and take part in being socially responsible in the local community. Since AutoRama will be based more towards the auto enthusiast culture, AutoRama’s main focus will be advertising to car groups and clubs, local car shops, and online forums where local communities share common interests in cars in online blogs and forums. AutoRama will be a clean, family friendly atmosphere. There will be strict rules enforcing cleanliness, appropriateness, and great quality and service. The drive in part of the parking lot will have intercoms with a menu available to look at when ordering to ease the process if you do not wish to get out of your car. This will also help to keep costs down, due to fewer employees needed if the consumer does not require face to face interaction. Food available will include fast food meals such as hamburgers, hot dogs, and french fries, but also a more full service feel with ribs, tenderloins, and various chicken meals available. If fast food doesn’t seem to fit your eating habits, there will also be healthy alternatives available, such as salads, grilled items instead of fried and healthier side items such as side salads, baked potatoes, slaw, and vegetable mixes. All meals will be produced quickly, allowing the consumer to order and go, or sit and relax while enjoying their fresh cooked meal. To promote AutoRama’s business, especially during startup, there will be discounts for supporting car club members, and forum members. This will help get the business out there, while also marketing to the auto enthusiasts the company is going for. Management Team and Company Structure The management team will be limited during first startup, until additional resources are needed. The startup will consist of Nicholas Boothe, the founder of the company, Amanda Rachel, assisting manager, and Kevin Donald, assistant manager. As the company grows, responsibilities and roles may change, with the addition of personnel and division of responsibilities. With the lesser amount of workers for start up, this will keep overhead low, allowing the business to grow, but keeps key positions for success filled. This will cause more work for current employees, but will pay off in the end as the company develops and grows. Nicholas Boothe, founder of AutoRama Drive N, has extensive restaurant and food experience. He has worked in the restaurant/fast food industry since the age of 14. He has held every position in the restaurants he has worked at, allowing him to gain experience and knowledge of all aspects of the restaurant business, working in businesses that have expanded, and early on, businesses that were closed. He has a BA from the University of Indianapolis in Finance and Management. Nicholas will be able to take care of the company’s finances, along with managing other employees, including scheduling, meeting local and national work and safety laws, and taking the company to the next level. Amanda Rachel has had 6 years in the restaurant industry. Amanda has a BA from the University of Indianapolis in Marketing and Business Administration. Amanda will take care of the bulk of the marketing strategy for AutoRama. She will assist Nicholas in marketing the company to locals, and establishing a following of customers in the surrounding area. Amanda will also work with local shops in getting the AutoRama name out into the public, as well as into the automobile based community. Kevin Donald, who served in the United States Air Force, and also managed a small franchise in California, nearly doubled the sales of his restaurant in 13 months, has decided to put his time and interests into this new venture. While Kevin has no educational background in this area, the skills he learned while serving, and the on the job experiences are more than enough to qualify him for a management position. With these three key manager positions filled with people that know the business, have seen different strategies, and seen businesses fail, this should be a firm foundation for a promising company. For the first three quarters of operation, Nicholas will not be taking any salary for the company. This will allow a salary of $26,000 per Kevin and Amanda, who have no stake in the company. This will allow the management team to evaluate where the company stands financially, the growth rate, and what, if anything needs to be changed. During these first three quarters of business, the company will project sales based on weekly performance, and allow room for growth, especially when key events are being held. If the company is growing at a steady rate, this will allow for the hiring and training of more employees. If the company seems to be lacking in any area, these constant evaluations will show where improvement is needed, and will be addressed immediately. As the company grows in the future, more staff will be needed, along with different shifts for scheduling purposes. There will be an afternoon to early evening shift, from 11am-6pm, and an afternoon to evening shift, from 4pm-11pm. This will allow for overlapping during the busiest evening hours. Beginning and ending shifts will also require workers to show up, 30 minutes early, and stay 20 minutes late, to help with the days start up, and clean up after shifts. This will be a fast paced workforce where everyone is there to help. Although there are designated managers, and people in charge, the company will operate on a horizontal basis, where no one will be looked down upon because of the position they hold. Everyone will be seen as an employee of AutoRama. Training will be up to each manager, all of whom possess the skills necessary to run each part of the business. Every employee will be trained in each job category, so there will be no shortage of help if one part of the business becomes backed up, or is understaffed at any point. Starting wages for servers would be $4. 13 an hour, two dollars more than servers get at other restaurants, as this position will be mainly tip based. Cooks will receive a starting wage of $8. 00 an hour, with re-evaluation after the first 30 days, then every six months after that. Cashiers will start out making $7. 50 an hour, with the same re-evaluation as other positions. Each employee can look to work between 25-35 hours at first, with hours evening out as the company grows, and more employees are added. This will prevent employees from becoming overworked, but still provide an adequate amount of hours to support their needs. Operations Plan The management team is made up of professionals that have experience in the industry, and know what works best through strategies and planning. AutoRama will be managed by a horizontal, open door type of management philosophy. Since this is a small startup business, all input is welcome, and everything will be reviewed and considered into implementation if there is belief from the whole that the new concept could help the business. Filling positions will be a process, gone through with the approval of each manager, to make sure each member is a perfect fit for the company. After completion of an application, each potential employee will be subject to an interview with each manager. After the interviewing process, there will be a 30 day trial period, where an employee, if not meeting up to performance standards, may be let go for any reason. After the 30 day trial period, a review process will be put in place to let the employee know what they can work on, what they are doing well, and just overall performance feedback. Each position at AutoRama will have a step-by-step outlined process of rules, guidelines, and procedures for all duties and responsibilities associated with employment. Staff selection will be based on availability, experience, and overall appeal to work in a business and helping it grow and succeed. Food supplies will be obtained mainly through food wholesalers in the area, with inventory closely being monitored to more closely project the company’s exact needs. As the company grows, it can move from wholesalers to companies that take orders and deliver needed goods, such as Piazza Produce, or other locally popular companies. There will be refrigerators and freezers with enough capacity to store all goods needed to operate on a daily basis, along with room for excess reserves. All equipment will be purchased, rather than leased. This will allow the sale of equipment if the company decides to upgrade, or replace with newer units, and able to recoup some of the initial investment. This will also allow the business to use the equipment as long as possible, or until a better solution is acquired, and will reduce downtime if the lease runs out and the unit must be replaced, etc. AutoRama will comply with all local and state regulations according to restaurant food and safety guidelines. There will be guidelines to be followed to ensure a healthy atmosphere. AutoRama will also be teaming up with local law enforcement according to the auto enthusiast area of the business. AutoRama will enforce a strict set of rules for cars that frequent the parking lot of the restaurant. There will be a small fee for the use of the area, and reserved areas during promotional activities. With this fee, a window decal will be provided. With this decal, there is a promise to adhere to all laws on the roads, and be safe for themselves and others. Those who do not wish to partake in the decal program will not be allowed access to the site during closed business hours. This will let the police know who is welcome, and the guidelines they must follow. This will prevent the generalizations given to car enthusiasts as a whole, which will provide better relations between the auto community and law enforcement. On a daily basis, all inventories will be checked twice, in the mornings and evenings, for availability, as well as quality. The restaurant and its surroundings will also be inspected for cleanliness. Upon completion of these two steps, it is time to begin the day, and start food preparation. All ovens, grills, and fryers will be turned on and checked, and set to cooking temperatures. As the daily employees show up for their shifts, they must make sure everything is set up properly, and ready for customers. Since all employees are trained in every part of the restaurant, if there is anything that needs to be done, anyone can do it. The management team will be responsible for the smooth running of operations on a daily basis. They must make sure all employees schedules meet the company’s needs, as well as comply with the availability of the employees. The basic operational hours are 11am to 11pm, with hours varying on holidays, as well as special events that AutoRama will be holding. During these hours, the management team must make sure the hours are staggered, with the most employees scheduled during peak business hours during the day. Employee’s breaks must also be kept in check to ensure compliance with federal regulations. AutoRama is located on the south side of Indianapolis, where there is a dense population of middle to high class citizens. This is also where the majority of automobile enthusiasts tend to congregate during the weekends, as well as the where the majority of car events tend to be held. This puts AutoRama in the main focus area of the target population, as well as accessible from main roads to provide ease of access. This gives visibility to a greater number of people, which could be critical to the success of the business. Product/Service Design and Development Plan As AutoRama is a startup company, there lay many obstacles left in the future. With a plan, those can be easily achieved and overcome. The schedule starts as an outlook from where the business is now, in the development and planning stages. The timeline before startup is approximately 16 months. In this time, all decisions about products served, advertising and promotion structure, companies used for products, building and materials needed, etc. will be distinguished and put into development. First, a site for the business needs to be found. Allow approximately two months to find the right site for the foundation, and development of the business. During this time, an overview of the building needs to be developed, and planned out, so as soon as a business site is found, the building development can begin. Once a business site is decided upon, AutoRama needs to start looking for distributors in the area to receive its inventory from. This is a critical part of planning, because timeliness and availability is essential to the business. This will take about 3 weeks to study and inquire into different distributors and complete the proper research and background checks. During this time when the physical business is not yet finished being built, the focus can be put on non-tangible goals. Here, AutoRama will look into the advertising and promotion aspects for the best way for the business to get its name out, attract new customers, and keep existing customers continually coming back. The most cost-effective, farthest outreaching ideals will be put in place. This will take approximately 3 months to study, test, and decide on implementation strategy. Next the equipment will be decided upon. The equipment that fits the needs of the business and that will be able to meet any goals, and handle all production needed of the kitchen, will need to be found. Different manufacturers will need to be contacted, so that each product may be researched, and possibly tested before purchase, to make sure the equipment will be adequate and cost effective. This process should take approximately 2 months. What will make or break the business is the food, or the product. You can have the best equipment and best ideas of a business, but if the food isn’t up to par, then everything else becomes a moot point. AutoRama will be testing many ingredients in the different recipes, and providing samples for feedback before deciding on the best recipe for the food for the business. Once a recipe for each product is reached, a trade secret must be obtained to make sure the food at AutoRama stays unique and sets itself apart from the competition. Allow about 3 months for all testing and experimenting with the recipes. About this time, the physical building should be reaching completion. During this time, the outlay will be critiqued, and finalized for the optimization of space. Once the kitchen and â€Å"behind the scenes† space of the building are finalized, the dining area, or customer area, needs to be designed. Since the theme of AutoRama Drive N is that of a 50’s diner, the approach and overall look of the area should reflect this time change. Decisions on materials, as well as delivery and setup, should take approximately 3 months to be finished. During the remaining two months, finalizations should be under way, including the selection of staff, scheduling setup, and process of day-to-day activities should be set up. During this time, training will also occur, as well as an opening strategy for the first month’s startup, and a special grand opening plan. This allows time for mishaps to be taken care of, and everything to be in order in time for operations come March. Challenges and risks aren’t always preventable. AutoRama acknowledges that everything can’t be perfect, and recognizes some risks and challenges it may have to overcome. If the distributor falls through, or cannot meet orders, there must be a backup plan in order, with a different company that would be able to deliver. This will prevent a sudden reduction in inventory, which could be very bad for business. Indiana is known for its fluctuating weather. If for some reason the weather slows down the development process of the business, there is an allowance of time the last two months to provide some room for inaccuracies in time planning. The business plan is also set up to be able to start at a later date if it becomes necessary. Financial Section The company is privately held by Nicholas Boothe, Amanda Rachel, and Kevin Donald. Each member contributed $125,000. 00 for startup capital, with an additional loan of $77,500. 00. This will allow for all startup costs to be taken care of, as well as backup funds in case something unforeseeable happens. This will allow AutoRama Drive N time to acquire and generate its own funds, and function solely upon itself. Each member owns one third of the business, until year three, where there will be an option for Kevin and Amanda to sell their share in the business to Nicholas. AutoRama Drive N| | Balance Sheet Year Beginning March 1, 2011| | Assets| Liabilities| Current Assets (cash)| $10,000| Current Liabilities| $44,000| Petty Cash| $0| Accounts Payable| $34,000| Accounts Receivable| $0| Notes Payable| $68,500| Inventory| $10,200| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| Other| $120,600| | | | | Total Assets| $392,900| Total Liabilities| $392,900| AutoRama Drive N| | | Income and Expense Statement| | | Month Ending March 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $182,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$54,720. 00| | | Gross Profit| $124,400. 00| | | (1) Avg. 600 guests weekday, 900 Friday and 1200 weekend @ average $8. 0 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $5,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $6,500. 00| | 009| Utilities| $1,300 . 00| | 010| Insurance| $700. 00| | 011| Equipment | $25,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $52,760. 00| | 015| Operating Profit| $71,640. 00| | 016| Taxes| $20,059. 20| | 017| Net Profit| $51,580. 0| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending April 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $166,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,920. 00| | | Gross Profit| $113,200. 00| | | (1) Avg. 550 guests weekday, 800 Friday and 1100 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009 | Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $12,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $35,760. 00| | 015| Operating Profit| $77,440. 00| | 016| Taxes| $21,683. 20| | 017| Net Profit| $55,756. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending May 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $132,800. 00| | 002| Discounts (2)| -$1,800. 0| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$39,840. 00| | | Gross Profit| $89,680. 00| | | (1) Avg. 400 guests weekday, 650 Friday and 950 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $ 3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $8,000. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $31,760. 00| | 015| Operating Profit| $57,920. 00| | 016| Taxes| $16,217. 60| | 017| Net Profit| $41,702. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending June 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $152,000. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$45,600. 00| | | Gross Profit| $103,120. 00| | | (1) Avg. 500 guests weekday, 700 Friday and 1025 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $27,760. 00| | 015| Operating Profit| $75,360. 00| | 016| Taxes| $21,100. 80| | 017| Net Profit| $54,259. 20| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending July 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $187,200. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$56,160. 00| | | Gross Profit| $125,760. 00| | | (1) Avg. 600 guests weekday, 950 Friday and 1250 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 06| Part Time Employee Wages| $8,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $5,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $550. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $33,960. 00| | 015| Operating Profit| $91,800. 00| | 016| Taxes| $25,704. 00| | 017| Net Profit | $66,096. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending August 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $164,800. 00| | 002| Discounts (2)| -$3,800. 00| | 03| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,440. 00| | | Gross Profit| $110,080. 00| | | (1) Avg. 500 guests weekday, 850 Friday and 1150 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $6,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $4,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $3,500. 00| | 12| Equipment Upkeep| $450. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $30,360. 00| | 015| Operating Profit| $79,720. 00| | 016| Taxes| $22,321. 60 | | 017| Net Profit| $57,398. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending September 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $139,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$41,760. 00| | | Gross Profit| $93,660. 00| | | (1) Avg. 400 guests weekday, 750 Friday and 1000 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $67,400. 00| | 016| Taxes| $18,872. 00| | 017| Net Profit| $48,528. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending October 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $115,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$34,560. 00| | | Gross Profit| $76,860. 00| | | (1) Avg. 300 guests weekday, 600 Friday and 900 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $50,600. 00| | 016| Taxes| $14,168. 00| | 017| Net Profit| $36,432. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending November 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $86,400. 00| | 002| Discounts (2)| -$2,800. 0| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$25,920. 00| | | Gross Profit| $56,700. 00| | | (1) Avg. 250 guests weekday, 400 Friday and 650 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,900. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,660. 00| | 015| Operating Profit| $32,040. 00| | 016| Taxes| $8,971. 20| | 0 17| Net Profit| $23,068. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending December 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $93,600. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$28,080. 00| | | Gross Profit| $61,040. 00| | | (1) Avg. 275 guests weekday, 425 Friday and 700 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,950. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,360. 00| | 015| Operating Profit| $36,680. 00| | 016| Taxes| $10,270. 40| | 017| Net Profit| $26,409. 60| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending January 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $83,520. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$25,056. 00| | | Gross Profit| $56,384. 00| | | (1) Avg. 240 guests weekday, 380 Friday and 635 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,150. 0| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $22,560. 00| | 015| Operating Profit| $33,824. 00| | 016| Taxes| $9,470. 72| | 017| Net Profit| $24,353. 28| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending February 28, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $88,160. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 04| Cost of Goods Sold| -$26,448. 00| | | Gross Profit| $59,632. 00| | | (1) Avg. 255 guests weekday, 415 Friday and 660 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,650. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 13| Depreciation| $500. 00| | 014| Total Expenses| $23,060. 00| | 015| Operating Profit| $36,572. 00| | 016| Taxes| $10,240. 16| | 017| Net Profit| $26,331 . 84| | AutoRama Drive N| | Balance Sheet Year Ended February 28, 2012| | Assets| Liabilities| Current Assets (cash)| $20,000| Current Liabilities| $44,000| Petty Cash| $2,000| Accounts Payable| $34,000| Accounts Receivable| $18,000| Notes Payable| $68,500| Inventory| $5,800| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| OTHER| $146,200| | | | | Total Assets| $418,500| Total Liabilities| $418,500| AutoRama Drive NCOGS- Year Ended February 28, 2012Sales $1,591,680. 00Net Cost of Goods Sold $ 382,003. 20Gross Profit On Sales $1,209,676. 80 AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending May 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $507,200. 00| | 002| Discounts (2)| -$10,800. 00| | 03| Allowances (3)| -$6,480. 00| | 004| Cost of Goods Sold| -$152,160. 00| | | Gross Profit| $337,760. 00| | | (1) Mar:625,930,1250 Apr:550,850,1125 May:500,680,970| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $18,600. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $16,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $92,090. 00| | 015| Operating Profit| $245,670. 00| | 016| Taxes| $68,787. 60| | 017| Net Profit| $176,882. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending August 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $517,120. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$155,136. 00| | | Gross Profit| $338,884. 00| | | (1) June: 525,715,1030 July: 600, 975, 1280 Aug:530, 870, 1180| | (2) Discounts for club members and coupons| (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilit ies| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $243,194. 00| | 016| Taxes| $68,094. 32| | 017| Net Profit| $175,099. 68| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending November 30, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $381,440. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$114,432. 00| | | Gross Profit| $243,908. 00| | | (1) Sept:450, 750, 1025 Oct:400,600, 930 Nov:325, 480,740| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 0| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | | |   | | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $148,218. 00| | 016| Taxes| $41,501. 04| | 017| Net Profit| $106,716. 96| | AutoRam a Drive N| | | Income and Expense Statement| | | Quarter Ending February 28, 2013| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $277,760. 00| | 002| Discounts (2)| -$16,200. 00| | 03| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$83,328. 00| | | Gross Profit| $171,332. 00| | | (1) Dec:300, 440,720 Jan: 270,390, 640 Feb: 275, 420, 665| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 018| Dividend Payment- Owners| $27,000. 00| | 014| Total Expenses| $122,690. 00| | 015| Operating Profit| $48,642. 00| | 016| Taxes| $13,619 . 76| | 017| Net Profit| $35,022. 24| | | | | Risk Assessment Although potential risks are unwanted, it makes a business and its partners stronger to be fully aware of any risks associated within the market. However unlikely some events may seem, to have a strategy to overcome these forebodings will allow the business a greater chance of survival. In the fast food/dine-in industry, there are factors that are out of anyone’s control. Listed are possible risks that may be associated with AutoRama Drive N, and the industry as a whole: * Increasing food prices, such as beef, potatoes, etc. * In the restaurant industry, profit margins on food products is slowly shrinking, as prices for food increase because of feed prices, fertilizers, and demand continue to grow. * Economy continues in recession * The economy is slowly recovering from the drastic downturn it took over the past several years. Markets are slowly starting to recover, and businesses are slowly returning to before recession standards. Auto crowd does not convene as much as anticipated * With this being a drive-in style restaurant, and advertising mainly to the automotive crowd, the auto enthusiasts are a large proportion of the consumers AutoRama hopes to reach. If there is not enough support from the auto community, resources will have to be reallocated more towards the advertising and promotions to draw in the desired customer basis. * Location * Altho ugh planning and research went into the decision of location, if the location does not prove to be optimal, then advertising and promotions must change in order to bring in the desired crowd. Once the customers have experienced the unique atmosphere and food that AutoRama delivers, this will become less of a risk. * Appeal * AutoRama must appeal to the local customers in the surrounding area. Since this is a small startup business, the customer base is minimal, and during the first startup, it is crucial to the businesses success to get the name out there, and appeal to the local customer base. Through research and planning, these risks can be greatly minimized, some almost non-existent. Having a plan to deal with each of these areas is crucial all around for the businesses development and survival.

How to Do a Flame Test for Qualitative Analysis

How to Do a Flame Test for Qualitative Analysis The flame test is used to visually determine the identity of an unknown metal or metalloid ion based on the characteristic color the salt turns the flame of a Bunsen burner. The heat of the flame excites the electrons of the metals ions, causing them to emit visible light. Every element has a signature emission spectrum that can be used to differentiate between one element and another. How to Do the Flame Test Classic Wire Loop MethodFirst, you need a clean wire loop. Platinum or nickel-chromium loops are most common. They may be cleaned by dipping in hydrochloric or nitric acid, followed by rinsing with distilled or deionized water. Test the cleanliness of the loop by inserting it into a gas flame. If a burst of color is produced, the loop is not sufficiently clean. The loop must be cleaned between tests. The clean loop is dipped in either a powder or solution of an ionic (metal) salt. The loop with sample is placed in the clear or blue part of the flame and the resulting color is observed. Wooden Splint or Cotton Swab MethodWooden splints or cotton swabs offer an inexpensive alternative to wire loops. To use wooden splints, soak them overnight in distilled water. Pour out the water and rinse the splints with clean water, being careful to avoid contaminating the water with sodium (as from sweat on your hands). Take a damp splint or cotton swab that has been moistened in water, dip it in the sample to be tested, and wave the splint or swab through the flame. Do not hold the sample in the flame as this would cause the splint or swab to ignite. Use a new splint or swab for each test. How to Interpret Flame Test Results The sample is identified by comparing the observed flame color against known values from a table or chart. RedCarmine to Magenta: Lithium compounds. Masked by barium or sodium.Scarlet or Crimson: Strontium compounds. Masked by barium.Red: Rubidium (unfiltered flame)Yellow-Red: Calcium compounds. Masked by barium. YellowGold: IronIntense Yellow: Sodium compounds, even in trace amounts. A yellow flame is not indicative of sodium unless it persists and is not intensified by an  addition of 1% NaCl to the dry compound. WhiteBright White: MagnesiumWhite-Green: Zinc GreenEmerald: Copper compounds, other than halides. Thallium.Bright Green: BoronBlue-Green: Phosphates, when moistened with H2SO4 or B2O3.Faint Green: Antimony and NH4 compounds.Yellow-Green: Barium, manganese(II), molybdenum. BlueAzure: Lead, selenium, bismuth, cesium, copper(I), CuCl2 and other copper compounds moistened with hydrochloric acid, indium, lead.Light Blue: Arsenic and some of its compounds.Greenish Blue: CuBr2, antimony PurpleViolet: Potassium compounds other than borates, phosphates, and silicates. Masked by sodium or lithium.Lilac to Purple-Red: Potassium, rubidium, and/or cesium in the presence of sodium when viewed through a blue glass. Limitations of the Flame Test The test cannot detect low concentrations of most ions.The brightness of the signal varies from one sample to another. For example, the yellow emission from sodium is much brighter than the red emission from the same amount of lithium.Impurities or contaminants affect the test results. Sodium, in particular, is present in most compounds and will color the flame. Sometimes a blue glass is used to filter out the yellow of sodium.The test cannot differentiate between all elements. Several metals produce the same flame color. Some compounds do not change the color of the flame at all. Because of the limitation, the flame test might be used to rule out the identity of an element in a sample, rather than definitively identify it. Other analytical procedures should be conducted in addition to this test. Flame Test Colors This table lists the expected colors for elements in the flame test. Obviously, the names of the colors are subjective, so the best way to learn to recognize close-colored elements is to test known solutions so you know what to expect. Symbol Element Color As Arsenic Blue B Boron Bright green Ba Barium Pale/Yellowish Green Ca Calcium Orange to red Cs Cesium Blue Cu(I Copper(I) Blue Cu(II) Copper(II) non-halide Green Cu(II) Copper(II) halide Blue-green Fe Iron Gold In Indium Blue K Potassium Lilac to red Li Lithium Magenta to carmine Mg Magnesium Bright white Mn(II) Manganese(II) Yellowish green Mo Molybdenum Yellowish green Na Sodium Intense yellow P Phosphorus Pale bluish green Pb Lead Blue Rb Rubidium Red to purple-red Sb Antimony Pale green Se Selenium Azure blue Sr Strontium Crimson Te Tellurium Pale green Tl Thallium Pure green Zn Zinc Bluish green to whitish green Source Langes Handbook of Chemistry, 8th Edition, Handbook Publishers Inc., 1952.

Literature review on Customer Loyalty Essay Example | Topics and Well Written Essays - 1500 words

Literature review on Customer Loyalty - Essay Example According to Oliver (1999), consumer loyalty and satisfaction are linked because satisfaction is an essential step in the formation of loyalty although it becomes less significant as loyalty undergoes other mechanisms. Oliver (1999) shows that although there are concerns on satisfaction, satisfaction propels loyalty illustrated through evaluation of various factors like social norms and self-identity. The study evaluates the two frameworks and their variability on customer loyalty in order to understand the various factors that influence customer loyalty from the two perspectives. According to Dick and Basu (1994), the core aim of marketing is often perceived in terms of development, maintenance, or even enhancement of customer loyalty toward products or services. In their approach, Dick and Basu consider various concepts regarding customer loyalty like attitude considerations and loyalty based on purchase. Therefore, in their framework, Dick and Basu conceptualize loyalty in terms of relationship between relative attitude targeting an entity and the patronage behaviour. According to Dick and Basu (1994), attitude acts as an appraisal function since it is associated with favourable behaviour even though having a favourable attitude toward a brand does not guarantee multiple purchases of the brand. Nevertheless, Dick and Basu (1994), show that low relative attitude accompanied by low repeat patronage indicates the lack of loyalty. However, relative attitude regarding loyalty suggests the possibility of attaining loyalty at both high and low levels of strength in attitude given that the consumers recognize significant differences among the competing brands. Dick and Basu (1994) indicate cognitive antecedents capable of propelling relative attitude in customer loyalty and they include accessibility, confidence, centrality, and clarity. Accessibility refers to the ease of retrieving

Process Approach to Project Management Essay Example | Topics and Well Written Essays - 4000 words

Process Approach to Project Management - Essay Example More and more executives realise that project management provides significant benefits for their businesses, for example such as those mentioned by Kerzner (2006: p.47): (1) â€Å"accomplishment of more work in less time, with fewer people†; (2) providing â€Å"better control of scope changes†; (3) making the organisation â€Å"more efficient and effective through better organisational behaviour principles†; (4) allowing â€Å"to work more closely with customers†; (5) providing â€Å"a means for solving problems†, (6) making â€Å"good company decisions† and (7) â€Å"delivering right solutions†. One can say that today project management is increasingly becoming one of the major organisational approaches in the government of enterprises. Numerous methods and managerial concepts have been proposed by PM researchers and practitioners in order to ensure effective management of projects. This paper is aimed to give an overview of the proce ss approach to project management, which represents one of the key methodologies of modern theory of project management. The remaining content of the paper is organised as follows. Section 3 introduces the main definitions and conceptions of project management theory and process approach in PM, among which the concepts of project life cycle, project stakeholders and project success are of a special importance. Section 4 discusses several issues related to the process approach in project management; the discussion is made on the basis of research of the state-of-the-art literature and real case studies analysis. The findings presented in section 4 are evaluated and the recommendations, made on the basis of evaluation, are offered in the section 5. The final section 6 provides a conclusion drawn from the study. 3.0 Introduction In 1959 Harvard Business Review published the article of Gaddis â€Å"The Project Manager†, in which a project was defined at the first time as â€Å"a n organization unit dedicated to the attainment of a goal — generally the successful completion of a developmental product on time, within budget, and in conformance with predetermined performance specifications† (Gaddis 1959: p.89). Since that, a project has been defined many times by many other scholars and organisations, for example: â€Å"A project is a temporary endeavour undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services† (PMI 1996: p.4). â€Å"A project is an organised endeavour aimed at accomplishing a specific, non-routine or low-volume task† (Salvendy 2001: p.1242). All definitions emphasise a project as a unique activity that has three distinctive characteristics: time (schedule, well-defined duration), cost (resources dedicated to achievement of goal s) and quality (desired outcome) defined by specification – â€Å"the nature and scope of what has to be achieved† (Harrison & Lock 2004: p.5). Demeulemeester and Herroelen (2002) mention another common element – a goal or objective of a project. Schwalbe (2010) makes an important addition that a project is always temporary and it always involves uncertainty. Soderlund (2004) agrees that the universal elements of a project are â€Å"uniqueness, task complexity and time-limitedness† (p.185). In addition, Gido & Clements (2009: p.6) assert that any project has a customer, which is â€Å"

Compare London by William Blake and Composed Upon Westminster Bridge by William Wordsworth Essay Example for Free

Compare London by William Blake and Composed Upon Westminster Bridge by William Wordsworth Essay William Blake wrote the poem London, set in the 1790s in the aftermath of the French Revolution, it is also the time of the industrial revolution. London is expanding rapidly and poverty is commonplace. It is a time of great wealth existing alongside great poverty. Therefore Blake describes two categories of people. Indeed he uses the most unfortunate sections of society to demonstrate this existence. In verse three he talks about the hapless Soldiers sigh runs in blood down palace walls. From this quotation one would insinuate that Blake is stating the wealthy are building their luxury lifestyles of the suffering of the poor, i.e. V3 The youthful Harlot and V4 The Hapless Soldier. Etc. The diction used in this poem creates an intense mood/atmosphere of depression or suffering, Marks of weakness, marks of woe is used to describe what he meets as he wanders the streets of London. Importantly the repetition of every in the second stanza, is used to emphasise the impact poverty creates on peoples lifes. Spread throughout the entire poem are words which imply that poverty is the dominant lifestyle. V1 Marks of weakness, marks of woe V2 cry, fear, ban, manacles. V3 Cry, blackning, appals, hapless, blood. V4 Curse, blasts, tear, blights, plagues. This clever diction not only sets the mood but effectively influences the readers conclusion or interpretation of the poem. Composed Upon Westminster Bridge by William Wordsworth is written in the form of a sonnet. A traditional format used at that time. It is a fourteen line poem. He opens with a surprising statement, Earth has nothing to show more fair. As most writers at this time would have described the beauty of rural areas. His opinion of the city is the complete opposite to that of Blakes perhaps this is due to Wordsworth viewing the city from a different perspective at a different time of day i.e. early morning. In comparison to London which focuses on the place and its people. Composed Upon Westminster Bridge concentrates on London as a s place. Dull would he be of soul who could pass by a sight so touching in its own majesty. Implies that a person who could pass by without noticing the majestic sight would be without sensitivity. The city is personified in the fourth line of the poem, this city now doth like a garment the personification used in conjunction with the simile of like a garment.. makes the scene much more personal. Wordsworth lists the imposing landmarks in line six, which can distinguishes that he is relating to the wealthily side of London. The air is smokeless which clarifies that it is early morning, before industry begin, maybe this is why he believes that no scene from nature is as splendid as London. Never did sun more beautifully steep, in his first splendour, valley, rock or hill. Ne`er saw I, never felt a calm so deep. From analysing both poems it appears that the significant difference between Composed Upon Westminster Bridge and London is the deeply contrasting description about their place. Two every different opinions are presented, in every different perspectives. Perhaps Wordsworths is a misconception of the reality as he is from the north of England, and viewing London as a wealthy outsider. In the other hand Blake was from London and was not wealthy. Different opinions, different times, different lifestyles are the causes of these two exceptionally differentiating poems. The next two poems I will be comparing are Epic and Shamcoduff both were written by Patrick Kavanagh around the 1940s Kavanagh lived on a small farm in Monaghan close to the border with Armagh. He wrote his early poetry while still working on the farm. Epic tells of the dispute between two farmers over a part of an acre, half a rood of rock. The title is ironic as epic suggests that it would be a grand story involving important events, but it is actually quiet the opposite. Kavanagh compares the small dispute with the great event of Troy which started through a small row. For a time he thought the events of the outside world was more important than his personal life. He compares the year of the Munich bother with the situation and questions himself about which was most important. This suggests that he believes his own lifestyle, position in life and indeed place takes priority over the global affecting events. Kavanagh creates a personal feeling by using names of local town lands such as Ballyrush and Gortin. This creates as sense of familiarity. The concluding line Gods make their own importance implies that men make their own position in life. Which is what I believe he is striving to do with this poem.

Traffick :: essays papers

Traffick This saga of the so-called "war" on drugs is a masterwork of superb performance, smart writing--and, most of all, the mark of a director who not only knows what he wants, but also exactly how to make his ambitious vision a glorious reality. Unlike most multicharacter pastiches, such as the ones made by Robert Altman, or Paul Thomas Anderson's Magnolia, the characters of Traffic's three tales don't constantly crisscross, nor are they all brought together by a big event. Intersections are rare in Traffic, and the junctions that do occur are often fleeting. Yet the stories are strongly linked by their greater thematic concern: to vividly illustrate how the drug problem touches all corners of the country, all walks of life, from people on the harsh urban streets to those in lavish upper-class neighborhoods. Soderbergh and writer Stephen Gaghan, working from the '80s British miniseries Traffik, steadfastly refuse to force easy, comforting conclusions from difficult and complex situat ions; as in real life, one is left to decide for oneself who or what is right, and what it all means. While Traffic is essentially about the war on drugs in America, the film's starting point is the almost-exclusively south-of-the-border (and nearly-completely Spanish-language) story of Javier Rodriguez (Benicio Del Toro, doing away with his annoying tics and delivering a career performance), an average Tijuana State policeman who is given the opportunity for greater prestige by working for General Salazar's (Tomas Milian) efforts against the drug cartels. Just north of the border in San Diego is the setting for another thread, in which very pregnant European à ©migrà © Helena Ayala (Catherine Zeta-Jones, her real-life condition adding a deeper layer to her role) learns that the pampered lifestyle provided by husband Carlos (Steven Bauer) comes from dabblings in drugs, not legit business ventures. The film also travels a bit northwest to Cincinnati, the third central locale, where Caroline (Erika Christensen), the teenage daughter of newly-appointed U.S. drug czar Robert Wakef ield (Michael Douglas), brings her father's enemy much closer to home than he could have ever imagined. Soderbergh effortlessly weaves the individual strands into a tapestry that is at once cohesive and characterized by its contrasting colors. The latter can be taken in a literal sense--Soderbergh, under the pseudonym "Peter Andrews" (his father's name), shot the film himself, and he gave each part of the film its own distinct look: grainy, washed-out yellow for Mexico; a solemn blue sheen for Cincinnati; sun-drenched full color for San Diego.

Environmental factors effecting motor skill development Essay

Child development is defined as to how a child ables itself to complete more difficult tasks as they grow in age. Development is often confused with growth, which refers to a child’s tendency to grow bigger in size. Parents can become concerned easily when a child’s developmental skills take longer then the â€Å"normal† or when pressures of milestones are not satisfied â€Å"on time†. Developmental milestones are functioning tasks or skills that should occur at specific ages. Observing what specific environmental factors influence the development of motor skills in the infant and toddler stages and how that compares to my findings of the children I personally documented, is what will be discussed. I searched for other scholars who have current information and academic research of similar topics finding information that was both, similar as to my own research concluding a main point that the environment of these children have an effect on how they will lea rn. A common topic that has been analyzed in these journals is Gross motor skill development. It is a specific factor that plays a crucial role in the child’s overall development and of course combined with the environment in which the child is confined to has a profound effect to the development of these motor skills (newton 2008) . The aim of this study was focusing on the two main environmental factors affecting children motor development. Looking over the articles it reveals that there are many particular factors within the family details such as socioeconomic status, mother’s educational level, relationships with family and the existence of siblings can also affect a child’s motor ability, Preschools also have became an infuencial part of development for all children but also can be a detriment to a child’s development by not attending, due to the simple fact that nowadays large amounts of time children spend at them so by not having a child go through li fe with preschool would set them back as far as motor development goes. The social-cultural background where a child is brought up from, creates specific demands for his/her motor behavior. Read more: Influences that affect children’s development essay This thought can go with the fact that movement programs are very important for the development as well, such as physical education, especially if the social-cultural environment that the child is in does not require them to be very active. If the child is not pushed or has no motivation to do these  obstacles, that are often taken for granted, then can cause a long term even life altering issue down the road. These are all the â€Å"social norms† nowadays with children. It is becoming incredibly competitive to get into colleges and other type of educational programs and it all starts from these crucial infant years where all these environmental factors that the family contributes too have a say in what a child will be like as it develops. Many of these environments are expected and often not over looked or analyzed by parents due to the reason that the child is so young that these things don’t have an impact on them yet. That is false, the first five years of a child’s life are the most important in developing these motor skills for the rest of their life, and that is a fact that is not looked at close enough by parents. This is a huge developmental problem that has been happening for ever and now that there is studies and documentation proving that this here is correct, it needs to be and is being put into action. All of the environmental factors have some way played a role in the children I observed lives but because of the limited length of paper I will discuss the two most obvious influences. This purpose of this paper is to document the environment that infants and toddlers are in and describe how these environmental factors have affected them. To begin I observed a toddler and an infant but both of the same family. The two children are different ages but similar environments and upbringings. I observed the children in there home environment looking at the situation as a Mother-child interaction first then I observed the sibling vs sibling interactions that the children tended to take a like too. I continued to follow the children on and off for two weeks at different locations and got the opportunity to observe the toddler and infant in both of these settings. At each observation site I sat with a notepad and jotted down how they interacted under these three circumstances and noted of the surroundings environments each time I observed. At the end I had a lot of notes and information to choose from, but the way that I chose what information to use was by organizing my no tes into my three main cases then divided them into infant and toddler. All the situations that most frequently happened for each child i used as conclusive information and discarded the minor details. The majority of the two weeks of observing the infant under these two cases my evidence appeared to be quite on point with other researchers studies. To begin, the mother-infant relationship (parent-child). WIthin my study I found when playing with each other the infant was much more responsive to this one on one play then a group of people. What I noticed was the child did not do as much looking and observing like statistics show or as he did in the other cases. seven out of fifteen times the mother demonstrated what I wanted the infant to do, that involved a motor skill, most of the time picking up a block or a toy car, the child attempted the action after watching the mother demonstrate. What I noticed of those fifteen times all seven of the successful tries were because it was right in front of him. if it was far away he would try with a different object that was closest to him and wouldn’t even notice that he was using a different toy. As for the toddler he payed much closer attention but on the contrary of his fifteen attempts he actually cared that he used the same exact object as his mom. For him I used a test involving throwing of a ball. His mother would throw the ball using different styles such as over the head, two hand, one had, and under arm. Eight of the fifteen attempts the toddler successfully mimicked the motor skill of which hand to use and the style in which the mom threw it, which was very surprising in this case for the reason that this usually does not develop until five or six years of age. The next case I observed was the sibling vs sibling. typically we think of the mother to be seen as the leader to specific child development. However, when the child has siblings the situation becomes much more influenced. (circirelli 1975). A child’s position in the family or sex even of the sibling has a huge influence on the interactions they have. The environment used was once again the home setting but the family has there own jungle gym outside in the backyard. I used this play set to see if these sibling influences can play a role in development of specific skills . Studies have shown that, irrespective of the age difference among the children of the family, the elder siblings lead the youngers’ behaviour (circirelli 1975) and those in turn imitate elders’ movements (abramovitch et al. 1979: Lamb 1978). As I continued my research outside I watched and studied how they  were interacting. The younger infant, surprisingly can walk at his age of sixteen mont hs old. There was a set of stairs that the toddler was walking up to get to the top of the gym and eventually slide down the slide to only continue the process over and over again. The infant continued to watch and observe for about fifteen minutes with no signs of him motivated to make a move or give it a try. To our surprise the infant began pointing and mumbling as if he wanted to make an attempt. He was brought over to the play set, climbing up the steps and eventually we got him to go down the slide. He held his hands on the railings same position as where she did as if he was copying her techniques exact and the influence of his big sister took effect. This whole process took about twenty- twenty five minutes but once he tried it one time, the infant, like his toddler sister continued to doing the routine using similar if not the same route. All in all he was hesitant, the infant waited, studied, and then slowly analyzed the process as he did it for his first time, and then continued to go on with the process as his big sister had been. The infant and the toddler both have demonstrated there developing gross motor skills. These skills are coordinated with many other parts of the body such as the legs and arms and the ability to notice what one is doing and mimic the other is all part of the development of the these physical abilities of large body movements ( Berger, 2009). Reference section 1.) kambas, A. (2009). environmental factors affecting preschoolers motor development. 2.) Infants learn about objects from statistics and people. By: Wu, Rachel, Gopnik, Alison, Richardson, Daniel C., Kirkham, Natasha Z., Developmental Psychology, 00121649, 20110901, Vol. 47, Issue 5 3.) Research Institute MOVE, Faculty of Human Movement Sciences, VU University, Amsterdam, the Netherlands Department of Child and Adolescent Psychiatry, VU University Medical Centre, Amsterdam, the Netherlands. 4.)nicholson, T. (2010, june 2). What can a one year old do?. Retrieved from http://t-nicholson.suite101.com/what-can-a-one-year-old-do-a244085 5.)Developmental Science; Nov2009, Vol. 12 Issue 6, p1060-1069, 10p, 3 Charts, 4 Graphs

An Inspector Calls Essay

I am writing to you about a film I would like you to play a part in. It’s called An Inspector Calls, it is set in Brumley, an industrial city in the north midlands, 1912. The play is about a young woman named Eva Smith who commits suicide after an unfortunate line of events. An inspector talks to the whole family one by one as they are all involved one way or another. Priestley was trying to show his audience that we can not go on being self obsessed and should think how our actions affect other people. He uses the Birling family as an example of a capitalistic family in the upper class in 1912, who had no care for other people. Shelia is a pretty girl 22 years old, she doesn’t have a job as her parents (Mr. Arthur Birling and Mrs. Sybil Birling) are quite well off. In act one Shelia beings the play as a self-centred and likes attention. She recently got engaged. When she is first shown the picture of Eva Smith she recognises her with a little cry and then runs out of the room, as she is upset that she played a part in an innocent girls death. Shelia first met Eva when she was at Milwards to try on some dresses for a party she was going to. As she tried on a gorgeous dress she caught sight of Eva ( who was working at Milwards at the time, as a shop assistant ) she saw Eva smiling at the other shop assistant as if to say † doesn’t it look awful â€Å". This just made Shelia loose her temper, as she was already in a bad mood that day, so she went straight to the manger and told him this girl had to be sacked otherwise her and her mother would close their account with them. She wouldn’t have cared, its just Eva was so pretty with her big dark eyes, and the dress looked perfect on her. She was just jealous of Eva and acted out of jealously and petty spite. Sheila almost respects the Inspector’s way of handling things and begins to see the world according to his values. She was rather concerned for Eva and couldn’t believe she partly caused her suicide also she was genuinely upset about the death of Eva and how she was involved. During the second act she learns of everyone else’s involvement in the case. When she sees Gerald’s reaction to the name Daisy Renton she knows straight away that Gerald had some history with the girl. Gerald says that Shelia only wants to watch him being asked questions so she can watch some one else go through it, this obviously offends her and she questions whether Gerald really knows her. She hears Gerald’s questioning and soon finds out that Gerald met Eva in the palace bar one night after going to watch a show. He went down and had a few drinks, and noticed Eva as they started talking she gave him a false name so he new her a Daisy Renton. After hearing all this she breaks of her relationship to Gerald as she thinks she doesn’t know him any more. When inspector Goole questions Mrs. Birling Shelia discovers that Eva went to her mother for help and appealed to Mrs. Birling’s charitable committee because she had now money and no place to stay and she was pregnant. Mrs. Birling used her power over the committee to have Eva’s case refused and when Shelia discovered that her mother had been so cold she was outraged. She thought what her mother did was cruel and vile, especially as Eva was pregnant. When she realised that Eric was the man who had got Eva pregnant and tried giving her stolen money she was quite understanding of his involvement. During this act you can see Shelia growing as a character and in a way changing. She has been quite helpful to the inspector and sort of looked up to him in a way by agreeing with everything he says and answering all questions even if they weren’t directed at her. In act three Shelia’s attitude has almost completely changed she says she’s behaved badly and she’s ashamed of it. When the inspector left Shelia was the first person to question whether he was a police inspector or not, she doesn’t seem to care if he was a fake because she believes it should have made them all realise what they had done wrong and change but the only people who did realise what had gone wrong and the only people who had actually changed where her and Eric. She believes that the truth came out that night and made everyone confess and that is the only important thing that happened that night, not whether or not the inspector was a police inspector or not. When Shelia talks to certain people she is a confident speak † I should jolly well think not†, this shows she’s not afraid to stand up 4 her self or against other people. She asks a lot of questions and had a great deal of curiosity about the case â€Å"What was she like?†, â€Å"Was she young?†, â€Å"What was her name?†, these quotations show that she is eager to know all the information that people will tell her and she wants to know everything. When you play Shelia when you talk about Eva you should sounds slightly distressed and concerned, â€Å"Sorry its just I can help thinking about this girl destroying herself so horribly†, she obviously is in a great deal of distress when she talks about Eva and thinks about her death and how she was a part of it. Also she questions her fathers decisions a lot â€Å"I think sacking her was a mean thing to do†, â€Å"These girls aren’t cheap labour they are people†. When your playing Shelia you must remember that during act 1 you should be quite snobby and self-centred as Shelia only thought about her self and she was a jealous character. During act 2 you can start the see the changes so don’t forget to start being more sympathetic towards other peoples stories involving Eva. In act 3 you can she that the change in her attitude is complete as she learns her responsibilities of others less fortunate and is sensitive towards others and their feelings. Also I think you should wear a dress of that period or something along those lines to do with the upper class fashion during 1912.