Representation of gender in Men Behaving Badly and Absolutely Fabulous Essay

Compare how the representation of gender is constructed by the way character’s appearance and dialogue in your two chosen television programmes In comparing Men Behaving Badly and Absolutely Fabulous I will find both differences and similarities in gender construction. Absolutely Fabulous is heavily set towards extreme female stereotypes and the male characters are mainly weak, whereas in Men Behaving Badly the male characters are more dominant and their attitudes and relationships to the female characters is more obvious. In the Absolutely Fabulous episode Menopause, there are many stereotypes regarding women. Through Edina we see the woman struggling to be a mother, have a career and delay the ageing progress. Edina wears clothes inappropriate to her age and applies a lot of vibrant coloured makeup to try and make herself appear youthful and fashionable which she miserable fails to do. Edwina’s language throughout the episode is far from the traditional stereotype of women being ladylike and polite. Edina is much the opposite, a very loud and flamboyant woman. This contributes much to her character as it emphasises her struggle to keep herself young and stylish. In this particular episode we see Edina’s PR company failing to strive alongside the rival company, and it shows the viewers Edina’s desperate desire to become famous and popular, which gives reason to her appearance. Edina’s attitude of old age is revealed when Patsy, her best friend and the person she is most clo se to, shows signs of age. Edina shrieks in horror at Patsy’s weak bones, and insists the menopause support group sit on bin bags. Although these actions are extreme, viewers who also fear the problems ageing brings may relate to her panic. The role of Patsy is played even more raucous and brash then Edina. Patsy’s character wears much more sophisticated clothes then Edina, although her make up is not as vibrant it is still thickly implied. This implies perhaps Patsy is just as scared of ageing as Edina, and her makeup is there to cover up tell-tale signs of ageing such as wrinkles and lines. In this episode Patsy appears in Edina’s daughters daydream, and in this we see Patsy acting the opposite of how she usually does. Patsy decides to have a baby, constantly wears an apron and speaks much more polite and quietly then her normal self. Through this opposite view of Patsy we get an idea of what her characteristics are normally. Through her dialogue in this daydream we hear comments that imply Patsy has never had a maternal instinct before. In telling Edina of her decision to have a baby, Edina cries â€Å"But you don’t have ovaries!† to which Patsy calmly replies â€Å"I do! They found them lodged up by my ribs were that silly Arab doctor put them!† Patsy’s dialogue conveys a lot of information about her character to the audience. The way Patsy reacts to her easily broken wrist shows her denial at the seriousness of her condition, and her reluctance to go to the doctor shows deep down she knows she is ageing. Patsy and Edina’s lifestyle is not that of responsible middle age women, at the very beginning of this episode we see the two of them using drugs and in their confusion mistaking a phone ringing for illogical things such as bees and shoes. The responsible character in the house is ironically Edina’s daughter Saffron. Saffron is a young university student and this group would normally be stereotyped as being careless, rebellious and wild, though in a reverse stereotype Saffron is in fact very sensible and intelligent! Saffron is dressed in smart trousers and a brown woolly pullover, has unruly hair and wears smart glasses. These clothes are not the sort of fashion for a girl her age, and it emphasises her reversal on the normal student stereotype. It is amusing to the audience as the mother and daughter seem to take on each other’s normal stereotypical characteristics. Edina hanging out with her best friend taking drugs, and Saffron attempting to control her. In comparison, the male characters of Men Behaving Badly lack responsibility and this relates to Edina’s neglect of parental duty. Gary shows lack of responsibility in his relationship with Dorothy, as he can’t seem to decide whether to kick out his best friend Tony or his girlfriend. As a thirty year old men it would seem obvious to choose Tony to leave, but the fact he debates over makes the scenario seem immature and amusing to the viewers. Gary is dressed smartly and although he runs a security company, he dresses his ageing employers in absurd security outfits which highlights his childish side. Gary talks in slang about Dorothy, referring to her as ‘his bird’ which shows he perhaps doesn’t respect her as a girlfriend quite as much as he should do at his age, as the term is more used with younger men as references to their new and latest conquest. Gary seems to value his late night drinks with his ‘mate’ Tony so much he actually considers Dorothy second best to him, and the stress of their reactions causes him to have nightmares ending in tragedy over him, which is ironic since they both move out in the end! Tony’s character is much more ‘laddish’ then Gary as he seems much more lazy and careless. Tony has no job and spends the entire episode thinking of ways to get his female neighbour into bed, and then attempting to tattoo himself. His clothes are scruffy and look old and well worn and he doesn’t seem to make much effort with his appearance. Tony is being stereotyped as what some people would perceive as a ‘normal man’, though perhaps more exaggerated than normal. His love of beer and his ‘mates’ make him fit the male pub crowd, his scruffy clothes and lack of interest in his appearance and his casual language and constant use of swearing is all seen as very manly. His attitude to Debs, his neighbour, is also a typical stereotype of men that only think about sex. Debs is a single, blonde attractive woman upstairs from the other three characters, and is constantly lusted after by Tony. Deb’s clothes are fashionable and sophisticated and she acts very ladylike. Deb’s appearance shows she looks after herself and takes time with her makeup and clothes. Deb’s character contrasts with the characteristics of Dorothy, who simply rushes out of the door once she is dressed in her nurse’s uniform. Dorothy is dark haired and is in a relationship with Gary, Dorothy looks smart but doesn’t seem to bother much with her appearance and make up, which shows her relaxed attitude around Gary. It highlights the idea that when women are single they make more effort with themselves, and it relates to Gary’s attitude to living with Dorothy. â€Å"Living with your bird is a bit like living at home with your parents. You have to keep your room tidy and you can’t put up the posters you want!† Dorothy uses sarcasm around Gary, and it seems she is just as bored of him as he is of her. Dorothy does not seem to show much affection to Gary, when she addresses him she uses a flat tone with not much emotion in her voice. Through Dorothy’s dialogue the viewers can pick up on faults in their relationship and her attitudes to Gary.

Classic Pen Case

ACC 341 Classic Pen Case Assignment You should hand in one page of analysis and two sets of supporting calculation. The first supporting calculation is an ABC system for Classic Pen, constructed by filling in the blanks in the following table. First allocate the total expenses in each row to the various activities, based on information in the case. Then choose a cost driver and calculate the rate per unit of the cost driver. Activities Schedule & Handle Production RunsSet up MachinesKeep Product RecordsRun MachinesTotal Expenses Indirect labor & related fringes14,00011,2002,800$28,000* Computer systems$8,000$2,000$10,000 Machinery8,000$ 8,000 Maintenance4,000$ 4,000 Energy2,000$ 2,000 Total activity costs22,00011,2004,80014,000 52,000 Cost driver# of runsSetup timeDL HoursMachine Hours Total quantity of cost driver150 runs (Exhibit 2)526 hours200010,000 Allocation rate per unit of cost driver146. 6721. 292. 401. 40 *This includes half of the $16,000 fringe benefits. The other half is associated with direct labor – don’t forget to include it in your ABC income statement! The second supporting calculation is an ABC income statement showing sales revenue minus each type of direct and indirect cost assigned to the four pen types. Add two lines at the bottom of the income statement: one line shows the operating profit per unit for each type of pen based on your ABC calculations, and the other line shows the operating profit per unit based on the traditional-income calculations in Exhibit 1 of the case. The analysis consists of answers to the following questions (about one-half page each). a)Your ABC analysis should show that purple pens are very unprofitable, while blue pens earn most of the factory’s profits. One of the managers at Classic Pen questions your analysis, saying, â€Å"I can’t believe there’s that much difference in profit per unit between the blue and purple pens. Purple pens sell for ten cents more than blue pens, and material costs are only five cents higher. Labor and machine-hour costs are exactly the same, setup time per run is the same, and we only do twelve production runs for purple pens, compared to 50 for blue pens. So how can the profits be that different? Write a paragraph explaining why per-unit profit is so much lower for purple than for blue pens. In the traditional income statement, overhead costs and indirect labor costs were not linked to the specific products that used them in the process of producing them. They were simply allocated to each uniquely colored pen by the amount of sales they generated, which didn’t take into account the amount of money and time that was spent on making them. This caused direct labor costs to be spread out among the products, regardless of how much the cost of producing them was. In the second income statement that was created in the problem, instead of basing these costs on sales they were based upon certain drivers, such as the number of runs and the amount of time preparing the machine and reports done for each product. This helped to allocate the costs of indirect labor and overhead specifically to the products that were using these resources, helping to give a more realistic picture of the revenue generated for a certain color pen versus the costs spent making them. The purple pens had high quality standards that they had to meet, which required a large amount of time spent on preparing the machines for their runs. It is this relatively large amount spent on indirect labor for purple pens, not the material costs, that causes them to turn such a lower profit than the blue pens. (b)The current overhead allocation rate at Classic is 300% of direct labor. A few years ago it was only about 200%. In the Bridgeton case we saw the overhead rate going up because products were dropped, and volume (and direct labor) went down while fixed overhead costs remained. But that is clearly not the case here! At Classic, new products have been added, and production volumes have gone up. If overhead costs are variable, the increase in volume and direct labor would increase total overhead costs but not the overhead rate. If overhead costs are fixed, the increase in volume and direct labor would leave total overhead costs unchanged and decrease the rate. So how can it be that the overhead rate has been increasing at Classic? Write a concise explanation. When Classic only had two different colored pens, overhead allocation rate was much lower because the number of direct labor hours making the products was lower than when the new products were added. As stated in the case, the amount of time spent on preparing the machines for producing the blue colored ink for pens was less demanding than that of purple or red. For the black colored ink used in the pens, the amount of direct labor spent preparing the machines was nearly non-existent because the vats didn’t need much cleaning out after switching from blue ink, as it did not really affect the quality of the ink color. By adding just two more ink colors, red and purple, the number of direct labor hours significantly increased, which also increased the overhead rate because production was largely increased. The additional colors increased the number of times the vats needed to be emptied out in order to make and produce all the different colors of ink, which added on to the direct labor hours. The red and purple inks also did not disguise residual ink left in the vat nearly as well as the black ink could, so not only were the emptying the vats more often, they were spending a great deal more time cleaning them out in order to meet the color quality standards needed in order to sell the pens.

Anhauser Busch Balanced Score Card

|Anheuser-Busch InBev | | | |[pic] | | | |Balanced Scorecard | |Executing the Strategic Plan | | | | | | | | |Throughout the business environment it seems that almost every profession has some means of communicating clearly to the end user. However, for people engaged in strategic planning there has been an on-going dilemma. The finished product, the strategic plan, has not been communicated well enough to reach the end user. Strategic plans may be great to look at, full of bar charts, nice covers, well written, and professionally prepared; but they often fall short and fail to impact the people who must execute the strategic plan. The end result has been poor execution of the strategic plan throughout the entire organization; and execution is everything. Upper management creates the strategy, but execution takes place from the bottom up.According to the Balance Scorecard Collaborative, there are four barriers to strategic implementation: †¢ Vision Barrier – No one in the organization understands the strategies of the organization. †¢ People Barrier – Most people have objectives that are not linked to the strategy of the organization. †¢ Resource Barrier – Time, energy, and money are not allocated to those things that are critical to the organization. For example, budgets are not linked to strategy, resulting in wasted resources. †¢ Management Barrier – Management spends too little time on strategy and too much time on short-term tactical decision-making.Implementing the Balanced Scorecard as a management tool creates clarity in the communication of strategy. By using measurements and targets, employees can relate to what must happen and the result is higher productivity that results in the achievement of company goals. This is achieved through four strategic objectives: †¢ Financial – Delivering expected financial results for investors. †¢ Customer – Delivering value and benefits fo r customers. †¢ Internal Processes – The set of processes that must be in place in order to meet the requirements of customers. †¢ Learning and Growth – the set of values and principles related to intangibles (employees, systems, and organization), supporting and providing the required internal processes.The financial and customer perspectives represent the deliverables, and the internal processes and learning and growth perspectives represent those things the organization must do. Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial). – â€Å"Having Trouble with Your Strategy? Then Map It† by Robert S. Kaplan and David P. Norton – Harvard Business Review Anheuser-Busch InBev (AB InBev) is a good example of institution theory working at its best as it uses a strong mission and vision statement for adaptation in growing markets.A solid mission statement is a vital part of any company as it states the purpose or reason for the organization’s existence, which in turn, establishes the parameters for the company’s strategic plan. Moreover, it tells society what the company is providing: service or product. As the textbook points out, â€Å"a well-conceived mission statement defines the fundamental, unique purpose that sets a company apart from other firms of its type and identifies the scope or domain of the company’s operations in terms of products/services offered and markets served† (Wheelen, et al 13). Mission statements throughout an industry can vary greatly, and the alcoholic beverage industry is no exception.Anheuser-Busch strives to â€Å"Be the best beer company in a better world; and to â€Å"Deliver superior re turns to our shareholders† (Anheuser-Busch). This mission statement clearly defines who they are, â€Å"The best beer company†, and it also identifies the scope of the company’s operations, as they would like to deliver superior returns to their shareholders. Having a narrow business statement, which very clearly states the organizations primary business, helps AB InBev in this tough economy because it keeps the firm focused on what it does the best. The vision statement is the framework for the company’s strategic planning, and it also allows a way to let potential customers become aware of what the company’s future goals are.The vision statement often states a unique purpose that the business hopes to achieve, but it should primarily be focused on what the company wishes to become. AB InBev’s vision statement is â€Å"Through all of our products, services and relationships, we add to life’s enjoyment†. Moreover, their goal is to be the world’s beer company, their unique purpose is to enrich and entertain a global audience, and their scope of their operations is to provide superior returns to their shareholders (Anheuser-Busch). The Financial Perspective: The first aspect of the Balanced Scorecard is the financial perspective, which answers two questions: How do we appear to shareholders?And how should we act with respect to the shareholders in order to achieve financial success? According to their annual financial report, AB InBev remains focused on three core objectives designed to enhance long-term shareholder value: Increasing domestic beer segment volume and per barrel profitability which, when combined with market share growth, will provide the basis for earnings per share growth and improvement in return on capital employed. A number of acquisitions, divestitures and joint ventures influenced Anheuser-Busch InBev’s profit and financial profile over the past couple of years. Profitabil ity is the first objective of the financial component that is considered in AB InBev’s Balanced Scorecard.There are several ways in which to measure the profitability of a company including Return on Equity (ROE). Return on Equity is defined as the amount of net income returned as a percentage of shareholders equity. ROE measures the rate of return on the ownership interest (shareholders' equity) of the common stock owners. It measures a firm's efficiency at generating profits from every unit of shareholders' equity and shows how well a company uses investment funds to generate earnings growth. The benefit comes from the earnings reinvested in the company at a high ROE rate, which in turn gives the company a high growth rate. ROEs between 15% and 20% are considered desirable (Woolridge, et al 2006).AB InBev is committed to high ROE as is depicted in this statement on their Web site, â€Å"Our business is guided by strict financial discipline, enabling us to free up funds for investments in growth, while we also benchmark and measure our performance to ensure that we deliver on our commitments†. Another objective in the financial component includes revenue growth. This is manifested through, ideally, a positive percent change in revenue from year to year. This revenue increase can be initiated in many ways including increasing unit sales, which is one of the financial goals laid out in the AB InBev financial statements. Currently, AB InBev’s revenue is $36,297M, up 4. 4% from the previous year.According to the latest AB InBev financial report, their earnings before interest and taxes (EBIT) is up 6. 5% from last year in spite of an overall decrease in North American earnings due to synergies and lower cost of sales. [pic] The first exhibit shows how the dollar amount sales of Craft Brewers, which includes Anheuser-Busch, starts to fall with the economy in 2005 and hitting a low in 2006. Slowly however, the industry is making a recovery. Rob ert S. Weinberg, principal of the Office of R. S. Weinberg- a research company located in St. Louis, stated in an interview that â€Å"the nature of competition in the industry has changed radically in the last two years† (a ixed forecast†¦) With the economy still on the rocks, and Europe’s economy on the offensive as well, many industries are having a hard time coping with the stress. Anheuser is affected by both economies as it operates not only in the USA but in Europe as well. As previous stated, Anheuser’s strong mission statement, values and dedicated employees come into play here as it gives them a boost that other companies may be lacking. Furthermore, analyses are making predictions that although the economy remains slow, â€Å"Craft beer sales will continue to explode, with 10% growth in 2011 on a larger base, particularly large format bottles, fueled by a rash of positive press in the general media† ( Beer Business Daily). The third object ive in the financial segment is debt management.Currently, AB InBev has a net debt to normalized EBIT ratio of 2. 9. Within the past year overall debt has been decreased by $5500M in 2009, AB InBev reported debt of $45 174, and $39 704 in 2010. The Customer Perspective: The second aspect of the Balanced Scorecard addresses two questions surrounding the company’s customers: How do customers view us? And how should we approach our customers in order to realize our vision? AB InBev seeks to provide their customers with a high level of value by focusing on responsive supply as an objective and providing on-time delivery. On-time delivery means that AB InBev customers will get what they want, when they want it.Since 1994 AB InBev has an established multi-disciplinary Production and Logistics team whose focus is to re-engineer the supply chain to better cope with the challenges of complexity. Since AB InBev is involved in two logistically distinct businesses – established hi gh-volume products and low-volume â€Å"growth† products, with the latter accounting for over 80% of brand/package combinations and only 10% of total volume, effectively managing the supply chain is of great importance in order to provide customers with the highest level of value and service possible. Growth products represent important market opportunities, but they have greater demand variability than the established products, require greater flexibility, and impose more costs and complexity throughout the supply chain.In order to reach the goal of on-time delivery, the team recommended a series of strategic initiatives, beginning with re-engineering of production and inventory deployment, proceeding to transportation, and culminating in order fulfillment. The growth products were assigned to fewer plants with shorter production cycles, and their inventory was predominantly deployed across 35 wholesaler support centers throughout the U. S. The resulting improvements have be en dramatic: †¢ 90% of low-volume items are now within 200 miles of their destination, compared to 25% previously. †¢ Costs of purchasing, operations, and transportation are minimized without loss of customer service. †¢ Anheuser-Busch is well positioned for future expansion in its growth segment.An important element of the re-engineering effort was an initiative called â€Å"Transportation Advantage,† which involved review and re-configuration of the transportation processes for both long haul and short-haul delivery of beer to wholesalers. The objective was to lower costs and improve service by leveraging the buying power for all brewery inbound and outbound transportation, including truck and rail, through one customer – Anheuser-Busch (John, et al). According to the report, AB InBev was able to produce the follow results in the following areas: In Brewery Operations: †¢ Partial pallets into support center territories have been reduced 56%. †¢ Interplant shipments have been reduced 78%. Items per brewery load have been reduced 41%. †¢ Transportation costs have been reduced 15%. In Wholesaler and Support Center Operations: †¢ Wholesale support center costs are 7% below expectations. †¢ Transportation service is 99% on-time or early. †¢ Wholesaler Out-of-Stocks have decreased 30%. By incorporating specific strategies, AB InBev was able to reach their on-time delivery goal of 99% while reaping additional benefits in terms of cost reduction and product growth positioning. The goal is to maintain this competitive advantage by continuing to monitor their supply chain, making changes where needed, and eventually reach their goal of 100% on-time delivery for their clientele.The second area that AB InBev focuses in on in order to service their customers best is in the realm of customer satisfaction. A study referred to by the Brookston Beer Bulletin shows that AB InBev’s beer drinker satisfaction fell from its all-time high of 84 in 2009 by 2. 4% to 82, driven by a sharp decline for AB InBev products. In 2008, shortly after its acquisition by Belgian InBev, AB InBev recorded its best American Customer Satisfaction Index (ACSI) score ever and captured the industry lead. Now that gain has disappeared as the sales of the Budweiser brand fell by almost 10% during 2009 as younger drinkers have increasingly turned to microbrews and low-calorie products. Now the ratings are stalled across the beer industry with a low of 81 and a high of 83.An article published by the Pittsburg post talks about how the modern day drinker is more â€Å"sophisticated† and more willing to try something new, â€Å"looking for different beverages that are appropriate for different occasions† (Boselovic, Len). Boselovic goes on to say, â€Å"†¦more importantly, the modern day drinker doesn’t want to be seen as a guzzler, a dumb guy, six-pack drinker†¦they want to be seen as a c onnoisseur†. AB InBev has responded to this latest information by invoking a Fresh Ideas Initiative, encouraging employees to think about beer in a whole different way. This led to the introduction of Beach Blond Ale in 2006 with an advertising message of its â€Å"rich golden color, pleasant hop aroma and slightly spicy malty taste†.In subsequent years, AB InBev has continued to produce more new products including Tilt, a raspberry flavor premium malt beverage infused with caffeine, guarana and ginseng; BE, a beer that combines the drinkability and broad appeal of beer also with the combination of caffeine, ginseng and guarana; Bacardi Silver Watermelon and Budweiser Select, are all taking their place in the beer category along with such brand powerhouses as Budweiser, Bud Light and Michelob to challenge the established perception of beer and expand its market over the long run (Boselovic). By using the strategy of responding to customer demand and preferences by intro ducing new and exciting beverage options, AB InBev hopes to regain the lead in the ACSI Index and even surpass their previous all-time high. The third objective for AB InBev regarding their customer base pertains to market share growth. Large market-share percentages are a strong indicator that customers perceive value in a company’s product and are willing to spend their hard-earned dollars on the company’s products. Currently, AB InBev holds close to half of the American beer market.In recent press releases, AB has revealed its plans to pursue international beer market segments including China (which is currently the fastest growing beer market and the second largest next to the United States), and Belgium. According to AB InBev’s CEO, Carlos Brito, the company may seek acquisitions to keep pace with market growth. Even as the company focuses on revenue growth on its own, it won’t rule out purchasing rivals, including in Germany, where it plans to incre ase its market share â€Å"significantly,† (Johnson). In pursuit of its interest to increase international beer segment profit growth, Anheuser-Busch has made significant marketing investments to build recognition of its Budweiser brands outside the United States. These investments include owning and operating breweries in China, including Harbin Brewery Group, and in the United Kingdom.The company also has a 50% equity position in Grupo Modelo, Mexico’s largest brewer and producer of the Corona brand. AB InBev plans to expand in China where volume growth is 2-3% and implement a focus brand at mid to high teens. AB InBev plans to use a Concentration Week Initiative to promote their Budweiser brand to new and existing clientele. These promotions will be enhanced by new TV ads aimed at growing their premium and super premium brands in the healthy lifestyle community. Upon consolidation with InBev, the company employed a series of asset disposals, which included divesting during 2009 its 27% equity position in Tsingtao, the largest brewer in China and producer of the Tsingtao brand.Asset disposal and divesting of less profitable business segments is in line with AB InBev’s goal to provide the best possible returns on shareholder equity (Johnson). The following, based on the AB InBev’s annual report information, is an explanation of the forecasted increase in market share percentage per region: North America: 4. 0% The brands Budweiser and Bud Light, with strong marketing efforts, have continued to gain market share and report good results, with Bud Light consisting of 5% of the Canadian beer market in Q310. Latin America North: 25. 5% This area will continue to reap rewards from anticipated industry performance improvement. Economic conditions are anticipated to continue to improve as AB InBev rolls out Budweiser and Budweiser Brew N ° 66 into the Brazilian market in 2011.AB InBev has been highly successful in market introductions, a s shown by the innovations introduced over the last three years which alone now account for more than 10% of the Brazilian beer market. Latin America South: 8. 7% AB InBev heavily invested in Focus Brand promotion in 2009, particularly during the FIFA World Cup, the effects of which are expected to be felt in 2011 in sales volume increases in Stella Artois and Quilmes. Beer volumes in Argentina have been recovering from weak industry performance in 2009, fueled in large part by premium brand sales, which continued to grow substantially throughout 2009 as well in 2010. Western Europe: 2. 9%Sales in this segment are anticipated to follow a trend of flat sales. The beer industry in Western Europe is in decline, though AB InBev remains a market leader. Belgium sales volume saw a 2. 2% decline in 3Q10 due to abnormally poor weather conditions. As long as weather conditions are somewhat normal in 2011, volume should increase. Budweiser Brew N ° 66 and Stella Artois were launched in Augu st and September 2010, respectively in the United Kingdom. Central & Eastern Europe: 33. 8% The Russian government has been promoting the consumption of beer in order to reduce that of vodka. The combined efforts of AB InBev and the government will increase sales in 2011.In 3Q10, awareness for Bud was built through a range of media initiatives, including television, social media, and out-of-home ads, resulting in strong volume performance, confirming the brand’s potential in Russia. Asia Pacific: 21. 9% Planned national marketing campaigns, in addition to the recent launch of Budweiser Lime, will boost market share in the rapidly expanding China beer market. The Focus Brand portfolio volumes in the area increased 17. 5% in 3Q10 as a result of these campaigns, and AB InBev will continue to invest in the Focus Brand campaigns. While the above market share increases for 2011 can be forecasted due to industry analysis based on what has occurred in the past year, major growth rate increases cannot be sustained from year to year.Projections for the remaining two years have been reached through calculating the average growth rate typical for the beer industry and AB Bev’s unique performance, which is roughly 12. 4% of the previous years’ growth performance. As 2011 unfolds, recalculations will need to be made incorporating current events and economic conditions. [pic] Internal Business Perspective: In the third part of the Balanced Scorecard, the question surrounding business processes is handled by answering the following: In what business processes must we be the best in order to satisfy our customers? Goals should be formulated for innovation, customer management, operational processes and integration into the environment.AB InBev has credited its efficiency with effective communication with their retailers. The strategic plans were shared with retailers to include them in the process from beginning to end. The products and services are doing very well at AB InBev. The valuable tool of Reco has resulted in fast communication to its retailers and ensuring that its alcoholic beverages get stocked immediately to satisfy its clientele. Anheuser-Bush fosters an environment of growth and innovation. This has resulted in great success to the company. Efficiency through its distribution, sales, and marketing abilities has helped Anheuser-Busch become very successful. DistributionAnheuser-Busch is very team oriented environment that encourages innovation and expansion. The costs of products are closely monitored and are able to be minimized through communication. A prime example is the successful introduction of Bud Light Lime. â€Å"Our goal is to provide our retailers with the products and packaging that best appeal to their shoppers,† said Bill Laufer, vice president, grocery sales for Anheuser-Busch. â€Å"With the introduction of Bud Light Lime, we worked with retailers well in advance of the launch to help them sell the product by providing them with the strategy behind the brand, packaging options, target audience, sales expectations, recommended shelf placement and marketing plans. The communication between AB InBev and its retailers is a huge success. Anhesuer’s business strategy is to closely monitor its products all the way to the finish line while providing information to its retailers on the products details. Bill Laufer points out, â€Å"Because we worked closely with retailers to support the launch of this product, we have been able to obtain a 0. 9 share in supermarkets for a product that was released at the end of August† (IRI Supermarket Data, week ending Oct. 19). Communication is very vital to the growth and continued success of AB InBev. The constant feedback has resulted in positive growth of its new products such as Bud Light lime.The distribution has varied for Anheuser-Busch. For the years of 2008 the distribution was 6. 4%, 7% for 2009, and 8% for 2010 (www. a nheuser-busch. com). The distribution costs have gone up due to the prices in materials. Cost of Sales Anheuser-Bush uses  the accounting method of last in, first out method in its inventories. According to Anheuser’s Web site, â€Å"Inventories are valued at the lower of cost or market. The company uses the last-in, first-out method (LIFO) valuation approach to determine cost primarily for domestic production inventories, and uses average cost valuation primarily for international production and retail merchandise inventories. The costs are calculated differently for domestic inventories as well as international inventories. â€Å"LIFO was used for approximately 71% of total inventories at December 31, 2004, and 76% of inventories at December 31, 2003. Average cost was used for the remainder† (Anheuser-Busch). This method has proved to be quite effective at handling the companies’ finances. The cost of sales has defiantly fluctuated looking at the annual rep orts of 2008-2010. The costs of sales are for 2008 are 41. 1%, 46% cost of sales for 2009, and 44% cost of sales for 2010. Sales and Marketing The tool that has enabled Anheuser-Busch to become very efficient and productive with its retailers is called Reco.According to AB InBev’s Web site, â€Å"Anheuser-Busch was recognized for its ability to develop tools to enhance the beverage business of retail customers. In selecting Anheuser-Busch, Progressive Grocer highlighted Reco, a tool the company designed to enhance its planogram management tool and improve feedback to chain customers about retailer compliance of their plans. The system has helped retailers reduce their out-of-stocks and helps to ensure they stock a consistent mix of products to meet the unique needs of their consumers. † The tool Reco that AB InBev created has enabled the company to put its different types of alcoholic beverages on the shelves and keep them in stocked.The program has been very successfu l in providing communication about the company’s plans to its retailers. The feedback from the retailers is critical to the success of the business partnership. Reco has proved to be a very productive tool for keeping items in stock and meeting the demands of its thirsty consumers. This has definitely helped in the sales and marketing department. Sales and marketing for the years of 2007 is 14. 8%, 2008 is 14. 9%, 2009 1is 4%, and 2010 is13%. There has been 1% percent of a dip. (Anheuser-Busch). The Learning & Growth Perspective: The next question to be answered is how can AB foster change and growth potentials in order to achieve business goals?For AB to grow and learn they need to harness their intangible assets such as technology, human capital and the potential of AB’s corporate culture. Since 1852 Budweiser has invested in their human and technological as well as additional financial resources to build a strong company. At AB InBev’s 2007 Green Week Doug Mu hleman, group vice president of Brewing Operations and Technology, announced â€Å"AB has been involved in conservation, education, research and preservation efforts for more than 100 years†¦Ã¢â‚¬  (Employees Help†¦). The ability to foster change and growth comes from within; AB InBev has continually evolved despite being within the mature industry of beer. One of AB’s aims is to become the â€Å"Best Beer Company in a Better World. To achieve this AB must use innovation, creativity, brilliance, employee job level satisfaction, and corporate citizenship to excel within their industry. AB’s Technological Tools The process of making beer has not changed much over the last hundred years, but AB continues to find other means of innovation. A great deal of innovation has been achieved through conservation and by AB setting an example of how a large corporation can improve its processes to make a positive impact on their surroundings. AB has become a technologic al leader by continuously exploring new emerging technology to improve efficiencies and conserve natural resources. In 2009 AB US breweries recycled 99. percent of solid waste by reducing and reusing almost all materials generated during the brewing and packaging of their beers. AB uses Bio-Energy Recovery systems (BERS) to convert brewery wastewater into renewable fuel, providing 8% of their US operation fuel needs (Employees Help†¦). Water is a main ingredient in beer, so water conservation is crucial to sustain this vital ingredient in AB’s brewing and agricultural processes. Since 2000 AB’s US breweries have reduced their water use by almost 37% believing, â€Å"you need great water to make great beer†. Since 2005 AB/In-bev have been actively working on reducing the amount of energy needed to create a liter of beer and at the same reducing the amount of CO2 emissions.Program like Voyager Plant Optimization (VPO) have created a standardized way to operat e breweries and continuously improve performance. Per their website (www. ab-inbev. com) â€Å"The implementation of VPO has brought measurable process achievements, including an increase in brewing capacity; an improvement in packaging efficiency, a reduction in changeover times, and improved energy use† (AB-InBev). AB uses a â€Å"healthy innovation pipeline† to continuously improve their technological know-how. AB’s Employees With approximately 114,000 people working across 23 countries AB knows employees are a â€Å"key ingredient† in their corporation (Anheuser-Busch).They seek employee input by promoting an atmosphere where ideas are valued and accepted. One of AB’s core values is â€Å"building a high performing and diverse workforce,† this may be why employees are known to stay for years and even decades. AB understands that the talent of people that they hire and the teams they organize reflect on the company as a whole and provide a truly sustainable competitive advantage. Anheuser-Bush Training and development group (ABTDG) support their employees at every stage of their careers by providing extensive training and education. One of their tools is The Global Management Trainee Program (GMT) to recruit new talent.This 10 month program provides a systematic overview of AB /InBev Corporation to develop insight into every aspect of the business. The program includes local and global business exposure where upon completion GMT trainees are assigned an entry-level management job. To help their people succeed they provide clear expectations to ensure commitment and motivation with good leadership. The company aims to â€Å"get the right people into the right roles at the right time† (AB-InBev). Welcoming people with vision, commitment and drive; celebrating diversity and having a no tolerance policy toward discrimination. CEO Carlos Brito CEO of AB InBev summarizes the company’s view with a statement d irected towards their employees, It’s up to you to achieve your own success, but we provide the framework for you to unleash your full potential. Together, we can fulfill our dream to be the best beer company in a better world. † AB’s corporate culture AB is a global citizen; meaning how the rest of the world perceives its actions is a message to all of its shareholders. AB’s more than $450 million in charitable donations since 1997 demonstrates that they are interested in more than just the bottom line. The Anheuser-Busch Foundation’s first philanthropic effort was first seen in 1906 to support the San Francisco earthquake. They continue their support today by donating water following natural and other disasters.AB also supports Employee’s commitment to non-profits through gift matching and employee volunteer grant programs. The foundation’s focus has been on education, economic development and environmental conservation primarily whe re the company is located and where employees work and live. Selling four of the world’s top selling beers, AB recognizes their obligation to promote responsible drinking with ads such as â€Å"Budweiser Means Moderation† dating back to the early 1900s (Anheuser-Busch). They have invested more than $830 million in national campaigns to prevent underage drinking and drunk driving. AB is well aware that it is their culture that defines the company giving them a competitive advantage that cannot be duplicated.It’s about how a dream can motivate people to work in the same direction and how a good cultural fit results in improved performance. This is the first of ten principles AB uses to reflect the mission of the company. AB emphasizes that they are a company of Owners because â€Å"Owners take results personal† (Dream, people†¦). With clear measures of accountably managers are expected to lead by example showing employees that â€Å"we do what we say. † AB has a zero-complacency policy, recognizing a job well done, but always looking for the next challenge to stretch their expertise. Costs are managed tightly to allow needed finances to support growth. By working as a lean company AB can shift money to new products for consumers.This collection of beliefs has a powerful positive influence on employees helping the company reach their strategic goals. Balanced Scorecard Overview: Anheuser-Busch InBev continues to use all of their resources, not just financial, to align their business activities. Working to improve communications, monitor performance processes, technology, and innovation while investing in relationships with customers, suppliers, and employees. They refuse to take short cuts and are constantly seeking bigger and better ways to improve their products and services. In 2010 Patrick O’Riodan, Global Director of Innovation at AB InBev, spoke about lessons for innovators.His highlights summarized the basic s trategy of using tangible and intangible assets to achieve business objectives. This in-turn helps the company create a balance scorecard. First, explain objectives in simple terms, this makes goals clear and measurable. Second, have defined strategies, AB uses renovations to strengthen existing products and innovations for developing new ones. Third, have clearly defined processes, AB uses both front-end and back-end process for defining business growth strategies. Finally, draw from non-obvious places, looking to business outside of the beverage industry for insight helps AB Inbev realize their full potential (Anthony, Scott). Anheuser-Busch InBev Balanced Scorecard | |Perspectives |Objectives |Measurements |Targets |Initiatives | | | |Financial |Profitability |Return on equity | | | |Domestic Growth | | |Revenue Growth |% Change in revenue | | | |International Growth | | |Manage Debt |Net debt to normalized EBIT ratio |2. 6 |2. 3 |2. 0 |Acquisitions | | | | | | | | | |Customer | Responsive Supply |On time delivery |99. 3% |99. % |100% |Transportation Advantage | | | | | | | | | | |Leading in Customer Loyalty |Customer satisfaction rating |83 |84 |85 |Fresh Ideas Initiative | | | | | | | | | | |Market Share |% of Market Share Growth |4. 0% |4. 96% |5. 58% |Concentration Week | | | |North America |25. 5% |28. 66% |32. 1% | | | | |Latin America North |8. 7% |9. 78% |10. 99% | | | | |Latin America South |2. 9% |3. 26% |3. 66% | | | | |Western Europe |33. 8% |37. 99% |42. 7% | | | | |Central and Eastern Europe |21. 9% |24. 62% |27. 7% |Focus Brand Campaign | | | |Asia Pacific | | | | | |Internal |Manufacturing Excellence |% Cost of Sales |41. 1% |46% |44% |Reco | | | | | | | | | | |Optimal Cost |% Of Distribution |6. % |7% |8% |Last In, First Out Method | | |Fast Delivery | | | | | | | | |% Of Sales& Marketing |14. 9% |14% |13% |Average Cost Valuation | |Learning |Global Citizenship |Philanthropic Donations | | | |Anheuser-Bush Foundation | |And | | | | | | | |Growing |Environmental Stewardship |Reduce Greenhouse Gas Emissions by 5% from | |-5% |Target Met |Reduce 13% by 2013 | | |2005-2010 | | | | | | | | | | |2. 1% | | | |InBev Worldwide Volume |% Organic Growth by Total Volume |0% |-. 7% |-3. 0% |Voyager Plant Optimization | | | |North America |3. 1% |-2. 0% |10. % | | | | |Latin America North |1. 0% |8. 8% |3. 9% | | | | |Latin America South |10. 4% |-3. 8% |-1. 6% | | | | |Western Europe |-4. 8% |-4. 9% |-. 9% |The Global Management Trainee program | | | |Central and Eastern Europe |-6. 1% |-10. 8% |5. % | | | | |Asia Pacific |0. 1% |-2. 0% | | | Works Cited â€Å"A Mixed Forecast for Beer†. Modern Brewery Age: the business magazine for the beer industry. 11 February 2011. ; http://www. breweryage. com/industry/; Anheuser-Busch. ; http://www. anheuser-busch. com/Company. html;. Anheuser-Bush Annual Reports . Anheuser-Busch InBev. Anheuser-Busch InBev. â€Å"Dream, People, Culture 10 principles† Anthony, Scott. Four Innovation Lessons from Anheuser Bush,† The Street. 10 February 2010. Boselovic, Len. Sophisticated Beer Drinker†. Post-gazette. com: Pittsburgh Post-Gazette. 6 August 2006. 19 February 2011. ; http://www. post-gazette. com/pg/06218/711317-28. stm;. C. Gregory John and Michael Willis, â€Å"Supply Chain Re-engineering at Anheuser-Busch,† Supply Chain Management Review, pp. 29-35. â€Å"Employees Help Power Anheuser-Busch's Green Week† St. Louis Front Page. 22 April 2007. Johnson, Jennifer. â€Å"Ahold, Barclays, Carrefour, EDF, Safran, VastNed: European Equity Preview†. February 27, 2011. . The American Customer Satisfaction Index. October 2010 Press Release. . Woolridge, J. Randall and Gray, Gary. â€Å"Applied Principles of Finance,† (2006). .

Exit letter Essay Example | Topics and Well Written Essays - 500 words

Exit letter - Essay Example Surprisingly, I enjoy writing now and I feel more equipped to rise to the challenge of writing more reports in the military standard and with the proper use of the language, too. Before, for prewriting, I would go straight to researching any books given to me on the topic or surfing the Internet. Now, I know that should set my purpose for writing first, whether to show comparison and contrast, or cause and effect; identify my reader; limit my topic; draft a thesis statement that has the topic and controlling idea; brainstorm ideas and information to support the thesis statement; and that it is only when I draw a preliminary outline or map that organizes the main ideas logically. After doing prewriting, that's only when I go to drafting. It's when I put my ideas into sentences and concentrate on elaborating on and supporting my ideas. This only when I start to connect my ideas to each other. I also don't have to pay much attention to spelling and grammar at this stage. I just have to focus on writing what I know about the topic. I am basically writing for myself here-more of just seeing my thoughts unfold. I have read before that the real art of writing starts with rewriting or revising. Now, I think that it's true.

Geology Volcanoes&Earthquake Assignment17 Assignment

Geology Volcanoes&Earthquake Assignment17 - Assignment Example ts that these earthquakes can occur within the contact zones between North American and Juan de Fuca plates because of they are locking together and accumulating strain. 4. Silent or slow moving earthquakes are those that take place over a long period, weeks or months, and they can importantly predict huge and more destructive earthquakes. The silent earthquakes trigger the assessment of stress builds up along zones of fault thereby increasing the chances of earthquake prediction. 5. Shake alerts are warnings given to people before rapid ground shaking associated with earthquakes arises. Seismologists do this by detecting the initial energy that radiates from the earthquake known as the P-Wave, which does not usually causes damage. Information from P-waves then estimates the magnitude and location of earthquakes. They then anticipate level of ground shaking across an area that will be impacted and offer a warning to residents. Warnings are given before S-waves arrive, which involve strong ground shaking that may lead to widespread damage. Deadliest Earthquakes is yet another insightful video on the tireless efforts of geologists to find ways to predict natural disasters. Advancements in seismology are presented, and their capabilities shown in the video. Further, concerns from other members of the society regarding identifying ways to successfully predict earthquakes are presented. This is seen in the â€Å"Holy Grail of Seismology.† I think that the video is a great educational tool, which not only offers great insight on the ways that geologists measure and predict natural disasters, but also educates viewers on the various characteristics different types of earthquakes. 1. Animals can be able to predict disasters. There have been numerous accounts where animals flee from disasters long before they occur. These events have baffled both residents where disasters have occurred and scientists. Assessments of destruction sites have shown that animals are able to

Management Info Systems Individual Work wk11 Essay

Management Info Systems Individual Work wk11 - Essay Example DSS are basically correlation or collaborative computerized systems with a motive to help the organization or companies use and arrange/organize large amount information in form of images or text files or any other format and communication techniques, data or statistics or different type of models to complete the process of decision making. Now by using DSS, this results in rapid decisions, more efficient and effective ones, makes more strong communication and interaction with in organization, satisfies and give more strong arguments and evidence to strengthen the decision and take less time with providing many different views to the case (Power 2015; Decision Support Systems 2015). Whereas some consequences of DSS might be there like to much dependence or automated or computerized system , minimize the manual work that reduces the skills of workers and can easily make computer responsible for any mistake and no one on the responsibility. Various decision support systems include EISs, GSSs and GISs. Executive information system (EIS) is specially designed system to make decisions at executive levels. It makes easy way to for the organization to achieve their targets and make efficient decisions at executive level. It’s very hard to have an eye on every function or activity of your organization and on the other hand you cannot ignore it as well. So EIS supports you in this way to get information so you take the decision at CEO level and not only at top level but you can also get support from EIS at other management levels too. EIS helps to design and support the activities involved at senior level like goal marking, strategy making, make shift plans and c rises management. EIS has some prominent advantages as it’s very easy for the top hierarchy as not a very professional computer skilled knowledge is required.Information and data is better and easy to understand.EIS makes quick decisions and helps the executives in efficient

IP Management - Strategies and Tactics in Managing IP Disputes Term Paper

IP Management - Strategies and Tactics in Managing IP Disputes - Term Paper Example order to understand the concept of Intellectual Property strategy it is essential to understand the concepts behind Intellectual Property and strategy and the combination of these both terms. The Intellectual Property strategy, according to different analysts, is the tactic and method used for the management of the Intellectual Property rights by focusing on different activities like licensing and filing. On the other hand, there is another school of thought according to which Intellectual Property strategy is like any other business strategy and the focus is on using the Intellectual Property rights for the management of the technology. These is also a perception that Intellectual Property strategies are only associated with the large multinationals organizations and small or not for profits companies have nothing to do with Intellectual property. This perception is not correct, the Intellectual Property and associated Intellectual Property strategy is important and relevant for the companies of any size (Kitching & Blackburn, 1998). INTELLECTUAL PROPERTY: In order to understand the different strategies and tactics associated with intellectual property, it is first important to know what is the meaning of intellectual property. Intellectual property is the term used to refer to the creation or formation of human mind like different inventions, symbols, artistic work, literary work, images, designs and other associated things. For all these creations of the human minds the creator is awarded with a set of exclusive rights associated for the innovation or discovery. These rights and laws are provided to the owners or creators of the intangible assets which cannot be recorded or documented otherwise (Merges, 1997). Intellectual Property can be further divided into two... The intention of this study is an intellectual property as the term used to refer to the creation or formation of human mind like different inventions, symbols, artistic work, literary work, images, designs and other associated things. For all these creations of the human minds the creator is awarded with a set of exclusive rights associated for the innovation or discovery. These rights and laws are provided to the owners or creators of the intangible assets which cannot be recorded or documented otherwise. Intellectual Property can be further divided into two categories: one is of the industrial property which consists of inventions, industrial designs, trademarks, etc. and other is copyright which consists of different type of artistic and literary work like poems, novels, films, drawings, musical work, photographs, paintings, sculptures, musical work, etc. Out of all these the types of Intellectual Property which are widely used and are most common are: trademarks, copyrights, pat ents, trade secrets, and industrial design rights. The term of Intellectual Property is relatively new, as it was started being used in the nineteenth century and become more common and popular in the twentieth century. The main aim or purpose behind the use of Intellectual Property is the protection and security of the innovation by the creator or innovator. Along with this the financial incentives associated with the Intellectual Property also encourage people to come up with new innovations in order to get Intellectual Property which in turn results in the development of the overall society and world.

Cross Cultural Communication Exam Essay Example | Topics and Well Written Essays - 1750 words

Cross Cultural Communication Exam - Essay Example harbor. However, as Mitchell unraveled her report, she clarified that such claims were exaggerated. She does not deny the violence and aggression against women existing in DRC, but not to the extent perpetuated by some media and humanitarian organizations who needed to create such negative stereotypes to justify their own presence in the DRC. The stereotype of women as victims and men as victimizers created a myopic vision that screens out more important survival issues. Mitchell contends that: â€Å"‘Peace’ for Congolese women is a straightforward concept encompassing basic services, sustainable living, and equal rights. The most touching definition of ‘peace’ was provided by Liliane as having the stability of â€Å"knowing tomorrow.† The women are aware they are depicted as victims, and find the depiction insulting and without merit.† 2 This concept may be considered a cultural metaphor3 for the women of DRC. Although stereotyped and admittedly ‘victims’, their main priority is survival, and this is what they wanted to express to the world. Despite the challenges of being victims of violence, they are actually strong women who long for equal rights with men and to be able to survive long enough to see a future for themselves and their families. Internally, the women of DRC are aware that the existence of various organizations may have hidden agendas. They express that their own efforts at contributing to the empowerment of women in their society is shunned by the grandstanding of some international organizations. Although the help extended to them by such organizations are very much welcomed and appreciated, the women of DRC also need to be given credit for taking the reins and determining their own futures. Women as well as men are victims of rape in the DRC and some women work with the rebels, thus it is a complicated situation for all parties involved. In view of Mitchell’s report, I would propose to

Peak Flow Essay Example | Topics and Well Written Essays - 1500 words

Peak Flow - Essay Example A spirometer is the equipment used in the measurement of peak flow. This apparatus measure the amount of air, which is taken in during inspiration phase and expired out over a specified time. Along with the amount, it also keeps a record of the speed, which is then converted to rate of air inspired and expired (Spirometer 2006) (Pederson 1996). Stating more scientifically, it measures lung functions specifically the measurement of the amount (volume) and /or speed (flow) of air that can be inhaled and exhaled. Spirometry is the process of measuring pulmonary function tests (PFTs) (Spirometry 2006). The process is an important monitoring tool for the diagnosis and prognosis of pulmonary obstructive diseases. Results are, usually, given as the percentages of predicted values for the patients of similar physiological characteristics. The results approaching 100 % predicted are the most normal but those individuals who show over 80% may be considered normal. The review by a medical doctor, further, validates the results (Spirometry 2006). ... All of the students present in the class (27) were involved in the process of data collection as subjects. To get more reliable calculations, the procedure of spriometry, has to be repeated three times per individual so every student went through the process thrice, each time followed by measurement of her/his height. For record of the reading and analytical purposes the highest value among all three is taken. To compare and reduce the possibility of error, two independent reviewers coordinated the experiment. We analysed these data at three different levels. Spirometry by the two reviewers was separated by various activities, like various phases forceful expiration, measurement of height etc. So we compared the highest readings from the two reviewers by applying paired t-test (Rosner 1995) (Saunder 1994). We divided the peak flow values in two categories, category 1 for lowest level to 540 and category to from 541 to the highest level. Then we looked for the association of the sex (1=female and 2=male) for the categories of the peak flow values. We applied chi-square test at this level(Rosner 1995) (Saunder 1994). As the two reviewers took part in the procedure as independent assessors so we analysed the level of agreement between the two reviewers by using Kappa statistics (Rosner 1995) (Saunder 1994). To fulfil the requirement of both variables to be categorical we managed the datasets to change the peak flow from continuous variable to the categorical variable. Results Table 1 shows the results of paired t-test performed to compare the mean values of two measurements of peak expiratory flow measured at two different time period with some activities performed in between. There was no difference found in the two values

Largest Pressure Groups Essay Example for Free

Largest Pressure Groups Essay To what extent are the largest pressure groups the most successful ones? Some pressure groups are more powerful than others as some succeed while others fail. Success in pressure groups is defined by how they affect government policy, their agenda-setting power and how well they can change people’s ideologies. Large groups mean that they have more members. This in turn leads to more donations. Chequebook groups tend to get most of their finance from their members, for example Greenpeace get 90% of their income from their members. This means that large groups tend to be wealthy. Being a wealthy group means that they have financial and economic power. For example, major corporations such as are the main source of employment and investment in the economy so the government will seek their cooperation. For wealthy groups that aren’t business groups will possess financial strength to employ professional lobbyists and public relations consultants. However, it is the wealth not the size of the pressure group that makes them economically powerful and the biggest pressure groups are not always the most economically powerful. The CBI is more economically powerful than TUC despite the TUC having seven million members. This is because although some groups may be small, they can exert influence through their policy expertise and specialist knowledge. Another good part of being a large group is that they can claim to represent public opinion. NSPCC is an example of this as they ensure that their membership levels stay above one million. This means that governments are most likely to listen to them because their members can have an electoral impact. However having good leadership can be a more direct form of influence than having many members. Having a high profile leader, such as Peter Tatchell of OutRage!, can help as they have some political skills, political contacts and have developed media and presentational skills. Lastly, the government’s views are a very important part. A group may very well be large and wealthy, however if the government doesn’t sympathise with their aims, then it will be very difficult for them to influence policy. For example, Greenpeace are very large and wealthy but the government rarely listen to them. In conclusion, there are different factors that determine how successful a pressure group is. However, large groups tend to have a significant amount of wealth, so whether it is the size of the group or other factors that should be accredited to its success can be argued.

The Effect Of Temperature On Students Mathematical Skills

The Effect Of Temperature On Students Mathematical Skills Our research is about the effect of room temperature on student mathematical skills. So we have performed the research in which we would be finding new hypothesis. In our research we want to see how student perform when they are exposed to the two temperatures 18-28(degree)  ° C, 30-40(degree)  ° C. Our research was backed by solid literature that have given us the plentiful ground to start the research is these areas. We have taken sample of 100 students undergraduate and graduate from our college. We have made three groups (control and two experimental groups which include cold and hot) these were tested under the temperature ranges. The randomly selected sample have above average, average, and under average grades taken in math courses. We have conducted our research by giving mathematical skill questions, with two temperatures mentioned above. One room was selected to conduct our research, it was important to see the schedule of load shedding in order to properly conduct our research. Our results have showed us that in a higher temperature condition will lead the student to poorly perform. When the same batch was assign another test in the cooler environment the results were positive. By this outcome we have concluded that our hypothesis is realistic. Introduction The global warming is affecting the temperature of whole world so it has also been effecting in our daily lives. Now days the room temperatures are not well managed, the load shedding has been a problem for everyone living in this country, which is affecting our research also. Problem statement: Our research main purpose is to determine whether or not ones thinking capability is affected when temperatures are unfavourable. Since ICBS also faces electricity dilemma we would like to find out that if the temperature does affect the students of ICBS. Literature review: Main studies which have shown that temperature does affect students performance in hot and cold temperature, Aluciems (1972) collected data from 23 classes of children, drawn from 19 secondary schools. Aluciems opened the windows of the classroom and recorded the temperature before, during, and after the completion of the task. Nelson, Nilsson, and Johnson (1984) had its participants write stories to accompany pictures in ambient temperatures of 55.4 °, 73.4 °, and 86 ° F. They also measured changes in participants subjective fatigue and mood using the Feeling Tone Check List and Mood Adjective checklist. Interestingly, Nelson found that participants wrote more words and stories in a cooler temperature (55.4 ° F). Dawson, B., Pyke, F. S. (1988)s research has shown that when the surrounding air is cool, heat can be lost from the body by the process of radiation (transfer of heat by electromagnetic waves), convection (by air movement), conduction (by contact), and evaporation (by sweating) and thus gives a cooling effect to the mind and body. Another recent research review by Mendell and Heath (2005) stated the factors that might influence student performance found only one peer-reviewed study of how the air temperature in classrooms affects schoolchildrens performance (Schoer and Shaffran 1973). As the above experiments conducted do show how temperature can affects students performance more proof was found by Holmberg and Wyon (1969) in this experiments, three parallel classes of 9 to 10 year-old children were exposed for two hours to each of three classroom temperatures -20[degrees]C, 27[degrees]C, and 30[degrees]C, 68[degrees]F, 80.6[degrees]F, and 86[degrees]F), encountered in balanced order, and four classes of 11- to 12-year-old children were similarly exposed to 20[degrees]C and 30[degrees]C (68[degrees]F and 86[degrees]F) in the morning and the afternoon in a 2 x 2 design, again in balanced order of presentation of conditions. As far as we can see that the impact of temperature does affects students as many of the experiments were conducted in various ways. The results of the studies summarized above suggest that increased classroom temperatures can have negative effects on the performance of schoolwork by children According to Dr.Wyon from the Technical University of Denmark commented that .reduced temperatures increased work rate in subtractional and reduced temperature at increased ventilation rate increased work rate in a set of logical thinking... Hence, identifying the temperature of the working environment is essential for the significance of the concentration of the students academic performance. Theoretical Framework: In our research we evaluated that does temperature affect the way students perform in their mathematical skills. To have the accurate figures one must first understand that what are the independent variable, the dependent variable and the intervening variable. A variable is anything that can take on differing or varying values or it is the most important factor that can alter the results of the experiment. Dependent variable: It is the variable of primary interest to the researcher. In this research Mathematical skills test would be the dependent variable since it cant be in control of the experiment. We randomly choose students who have an average, above average and under average grade in their math courses hence gave them mathematical skills questions to solve with varying room temperature. Independent Variable: An independent variable is one that influences the dependent variable in either a positive or negative way. Here in our research independent variable would be the temperature since we can control it. That is, when the independent variable is present (temperature), the dependent variable is also present (Mathematical skills test) and with each unit of increase in the temperature there will be an increase or decrease in the dependent variable. In other words, the students who performed in high temperature had less concentration on their test, leading to their test scores getting affected. It have the inverse relationship between the temperature and mathematical skills. To establish a causal relationship the independent variable is manipulated. One should remember that cause precedes the effect. The cause will be the dependent variable which would be the mathematical skills test and the effect would be the independent variable. Temperature Mathematical Skills Tests Comfort of chair Comfort of table Color of the room Independent Variable Dependent Variable Intervening variable Figure 1: Theoretical Framework 3. Intervening Variable: Intervening variable is also known as anticipating, moderating variable. Intervening Variables are those that risk the relationship between independent and dependent variables. Intervening variable is one that surfaces between the time the independent variable starts operating to influence the dependent variable and the time their impact is felt itself on it. In our experiment the intervening variable is the comfort level of the chairs if they are hard to sit on resulting in the dependent variable (mathematical skills test) scores affected, the desks on which the students took their test can be unstable allowing the students to get frustrated and disturbed during their test. Furthermore, the colour of the carpet and walls can make some student annoyed thus resulting in bad test scores. There can be many intervening variables. Hypothesis: Null: is a proposition that states a definitive exact relationship between two variables. Ho: p=0 No effect of temperature on mathematical skill test. Alternative: an educated conjecture that sets the parameters that one expects to find. HA: pà ¢Ã¢â‚¬ °Ã‚   0 Temperature does have an effect on the students mathematical skills test. Methodology Participants: We selected students from our college who were range between ages 18-30. Our sample size was 100 undergraduates and graduates; randomly chosen above average, average and under average students in math courses. Apparatus: The equipment which was important for carrying out the research was math skills questions, watch, room thermometer and a classroom. Procedure: In order to conduct our research we had set up a sample of 100 students to be divided between a control group comprising of 35 students and two experimental groups. Experimental group A Experimental group B The remaining 30 students were the part of the abovementioned experimental groups. A list of our college student was taken so that we can randomly choose students. Experimental group A was the group which took the math test in a room with temperature falling between the range of 18-28 ° C and we observed on the thermometer 25 ° C temperature while conducting the test. Further experimental group B was one in which same students of group A took the test but this time between a temperatures ranges of 30-40C. We observed on the thermometer 37C temperature while conducting the test. On 17th July Saturday we invited 15 people in Room A1 and administer the cold test. It took us almost 20 minutes to create the cold environment. Air conditioners were turned on beforehand. Duration of the tests was for 20 minutes. On the 24 July we take the remaining 15 students for Experimental group A (cold test) were asked to take the test. This way we completed giving 50 students test in one temperature condition. On 18th July Sunday, we conducted second part of our experiment. We gathered 15 same students from Cold test. We had taken down all their names and requested them to become part of our experiment for a second time. Experimental Group B was given the math test in Room A1 with a temperature range of 30-40 ° C and we observed a temperature of 37 ° C during the experiment. On 25 July we take 15 remaining students took the math test in Room A1. The Control group was given the test on 19th July which was Monday we take a sample of 35 students in A1 and on 26 July Monday i n room A1 with a sample of 35 students, showing 30 ° C on the thermometer. Reliability The reliability of the instruments was ensured through test-retest method. We again took 35 students of the same control sample we took before and another 35 students who already sat for the experiment (which were of the experimental Group A and B). Validity The content validity was ensured since all the questions of math were taken from the SAT book Result The data is collected using the questionnaires that were filled in by the participants. The control questionnaire was given out to be filled and the results were tabulated and arranged in ascending order, the total marks were out of 10. The same procedure was done for the hot and cold questionnaire and the total marks were the same. Then the correlation was found which came out to be 0.981, hence this shows that there is a relationship between temperature and students mathematical skills. We also computed the result on excel to tabulate the ANOVA Table. As per the above table is shows that the mean of Control group was 5.96 while the cold was 9.2 and hot group had a mean of 5.24. Therefore, since the F statistic is greater than the critical value, we accept the alternative hypothesis. The result shows that temperature it does affect students hence for good performance of students one should keep room temperatures preferable to cooler temperatures in summers. Table 4: Marks obtained in Control Test As per the above graph the control group had a temperature of 30  ° C hence the obtained mark of respondents are shown. Table 5: Marks Obtained in Hot Test The experimental group (hot) had a temperature range of 30-40  ° C. When we conducted the experiment the temperature on the thermometer shown was 35 ° C hence the obtained marks of respondents are shown on the graph. Table 6: Marks Obtained in Cold Test The experimental group (cold) had a temperature range of 18-28 ° C. When we conducted the experiment the temperature on the thermometer shown was 25 ° C hence the obtained marks of respondents are shown on the graph. Table 6: Comparison of marks obtained in all three tests Results of our research have shown us that students performed better in the cold comparative to the warm temperature as shown in the above line graph the Green line which represents cold was on a higher peak than hot and normal temperatures. Discussion We have concluded that we have agreed to our alternative hypothesis. Because that unfavourable temperatures have effected on our mathematical skills. According to the results of our research one can confidently say that there are a lot of drawbacks when the temperature is not according to ones choice. In our case we are talking about the high temperatures which did not allow students to perform well in their tests. We support our research based on the previous researches made on the fact that because of high temperature raises one does get effected health in the thinking capability, reading skills, physical skills (exercise) all of these factors and many more can result into negative effects to the body. We propose that ICBS should keep a temperature range of 18 to 28 ° C in the summer so as the students academic performance doesnt fall short.

The purpose of the management team

The purpose of the management team The management are the people who guide the team in a right path wherein all together working for the same goal of success. They have to work together with Sincerity, Unity, Courage, Communication, Enthusiasm, Strengths, and Secrets of the company to form the ultimate chain of SUCCESS. The manager who runs the team should have proper interaction with each and every team member with proper updates and feedbacks. Also have to take active participation whatever happens within the team and team members. Since the manager knows about each and every member of his team, has to check with the daily metrics where that particular team member is lacking behind and has to make sure that the person has been well trained, again have to check for the daily metrics to give the feedback. Also have to sympathise and empathise with the person having any personal issues as well. Every individual team player also has to develop knowledge, confidence, time management and sincerity to be a part in the grow th of the company. According to the Mintzbergs managerial roles manager should have quality of leader by motivation and activation of subordinates for staffing and for associated duties. Manager have to monitor various activity and to receive wide range of special information to develop the organization. (Buchanan and Huczynski, 2004, p495). Management also have to face the risk factor in all aspects, regarding their own team members issues and also from the competitor perspective. The management has to take a right decision when taking any risk which should not affect the growth of the company and also have to see the financial criteria as well. If any risk factor is taken it has to be handled in a way that the company overcomes that crisis as earlier as possible with success in taking that risk. The whole team has to work together with proper interaction and dedication to make the risk as a success. Each team player has to be committed with their own work, so all team members work together of common commitment. By virtue of his interpersonal contacts, both with his subordinates and with his network of contacts, the manager emerges as the nerve centre of his organizational unit. He may not know everything, but he typically knows more than any member of his staff Mintzberg (1975). There are a wide range of theories which can be implemented to improve the growth of a particular concern. And these are the two theories which I experienced in the concern which I worked for. 1. Maslow`s theory. 2. Goal Theory. 3. McClellands Theory of motivation. Maslow`s Hierarchy of needs theory: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslows ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization) are today more relevant than ever. Self-actualization- personal growth and fulfilment personal growth and fulfilment Esteem needs- achievement, status, responsibility, reputation achievement, status, responsibility, reputation Biological and Physiological needs- basic life needs (air, food, drink, shelter, warmth, sex, sleep, etc). basic life needs air, food, drink, shelter, warmth, sex, sleep, etc. Safety needs- protection, security, order, law, limits, stability, etc. protection, security, order, law, limits, stability, etc. Belongingness and Love needs- family, affection, relationships, work group, etc. family, affection, relationships, work group, etc. Maslows (second edition 1970) I worked for an MNC in India named CSS (Cybernet Slash Suppport) is a call centre in which we give technical support for the customers calling from US and UK regarding the installation of networking devices like modems, router, cameras, adapters etc. In my company the basic need was a graduate with little bit of computer background who knows to speak English with neutral accent. Since I had their requirement I got selected and was put under a team. For the first time I worked with a team with people having little bit of experience and knowledge whereas I was a fresher. So as per Maslow`s diagram I had the basic requirements need by the company. Working with the team gave me lot of experience and knowledge about time management, and relationship with leaders. At first it was very difficult to get along with the team since my other team members had bit experience in handling calls. The other members in the team will finish the work effortlessly within the given time limit, but I struggled a lot by putting my complete effort to finish the task within the given time limit, but finally I completed my task after the given time limit. So I was clearly monitored by my team leader since I was the bottom performer in my team. Then I was given special training by my leader which was my last chance to perform in this company, else I have to leave the company. And my leader gave me training technically and personally as well, which motivated me to do my best with liking towards the job. Finally I did my best and finished the task within the time limit. Since my team leader motivated me, created a good relationship with the leader as per Maslow`s theory. Goal Theory: Goal theory is about how leader motivate subordinate to accomplish designated goal (Peter g, 2010, p125). The leader, the challenge is to use a leadership style that best meets subordinates motivational needs. (Peter g, 2010, p125). In the concern which I worked the leader motivated me well which helped me a lot not only in technical work but also personally to do all works. Since I was the bottom performer in my team my leader always use to motivate me positively to do my work, but my manager use to discourage me that I am not fit for the job. Since my leader always use to motivate which automatically created a character of motivation in me. From then I use to motivate myself personally and officially whatever I do. The managers job is to get the work done from the technicians, so he sets a time limit for each team member in our team in order to get the output. So eventually everyone use to work in order to finish the task within the given time limit. So I motivate myself to complete the work before the time limit given by the manager. I use to set my own time to finish the task which helped me to finish my work earlier, than the time given by the manager. This motivation helped me to get lot of knowledge and experience which also gained me increase in my payroll. According to the House and Mitchell (1974), leadership generators motivation when it increase the number and kind of payroll that subordinate receive from their work. (Peter g, 2010, p125) Goal setting and performance People lacking positive motivation at work may also help gain improved result and a better sense of achievement by setting themselves specific goal and identifying task directly to their work and measurable target of the time and performance. (Laurie and Mullins, 2006, p274) When I was working in the company I was lacking positive motivation which led me to be the bottom performer in the team. Since my team leader motivated me, it helped me a lot in how to do the work faster. So from then I used to build up positive motivation and I use to motivate myself to do the work better than others by setting own time limit for myself which is earlier than the actual time given. So all my team members will finish the work within the time limit given by the manager, whereas I would have finished my work before my team members finishes. And finally I was the top performer in my team and got appreciation from the manager who discouraged me before, which again motivated me to be the top performer consistently. McClellands Theory of motivation: David c, McClellands has contributed to the understanding of motivation by identifying three types of basic motivation needs. He classifies them as the need of power, need of affiliation, and need for motivation. (Koontz and Weihrich, p297) All three drives- power, affiliation, and achievement are of particular relevance to management, since all must be recognised to make an organization enterprise work well. (Koontz and Weihrich, p297) Need For Achievement: Every person in their lifetime they would have achieved something or the other. In the company which I worked, was the place where I learnt about motivation which still helps me to do any kind of work with full dedication towards the work. Since I was the bottom performer in my team in the earlier stage, this motivation given by my leader, leads me finally to be the top performer in the team. So I was promoted to the next level in the team within a short period of time (4 months). Since I had a good relationship with my co-workers and manager, they use to give me high responsibilities and I was able to tackle any kind of situation easily since I worked sincerely with complete liking and dedication towards work, which led me to become a team leader of a team which I consider was a great achievement in my life. So, every single person who motivates themselves and works with complete dedication and liking towards work with reach the ultimate goal of success within a short period of time. People with high need for Achievement have an intense desire for the success and equally intense fear of failure. They want to be challenge and they set moderately difficult (but not impossible) goal for themselves. They take a very realistic approach to the risk; they are not likely to be gambler but rather, prefer to analyse and assess problems, assume personal responsibility for getting a job done and likely specific and prompt. (Koontz and Weihrich, p297) Need for Affiliation: The company which I worked for had the norms or rules for the company which every employer has to be followed. It was a must for every individual to follow the rules of the company which was also considered for the growth of the employer in the company. One of the managers in the company came to the shift drunk and was noticed by the management and was immediately dismissed from the company. In spite of being the manager of a team he was dismissed since he dint not follow the norms of the company. I would use to always follow the norms of the company. I will come in for my shift before my check in time and will work even extending my shift, also had a good rapport with the team members. Since I was promoted as a team leader and was already a team player before was able to know about each individual clearly which helped me to know which work to be given to whom and whom has to be well trained in where they are lacking behind. So I always had a proper relationship, interaction and active participation with my team members in updating all the informations and techniques to give the output soon. People with high need for affiliation usually derive pleasure from being loved and tend to avoid the pain of being rejected by a social group. As individual, they are likely to be concerned with maintaining pleasant social relationship to enjoy a sense of intimacy and understanding, to be ready to console and help other in trouble and enjoy friendly interaction with other. (Koontz and Weihrich, p297) Need for Power: A leader or a manager has the quality of power by taking or handling any kind of situation which does not affect the growth of the company. Since I was the team leader in the company which I worked, my main job was to get the work done by my team members by giving them proper training and consistently updating the technical information. My job was also to monitor my team in each interval and have to update myself about my team members of their performance. So after analysing the performance of team I have to give feedback to the team members with hurting anybodys feeling or by discouraging them and have to appreciate who have performed well and have to give proper training to those of them who are lacking behind. So in this kind of situation a leader or manager has to use their power to handle the situation for the growth of the company and also the growth of each individual by motivating them positively. According to the people with high need for power have a great concern with exercising influence and control such individual are generally seeking position of leadership; they are frequently good conversationalist, though argumentative; they are forcefully outspoken, hard headed, and demanding; and they enjoying Teaching and public speaking. (Koontz and Weihrich, p297) Organisation as Culture: Organisational cultures are of many types; power culture, where individual controls everything and group work cannot exits. Hence no feedback from staffs is entertained. There is role culture, where everyone is assigned a role to complete. Most organisations follow this. Staffs know what to do and everyone knows their boundaries (Mullins 2007: p.722-723). Power Culture: The power culture is, every individual have their own power to take their own decision since they are not working in a group. For Example: I participated in a group work in my tutor VINCE DISPENZA class which was an activity cave rescue. So the total class were divided into 5 groups having 6 members in each group. So the task given to us was to rescue the people who were trapped in the cave and the people who were trapped in the cave were given importance in different order which is equally important that we have to rescue all. So we worked as a group, but there were no proper co-ordination in my group. No one was ready to interact with each other, so I took the leadership and gave my own ideas and tried to interact with my group members. But they were not showing interest and also not ready to give their own points. So finally I had to give my own points when discussed with my tutor. So this power culture exists only in a very small group like this and cannot exist in an organization. Role Culture: The role culture is, every individual will be assigned a task where they have to work in groups. Here an individual cannot work separately or cannot take an own decision without discussing with the team members or leaders like the power culture. For Example: In the organization which I worked, I had to work only in groups. Since I was the team leader my job was to mainly get the works done from the team members of my team by giving them proper training in order to get the output. So here it is not possible to work separately like the power culture. So this role culture is followed by all organization to make the work easier and simpler. Organisation as a processor of information: Information is a critical part of any business we take. Proper information will lead to the success of a firm. For e.g. information about customer needs, information on what products will satisfy those needs, and how those products can be prepared and delivered, and so on. The idea of information processor highlights that an organisation is successful if it uses its information efficiently and learns to go on using it (Wickham,P,2006:P.276). Organisation as Social system: Social system consists of hierarchical ordering; number of subsystems, interdependence, and one component depends on other and permeability. (Farace et al., 1977) said system is input-throughput-output. That is a system inputs material and works on this input which is throughput and gives the output. (Miller 1995: p.87-89) A simple organization can be a very good example of a system, explained by two authors above. Organisation has subsystems like staff, team leader, manager, CEO Etc. They all are interdependent and takes input in the form of information or projects and works among them and gives out the output as product. Hence, they can form social system. Effective reading of the situation being addressed encounters using the mangers creative ability that gives way to do things differently or new leverage in solving complex issues. Reading itself does not denote a mechanical process or the application of the metaphors discussed above. It is about building a relationship with a vastly complex phenomenon to understand it by analysing it in different angles. (Morgan, 2006: p.361). These different perspectives of organisation are not mutually exclusive; indeed to the some extent they are complementary. There is no proper perspective which an organisation follow but these are one of the perspectives which organisation do follow. Change Management: Apart from these perspectives discussed above this is also necessary that a manager should take care. Managers often think that change can be a problem but sometimes managers forget that change can also be the solution for their problems. All managers must realize that one cannot separate change management from organizational strategy. According to Burnes(2004),change is now a present future of organizational life(Paton,R McCalman,J ,2008:p.39). CHANGE MANAGEMENT NEW CHANGED ORGANIZATION OLD ORGANIZATION As the figure says, for developing an old organisation into new improved one requires change. The scope for change management are managing project, quality, corporate development, IT and in human resource (Recklies,O,2001). Another point to be noted is that once the change has been done there is no chance to undo mistakes. Once a manager fails in the change management process, there is hardly any chance for him to motivate the employees again. There may also be many barriers to change. There may be barriers of perception like stereotypes in analysis, misjudgement etc. Also, emotional barriers like fear to make mistakes, not spending enough time to think. There may be environmental barriers like lack of support from the staffs, lack of accepting criticism when others do. At last there may be cultural barriers like tradition. It is very challenging task to overcome traditions. Character of a taboo in an organisation can also cause a problem (Recklies,O,2001). Research: Conclusion:

Anatomy of Criticism Essay -- Anatomy of Criticism Essays

Anatomy of Criticism  Ã‚   Introduction In his Anatomy of Criticism, Northrop Frye offers a complex theory that aspires to describe a unifying system for literary criticism. It can be argued, however, that in attempting to delineate such an all-inclusive structure, Frye's system eliminates identity in literature. The present essay takes up this argument and offers examples of how identity is precluded by Frye's system as outlined in Anatomy of Criticism. Structure Vs. Identity In Frye's system, the organizing principles that give literature coherence and structure are derived from the myths of ancient Greece and the archetypal imagery found in the Bible. In his Third Essay, Frye suggests that all literature is based on displacements of these myths. In postulating this, however, Frye denies the individual identity of a work of literature: it becomes merely another abstraction of an axial symbol, an embellished copy of an archetypal myth. This tenet essentially annexes the identity of the writer as well, for every work of literature is seen by Frye as being based on or derived from all other works. The originality of a writer's ideas is denied, and the author's identity is therefore negated. There is no such thing as an 'original' literary identity in Frye's system. For Frye, literature must lead back to the Garden, to mythical symbolism; if a literary work does not displace an archetype, then it is not considered to be literature. Although it seems that Fry e is able to find axial imagery in almost any work, we must ask what his theory of myths excludes. If we look at the works cited in the Anatomy, we see that Frye concentrates much of his discussion on the classics of Western literature (Shakespeare, Chaucer, Milton, T.S. ... ...y in this quote by removing the individual from the question: the immediacy of "Who am I?" is replaced with the more disinterested and impersonal "Where is Here?" But the questioning of identity is central to the Canadian imagination, and is perhaps an axiom of our identity. In decontextualizing and desocializing literature, Frye denies the Canadian literary identity. Conclusion Northrop Frye's theory of literary criticism attempts to include all literature in a structure that totalizes. In doing so, however, identity is excluded: the identity of the writer, the reader, and individual works ofliterature is denied; in denying these identities, Frye perhaps precludes the identity of literature itself.    List of References Used Frye, Northrop (19 ). The Bush Garden. Works Cited: Frye, Northrop. Anatomy of Criticism: Four Essays. Princeton: Princeton UP, 1957.