Intel 1998 Financial Status :: GCSE Business Marketing Coursework

Intel 1998 Financial Status Company Info: Intel Corp was founded in 1968, in the state of California. Intel is an independent company; it is not a subsidiary, nor does it have subsidiaries. Furthermore, it is well known for its microprocessors for PCs, chipsets, flash memory, embedded control chips, and network communications products. The purchasers of the products are original equipment manufacturers, PC users, and other manufacturers. Intel makes computer hardware including motherboards, microprocessors, and chips. It is responsible for approximately 90% of the computer microprocessors. In 1971 the 4004 was Intel's first microprocessor. This breakthrough invention powered the Busicom calculator and paved the way for embedding intelligence in inanimate objects as well as the personal computer. Then in 1974 the 8080 became the brains of the first personal computer--the Altair, allegedly named for a destination of the Starship Enterprise from the StarTrek television show. Computer hobbyists could purchase a kit for the Altair for $395. Within months, it sold tens of thousands, creating the first PC back orders in history. In 1989 the 486TM generation really meant you go from a command-level computer into point-and-click computing. I could have a color computer for the first time and do desktop publishing at a significant speed," recalls technology historian David K.Allison of the Smithsonian's National Museum of American History. The Intel 486TM processor was the first to offer a built-in math coprocessor, which speeds up computing because it offers complex math fu nctions from the central processor. Then in 1993 the Pentium ® processor allowed computers to more easily incorporate "real world" data such as speech, sound, handwriting and photographic images. The name Pentium ®, mentioned in the comics and on television talk shows, became a household word soon after introduction. In 1999 the Pentium ® III XeonTM processor extends Intel's offerings to the workstation and server market segments, providing additional performance for e-Commerce applications and advanced business computing. The processors incorporate the Pentium ® III processor's 70 SIMD instructions, which enhance multimedia and streaming video applications. The Pentium ® III XeonTM processor's advance cache technology speeds information from the system bus to the processor, significantly boosting performance. It is designed for systems with multiprocessor configurations. Intel has only one competitor, and it is a multinational corporation with offices based in over 10 countries. In addition, the company employs 64,500 people, and its annual net income in 1998 was 26,273,000,000 dollars.

Toyota (target costing)

Toyota Motor Corporation started as a subsidiary of the Toyota Automatic Loom Works, Ltd. It was founded in 1937 as the Toyota Motor Company, Ltd. It changed its name to the Toyota Motor Corporation in 1982 when the parent company merged with Toyota Sales Company, Ltd. In 1 993, Toyota Motor Corporation (Toyota) was Japan's largest automobile company. It controlled approximately 45% of the domestic market. Its next largest Japanese competitor was Ionians, with approximately 25% market share, followed by Honda and Mazda, which together represented about another 20%.The remaining 10% of the domestic automobile market was made up of several domestic manufacturers, including Issue, and several foreign competitors, such as Mercedes Benz and the â€Å"big three† American firms: General Motors, Ford, and Chrysler. The domestic and world automobile markets were characterized by Intense competition. Models were brought out rapidly despite their high development costs. Fractions of a pe rcentage of market share were often viewed as representing the difference between success and failure.No Globalization Over the years, Toyota had evolved into a global firm. In 1993, a considerable part of the firm's overseas markets were serviced by local subsidiaries that frequently designed and manufactured automobiles for local markets. For example, local plants produced almost one-third of the vehicles sold in the North American market. These vehicles were produced in three plants, one in Kentucky, another in Ontario, Canada, and the New United Motor Manufacturing Inc. (MINIMUM) Joint venture plant with General Motors.These plants produced approximately 400,000 vehicles per annum, including 220,000 Camera, 170,000 Corollas, and the remainder being pickup trucks. Production volumes for pickup trucks were expected to increase to approximately 100,000 in the next Professor Robin Cooper of the Peter F. Trucker Graduate Management Center at The Claremont Graduate School and Professo r Take Tanana of Tokyo Aziza University prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.Copyright 1997 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means-?electronic, mechanical, photocopying, recording, or otherwise-?without the permission of Harvard Business School. This document is authorized for use only by Lingua Wang at Chinese University of Hong Kong until May 2013.Copying or posting is an infringement of copyright. [email  protected] Harvard. Du or 617. 783. 7860. 197-031 few years. In 1994, the firm expected to begin exporting vehicles from North America to markets such as Japan and Taiwan. In addition to automobiles, the firm also manufactured and sold forklifts. Toyota controlled 70% of the forklift market in the United States. The same commitment to local manufacture and control was apparent in Toast's other major overseas markets. In Europe, two new UK plants began producing to reach 100,000 by 1995 and 200,000 units before the end of the century.Altogether, Toyota vehicles were either manufactured or assembled in more than 20 nations. These local manufacturing facilities provided Jobs for nationals and business for local supplier firms. The relative importance of the international supplier business to Toyota was increasing. In 1992, for example, Toyota purchased locally approximately 70% of its parts requirements (or $5 billion) for its North American operations. The other 30% was imported from Japan, but this percentage was expected to decrease over time. By 1994, Toyota expected to purchase $6. Billion of parts from local suppliers worldwide and import $2. 9 bi llion for domestic use. Supplier Relationships Product design was also international in scope. Salty Research, Inc. , a Toyota subsidiary formed in California in October 1973, was responsible for the body styling ND interiors of new models scheduled for production in North America. The design styling for European markets was coordinated from the firm's design and technical centers located in Brussels. Third-party suppliers were responsible for approximately 70% of Toast's parts and materials.In particular, the cost and quality of third-party supplied parts was considered critical to the firm's success. In recent years, Toast's expansion into international production had required increased interaction with non-Japanese suppliers to raise their efficiency and quality to the same level as that of Toast's Japanese suppliers. Etc To help non-Japanese supplier firms manufacture acceptable parts, Toyota had developed programs to transfer Japanese manufacturing techniques. At the heart of t hese so-called design-in programs was Joint work by suppliers and Toyota engineers on new components.This Joint work began in the early stages of the vehicle- development process, because prospective suppliers cited a lack of involvement in the early stages of vehicle design as an obstacle to winning business in highballs components. In a typical design-in program, several designers competed for a part interact; the firms were evaluated on the prices bid, the technology applied, and their performance. The winning firm was granted a contract for the life of the model. When the next model was developed the contract was once again thrown open for bidding.By 1993, more than 120 U. S. Suppliers had participated in design-in programs and firms were involved in such programs but had yet to sign contracts for parts. A similar program was in place in Europe. Toyota engineers also helped its overseas suppliers to adopt the Toyota Production System. Many Toyota overseas suppliers had now succe ssfully implemented modified erosion of the Toyota Production System. The system contained four key elements: just-in-time production, Kanata, total quality management, and multi-functional work teams.Just-in-time production avoided the build up of excessive work-in-process inventories and increased the firm's ability to respond quickly to customer demands. Kanata was the driving force behind KIT, tying production closely to customer demand. Total quality management ensured high-quality products and minimized the risk that the reduced levels of inventories would lead to stock-outs because of poor-quality components. Finally, multi-functional workers, capable of performing several tasks, dealt with the increased complexity of the production process. 2 Cost Planning Cost planning at Toyota worked to reduce product costs at the design stage.Toyota first set its cost planning goals and then set out to achieve those goals through aggressive design changes. To correctly assess the gains m ade, the exact amount of cost reduction achieved through design changes was estimated after excluding all other factors that affected costs, such as increases in material and labor prices. The measurement process started with cost tables that helped engineers estimate he current cost of existing models. These cost tables were kept up-to-date for changes in material prices, labor rates, and production volume levels.The updated production volumes helped determine both depreciation and overhead charges that would be allocated to the new model. Comparison of this estimated cost to the vehicle's target cost gave the desired level of savings, or cost-planning goal, as it was called. At the profit-estimation stage, also referred to as the â€Å"target cost-setting stage,† Toyota calculated the differences between the costs of the new and current models, strutted the appropriate portion of the cost-reduction goal to the design divisions, and then assessed the results.Profit targets f or the life of the new model were also calculated as differences between estimates and targets. This process constituted the essence of budget control at Toyota. Toyota clearly specified cost reduction goals for each control unit to ensure that the company's overall goals were attained. Target Costing Toyota invented its target costing approach in 1959. Although many major manufacturers in Japan use target costing, Toast's system is the oldest and insider by many the most technically advanced.While the idea of systematic cost reduction had existed at Toyota since it was founded, the process was first codified in the mid-sass, when the firm set itself the objective of producing a $1,000 car. Existing cost estimation played a role in target costing, but there are differences between the two. First, cost estimates relied upon existing standards while target costs were adjusted for any future savings due to design changes. Second, cost estimates had a horizon of six months while the hor izon for target costs was the time engaging until the launch of the new product.Target costing brought the target cost and the estimated cost of a product into line by better specification and design. Toast's target costing system was designed not simply to estimate the cost of new products but to enable a product to attain its profit targets throughout its life. Product Planning Toyota used two broad categories of product development, one for completely new types of automobiles and the other for changes to existing models. The development of an entirely new model, such as the Lexus, was relatively unusual.Most of the reduce development projects focused on modifications to existing models. Japanese passenger cars usually underwent major model changes every four years. However, recent industry trends suggested that the period between full model changes may The firm used target costing primarily to support model changes, though the same general cost control procedures were applied to the design of entirely new vehicles. Cost estimates for new vehicles involved a greater degree of uncertainty than for model changes. 3 A model change began with a proposal from chief engineers for development of a new model.The proposal usually included: Specifications such as size (length, width, wheelbase, and interior space), weight, mileage, engine (type, displacement, and maximum power), transmission (gear and moderation ratios), chassis (suspension and brake types), and body components; Development budget; Development schedule; and Retail price and sales targets. New models basically maintained the same product concept as their predecessors. Styling was not specified at this stage; usually no more than a vague image was mentioned. Most of the cost incurred in any model change was for prototyping. Retail Prices and Sales Targets oodles.The retail price remained the same unless a change in function or performance altered the perceived value of the vehicle in the eyes of the cus tomer. In theory, therefore, prices changed as the perceived value of the vehicle changed. Formula for List Price of a New Model The selling price of a new car model was composed of the selling price of the equivalent existing model plus any incremental value due to improved functionality. For example, adding air conditioning to the standard version of a model would increase its price by the value of air conditioning as perceived by customers.The incremental value of a new model was determined by analyzing market conditions. Because the automotive industry was mature, most new features already existed in some form on other models. For example, if air conditioning was to be included in the standard version, its added value was determined using the list price of optional air conditioners for other models. In the unlikely event that no equivalent option existed, then the firm's design engineers and market specialists would estimate how much customers were willing to pay for the added f eature.The price increase for an added function did not always equal its selling price as a attendant option. The incremental price for an increase in functionality might be lowered because of the firm's strategy for the vehicle and because of competitors' pricing strategies. As functions were added to the standard version, Toyota increased the selling price until it reached the upper limit for that class of vehicle. When this limit was reached, the only potential benefit from adding functionality was increased sales.Because new models were introduced some four years after the design project began, Toyota delayed setting the functionality of the standard version as long as possible. Therefore, the target price and margin for a new model, and thus the associated target unit price, were set quite some time before product launch. The exact functionality of the standard version was set only when factors such as competitive offerings, foreign exchange rates, and user demand were better u nderstood. Changing the functionality of the standard version increased the probability that the new model would achieve its 4 desired level of profitability.Similarly, the actual selling price was not fixed until Just before product launch. Delaying these two critical decisions reduced significantly the uncertainty faced by the firm. For example, suppose the incremental value assigned to an air bag in the US market was $450 but the competition had set it at $700. In this case, Toyota might increase its price by the difference. Similarly, if the competitive prices were lower, Toyota would drop its prices to match. The sales division proposed anticipated production volumes based upon past sales levels, market trends, and competitors' product offerings.The sales division typically proposed a figure that was considered safe (I. E. , achievable), based upon the model's current sales level. Optimism was restrained in favor of realistic goals. Development Plan Assisted by engineers in the design, test-production, and technical divisions, a chief engineer drafted the development plan for the new model and then led the development project. Well over a hundred engineers from the various divisions worked with a chief engineer on a typical project, but since they belonged to different divisions, probably only about a dozen people reported directly to the chief engineer.In this sense, the chief engineer was more a project leader than a supervisor of product development. The chief engineer coordinated the design process at the design divisions, which were relatively autonomous; the chief engineer was expected to develop a â€Å"concept† for the new vehicle that spanned multiple design divisions. Toyota considered the tensions created by this matrix approach beneficial to the creative design process and worth any conflict that might arise. Toyota set the cost-planning goal based upon the product plan and the targets for the product's retail price and production volum e.Because an estimated price had the expected profit from product sales over its production life (usually, four years). The product's target cost was the unit cost upon which the profit target was based. Calculating Target Profit and Target Cost Toyota calculated the lifetime target profit for a product, such as the Celiac, by multiplying the target sales volume by the model's return on sales (or, as it was known at Toyota, profit ratio of sales). Toyota set the sales profit ratio with reference to the corporation's long-term target profit ratio.Estimated cost was determined from the firm's cost tables. Estimated profit was calculated using this figure. Estimated profit was less than the target profit because the target cost included the estimated cost savings due to value engineering and other cost reduction activities. The difference between target and estimated profit was the amount to be cut from costs through cost planning. The cost-planning goal was obtained by subtracting the estimated total profits from the target profits.The goal of cost planning was to determine the unit profit needed to achieve the profit target, and thus the amount to be trimmed from the new product's cost through cost planning activities. Estimated profit equaled the retail price minus the estimated cost per unit times the production volume. As cost reduction activities were implemented, the product's estimated costs decreased. If the goal was achieved, the target cost and expected cost became equal, as did the expected and target profits. Estimating Difference Costs Rather than adding together all of the costs for a new model, Toyota added the determined at the major function level. Thus, cost planning could begin even before blueprints for the first test model were drawn. Also, estimating the total difference instead of the total cost tended to be more accurate because the typical new model was heavily based upon existing designs. Trying to estimate the cost of a new vehicle fro m scratch would, in management's opinion, introduce more errors than using existing data and modifying it accordingly. And it helped the related divisions understand cost fluctuations. The approach was more helpful to the design divisions because it highlighted the areas of the new model that were different from existing designs. New designs required most of the work in the design divisions. Thus, the estimated cost of a new model was the cost of the current model plus the cost of any design change. Thus, for every increment in the functionality of a new del there was an estimated incremental price and cost.This approach allowed the firm to measure the incremental profitability of each new function it built into a new model. A full model change required many design modifications. Consequently, the cost of the design change was broken out into the costs of a number of different design modifications. The design team analyzed each modification and assigned it an estimated cost. The sum of these cost estimates had to equal the cost planning goals for the new model. Estimating differences helped clarify the cost-planning goal and wowed accurately how much was accomplished through cost planning.Cost planning focused on new model design. Its effectiveness was measured as the amount of cost reduction achieved through design. Therefore, other factors that affected cost, including wages and fluctuations in indirect costs incurred by related divisions, had to be eliminated from overall cost reduction in order to identify the portion due to cost planning. By fixing the cost of the current model and calculating the differences between the current and new models, Toast's system dealt only with cost changes resulting from changes in design and production volume.Without actual drawings for the new model, the estimate often began with Just an idea. Since rough sketches provided by the design division were often the only sources of information, estimates were made under the gui dance of the cost planning division rather than the accounting division. Toast's 20 design divisions designed each major function of the new vehicle, including the engine, transmission, air conditioner, and audio system Because the people at the design and cost planning divisions had the latest in-house

Analysis of John Howard Griffin’s “Black Like Me” Essay

John Howard Griffin’s research should undeniably be considered sociological. He began with a theory, if he became black he could help understand the difficulties between races as both a white man and a black man in the south and with this knowledge develop a means to bridge the gap. With this information he developed a micro-theory, trying to explain a limited part of human behavior; why is there hate among blacks and whites? He collected his data in a process of explanatory research. He needed to test his theory in order to elaborate existing explanations. He gathered all his data and went through all research methods in the hopes of explaining his theory. He followed the research process; developed a question, took into account what would be needed to answer the question, decided how to get this and conducted it as ethical as a black-white southerner could. He used a meta-analysis in examining the information. Griffin improved the description of the relationship while developing explanations for the cause of such activity and aimed to advance research in this area by gathering new knowledge. Finally, when he gathered all his information he released it to the mass media. Although it takes the form of a journal it should still be considered sociological research. The diary method is, in fact, beneficial. Instead of conducting a cross sectional form of research in which information is gathered at one particular time, Griffin, using the diary, conducted a longitudinal study. With such a study change can be identified and a broader understanding will develop in the hopes of answering the research question. Of coarse when such a research method as a diary is used questions arise as to its validity and reliability. It can be assumed that the reliability of Griffin’s work is quite substantial. He had an insider perspective due to his covert observation and participant observation. His information was derived from a large population across more than one state, while still focusing on the southern parts of America. All the persons mentioned in the diary shared the same belief; whites were limiting the black potential. Then it must be asked whether the diary was biased or not. Since it was, in reality, a diary, the information published could be selective. This then questions the validity of the  research. There is no doubt that Griffin had opinions on the topic before it was investigated. However, the research was also very generalizable. This should help to alleviate many of the doubts towards the ethics of the means of research. Since human behavior is very complex it is difficult to narrow down the independent variable. All doubts on validity aside, the research was conducted in a meth od of sociological nature. It was a combination of participant observation, covert observation and unstructured interviews. For example, Griffin had conversations at the YMCA with other black men, or on the bus between New Orleans and Mississippi. These weren’t done with an outlined set of questions; they were conducted by way of one oppressed African-American to another. In conducting his research in such an unobtrusive manner Griffin helped the media identify the setting, the human and social environment, their activities and behaviors, and non-verbal communication. In this method Griffin wasn’t looking to prove causality, rather looking to support his argument in hope for change. With all this taken into account it can be summarized that Griffin followed the research process and used sociological methods. Norms are generally defined as an aspect in society in which an expected behavior binds a certain group of people. However, norms can be applied to many different areas. It can mean placing a set standard for achievement on a certain communal grouping based on the accomplishments of the average person from that grouping. It can also mean a characteristic that is representative of a social group. Or norms can be considered a common practice, belief or custom . However when dealing with norms it must be understood that they apply differently depending on the context of the situation. Much like social norms vary from legal norms. Social norms were the predominant force Griffin encountered throughout his research. Although legal norms played a particular part, judgment was based on the structures of mutual belief, not necessarily judicial. For example, the â€Å"whites† of the southern United States were holding the assumption that the â€Å"blacks† were sexually demented and intellectually impaired (Griffin, 1962: p. 114). The southern white majority assumed that African-Americans were so open about  their sex lives that they even performed activities in the streets and in front of children. They also believed that the blacks wanted white woman sexually and that due to their lack of education all they knew was their natural instinct to reproduce. They assumed this behavior to be applicable to all African-American men. As Griffin tries to explain, he can find no inferiority amongst the blacks; â€Å"These characteristics don’t spring from whiteness or blackness, but from a man’s conditioning† (Griffin, 1962: p. 92). Role taking is a critical part of fostering any sober understanding of a relevant society. It involves looking at things from a different viewpoint. This assists us in understanding how different groups perceive us. We have to know what we look like through others eyes. In order to achieve this we must first understand their mind frame. John Howard Griffin goes through great lengths to achieve this. He understands that it is practically impossible for him to fully comprehend what life is like for a black man, while being a white man in the southern United States. Thus he undergoes pigment therapy that redefines his life. Griffin darkens his skin in order to appear as though he were a black American, in the hopes to achieve an unbiased account of African-American life in the deep south. By infiltrating the seemingly distinct society and adapting to the practices of that society Griffin has undergone role taking. When in New Orleans, Griffin’s first area of research as a black s outherner, he quickly learns of the limitations enforced only by the fact that his skin color was different. By becoming the minority studied, Griffin was not only able to study, first hand, the accounts of racism, but he was also able to emotionally attach himself to the African-American society. Alienation is the separation between â€Å"parts or the whole of the personality and significant aspects of the world of experience.† This term can have many meanings depending on the situation and for whom it is intended. In terms of Griffin’s book, alienation was the physical segregation and the emotional feeling of inequality and unequal opportunities based on skin color. Alienation was evident throughout Griffin’s experiences. Separate waiting rooms at bus stations, separate washrooms and fountains, isolated living  areas, the inability to purchase food and drinks at certain stores, the inability to rest in certain areas, unequal job and education abilities, all formed the feeling of alienation. (Griffin, 1962: p. 92) Griffin realized that this division, both physical and emotional would have to be overcome in order to attain a greater appreciation as a race. Griffin and many blacks alike thought education was the key to destroying the norm of alienation. â€Å"Equal job opportunities†¦ That’s the answer to much of the tragedy of our young people† (Griffin, 1962: p. 44). According to Griffin there were two problems that caused this alienation and lack of motivation to change, they were: the discrimination against the Negro and his discrimination against himself (Griffin, 1962: p. 45). According to Griffin then, it was not only the fault of the whites that the blacks were in the situation they were, it was partly the fault of the blacks as well. Stereotypes are formed when the characteristics of a certain group of people are based on the generalized characteristics of a few. They are most often used to simplify that which we have difficulty understanding, in order to make it more predictable. As W.I. Thomas taught, what we believe to be true will be true in its consequences. Throughout history racial stereotypes have always existed. Perhaps, though, the most dominant stereotypes have been placed against African-Americans. They have been thought of as uneducated, immature, unmotivated, criminal, violent and sexual predators. However, as Griffin points out, the sins the whites commit are the same as the blacks. Except for the fact that blacks are deprived of the â€Å"pleasures of the spirits†. They feel like a lesser person so in order to acquire that feeling of accomplishment and manhood they engage in such activities (Griffin, 1962. p. 91-93). After all, it is the white man who, all through the book, is intrigued by the sexual natures of the black race. It is the whites who hire black prostitutes and it is the whites who violently punish the blacks. Not only are the stereotypes revealed, they are identified as completely illegitimate. In one instance on a bus in New Orleans Griffin attempted to offer an elderly lady a seat by indicating with his eyes that there was an empty one beside him. He thought she would be sympathetic, however she disrespectfully replied, â€Å"What’re you looking at me like that for?† Implying that there were sexual desires instead of kindness behind his offering  (Griffin, 1962: p 25). Reductionism in sociological research places limits on what can be considered as causes when attempting to explain a range of human behavior. Griffin may have been affected by reductionism due to the fact that he was writing a sociological paper. As a result he may have focused on such limited topics as norms, stereotypes and alienation. An economist, however, may have looked at the economic prosperity in the south compared to other parts to explain the racial tensions. Perhaps even the government would be to blame for enforcing racism through propaganda and unequal laws. A biological reductionism would be trying to reduce the problem down to the genes of the human being or as a revolutionary process. In order to achieve a full understanding of the situation, all accounts should be measured, not only those which apply to a specific field. Therefore, the validity and reliability of the research can be questioned. For example, in Griffin’s book, he focuses only on the stereotypes of society, not where they come from. He doesn’t attempt to answer why whites feel hatred towards the blacks, only that it exists. Perhaps the underlying problem is purely situational. The south is known for its farms and small communities, but does this problem exist in the larger cities throughout North America? And if it doesn’t, why not? If it doesn’t exist than it is strictly environmental. Griffin mentions that there are those people who are not actually racist, but they fear showing any sympathy towards another race. What causes this fear? There must be some form of pressure from somewhere that causes this racism. All these questions must be answered in order to truly define the problems between African-Americans and Caucasians. Griffin did a fine job in writing the introduction to racism, however he left the body blank.

New Deal Section a essays

New Deal Section a essays EXPLAIN THE MAIN FEATURES OF THE NEW DEAL. The New Deal was a series of laws passed by Roosevelt to solve the problems caused in the USA by the Depression. The USA was out of work and almost everyone lost their life saving money and there was no way to achieve it back. A lot of people were also starved during this period. There were four main features of the New Deal. One of the features was to get people back to work and so job creation schemes were set up. The PWA- public works administration to build schools, roads and bridges. The WPA was also set up- public works administration; this was to help on farms and the photography unit. The second main feature of the New Deal was to make people more secure and to protect their savings and property. The Emergency bank act was set up and this closed all the banks. There was also a system to regulate the banks so that the practices that had lost people their savings couldnt happen again. The third main feature was to provide relief or those in trouble, sick, old and unemployed. The Federal Emergency Relief Organisations was really helpful to those listed above, they spent $500 million on soup kitchens, blankets and temporary shelters for the homeless. The last main feature of the New Deal was to get American Agriculture and Industry back on its feet. The AAA- Agricultural Adjustment Act was a group who allowed quotas for crops to keep up prices. Also the NIRA-National Industrial Recovery Administration was set up to improve working conditions in factories. The NIRA also helped with mortgages and they made up laws to help employees. All of these measures were to deal with the problems of the Depression and restore USA to the richest and most powerful country in the world. ...

The Biography of Irene Parlby

The Biography of Irene Parlby Born in England to a well-off family, Irene Parlby never planned to be a politician. She immigrated to Alberta and with her husband became a homesteader. Her efforts to help improve the lives of rural Alberta women and children led her into the United Farm Women of Alberta, where she became president. From there she was elected to the Legislative Assembly of Alberta and became the first woman cabinet minister in Alberta. Irene Parlby was also one of the Famous Five Alberta women who fought and won the political and legal battle in the Persons Case to have women recognized as persons under the BNA Act. Birth: January 9, 1868, in London, EnglandDeath: July 12, 1965, in Red Deer, AlbertaProfessions: Womens rights activist, Alberta MLA, and cabinet ministerPolitical Affiliation: United Farmers of AlbertaRiding (Electoral District): Lacombe Causes of Irene Parlby For most of her career, Irene Parlby worked to improve the rights and welfare of rural women and children, including improving their health and education. The Career of Irene Parlby Irene Parlby was president of the United Farm Women of Alberta from 1916 to 1919.She was a member of the Board of Governors of the University of Alberta and helped form policies for the faculty of extension, which provided educational materials for rural communities.Irene Parlby was first elected to the Legislative Assembly of Alberta in 1921.In 1921 Irene Parlby was appointed Minister without portfolio, the first woman to become a cabinet minister in Alberta. She was the second woman to become a provincial cabinet minister in Canada.As a cabinet minister, Irene Parlby established traveling medical clinics and was a proponent of distance education.Irene Parlby introduced the Minimum Wage for Women Act in 1925.Irene Parlby was one of the Famous Five in the Persons Case which established the status of women as persons under the BNA Act in 1929.She was Canadian delegate to the League of Nations in 1930.Irene Parlby retired from the Legislative Assembly of Alberta in 1935.In 1935 Irene P arlby became the first woman to be awarded an honorary doctorate of law from the University of Alberta.

Test the Expert Experiment Using the Sequence Generator Case Study

Test the Expert Experiment Using the Sequence Generator - Case Study Example The use of Random Sequence Generator as a valid randomization method requires maintaining the same conditions like temperature and size when preparing and serving the two samples not to have an effect on the test subject (Sharpe, De Veaux &Velleman, 2014).Independence of Trials Each trial of the experiment must be independent and an outcome of one trial should have no effect on the conclusion of the following trial. This aspect will bring validity to the statistical analysis of the experiment. Measures to influence the legitimacy of the test include running multiple tests with the practice subject to ascertain any faults in the process. The faults may cause poor results or incapacity of the test subject through fatigue or any other way. Rehearsal The rehearsal`s main purpose is to verify, improve or correct the experiment, and provide insight into the research in producing reliable results. The practice subject did not consume any of the samples, and no recommendations were needed to increase the potential of the experiment. The procedures and samples of the experiment were adequate to initiate the test. The critical value of the test statistic is -1.6499, the p-value is 0.005 at an alpha value of 0.05. The experiment has provided sufficient evidence to reject the null hypothesis as it is observed that H0: π < 0.5 (not an expert) indicating that the subject is statistically significantly considered an expert. Lavender is an expert in differentiating Diet Coke from Coke.

Ethical duties as an Entrepreneur (Is your good harm to others) Essay

Ethical duties as an Entrepreneur (Is your good harm to others) - Essay Example Entrepreneurship is not an exception. This paper will analyze the ethical duties of entrepreneur, arguing that one’s good does not necessarily harm others. To begin with, one might suggest that one of the most important duties of an entrepreneur which involved Ethics focuses on the necessity to think about the affect that one’s activity has on the stakeholders. Indeed, it would not be an exaggeration to suggest that one can hardly find an activity where the number of stakeholders is reduced to a minimum and entrepreneurship is surely not one of them (McFarlane, 2013, 51). In other words, it is an imperative for a person who runs a business to think about the impact that it can have on all the parties which are involved directly and indirectly. A helpful way to do so would be to create a map of all the people affected and determine the relationship between them and the business activities (Weiss, 2014, 13). One should point out that considering the impact on the stakeholders might be regarded as a characteristic feature of the modern kind of business. Indeed, in the previous times economic world in general as well as entrepreneur s in particular was primarily concerned with the profitability of the enterprise, the security of the source of income and possible ways to maximize the return of investment. However, contrary to that, at the modern times people acknowledge that they might have a negative impact on the stakeholders and are encouraged to refrain for it. In other words, a good entrepreneur will be able to set up one’s business in such a way that would not harm anyone. The next important duty which should be analyzed in great detail is connected with the necessity to implement ethical decision making process. One of the most significant aspects that are crucial for understanding of this duty is the difference between morals and ethics. Thus, the former is largely considered to be a set of personal