White Oleander by Janet Fitch Essay Example For Students

White Oleander by Janet Fitch Essay â€Å"Without my wounds who was I?My scars were my face, my past was my life.† In White Oleander by Janet Fitch,the above quote perfectly describes the confusion of the main character who is desperately trying to figure out who she is in a world that has seemingly forgotten her. The main theme of this book is self-discovery. The main character, Astrid Magnussen is trying to discover herself in extreme circumstances. She is trying to survive in a world that she feels has forgotten her. She has to figure out who she is while remembering who she was. She is trying to find a place where she belongs. This story is about a girl named Astrid Magnussen. Her poet mother goes to jail after murdering her ex-boyfriend Barry Kolter. Astrid is forced into the strange new world of foster care. She is never sure how long she is going to be in each home and never sure what to expect. In each place she finds different families with new problems and different beliefs that she has previously experienced. She is shifted from place to place and family to family while learning important lessons from each place and learning to cope with all of the damage her mother’s beliefs has done to her life. Her mother can be a very cruel person. She is very possessive about Astrid and doesn’t want anyone else to get close to her and take her away. While in jail the words from her mother prove very damaging to Astrid. Her mother seems to be pleased when Astrid is unhappy. Astrid needs to learn who she is and how to make peace with her mother. She goes from place to place searching for an identity , searching for her past, and searching for the truth. We will write a custom essay on White Oleander by Janet Fitch specifically for you for only $16.38 $13.9/page Order now Believability is one of the best aspects of the book. The characters seem like they could very easily be real people with real emotions. Each one has problems that are commonly seen in today’s world. Marvel ,one of the foster mothers, is a judgmental racist. Claire, Astrid’s favorite foster mother, is in a marriage that makes her depressed, paranoid, and suicidal. Starr, the first foster mother, is a hypocrite. She goes to church every Sunday and talks about how great God is yet she is having an affair with a married man. These situations can be found just about anywhere in today’s society. The character shave real problems that people in the real world are forced to deal with everyday. Fitch uses language that is absolutely perfect for the individual circumstances. Each different place has it’s own atmosphere and each different atmosphere and living in each atmosphere are people with different accents. She writes each different accent in a way that makes the reader believe what they are reading. The imagery used is beautiful. Each different house is frequently described by the flowers and wildlife surrounding it. The apartment Astrid shared with her mother was surrounded by Oleanders ,a devastatingly beautiful yet deadly flower which Ingrid used in the poison. All of Astrid’s favorite people had gorgeous flowers surrounding them. Smells were also a very important way to describe people. Astrid’s favorite people also had very specific smells. Starr’s boyfriend Ray, who Astrid ended up having an affair with and loved very much, was always described as smelling like dope. Marvel’s black prostitute neighbor, who Astrid became good fri ends with, smelled like a perfume called Ma Griffe. Astrid’s mother smelled like violets. Claire smelled like L’Air du Temps. Music was another important way of describing people and situations. When some one over at Olivia’s there was always specific music. She listened to the older black singers like Billie Holiday. Rena, the last foster mother listened to classic 70’s rock like The Who, The Grateful Dead, and The Rollingstones. The music that everyone listened to went hand in hand with the kind of person they were. .ubffafa2e5bc5330abc40fb8101015f78 , .ubffafa2e5bc5330abc40fb8101015f78 .postImageUrl , .ubffafa2e5bc5330abc40fb8101015f78 .centered-text-area { min-height: 80px; position: relative; } .ubffafa2e5bc5330abc40fb8101015f78 , .ubffafa2e5bc5330abc40fb8101015f78:hover , .ubffafa2e5bc5330abc40fb8101015f78:visited , .ubffafa2e5bc5330abc40fb8101015f78:active { border:0!important; } .ubffafa2e5bc5330abc40fb8101015f78 .clearfix:after { content: ""; display: table; clear: both; } .ubffafa2e5bc5330abc40fb8101015f78 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ubffafa2e5bc5330abc40fb8101015f78:active , .ubffafa2e5bc5330abc40fb8101015f78:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ubffafa2e5bc5330abc40fb8101015f78 .centered-text-area { width: 100%; position: relative ; } .ubffafa2e5bc5330abc40fb8101015f78 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ubffafa2e5bc5330abc40fb8101015f78 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ubffafa2e5bc5330abc40fb8101015f78 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ubffafa2e5bc5330abc40fb8101015f78:hover .ctaButton { background-color: #34495E!important; } .ubffafa2e5bc5330abc40fb8101015f78 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ubffafa2e5bc5330abc40fb8101015f78 .ubffafa2e5bc5330abc40fb8101015f78-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ubffafa2e5bc5330abc40fb8101015f78:after { content: ""; display: block; clear: both; } READ: Diary of A Teenage Girl. Becoming Me EssayWhite Oleander was easy to read in the sense that I could understand all the words and it wasn’t about concepts that are beyond me like brain surgery or rocket science. However from an emotional standpoint, it was difficult top keep reading sometimes. Occasionally I had to put the book down and dry my eyes before I could continue reading. I loved the book because it was about life. It is an easy book to relate to. Anyone who cares about some one else can relate to and fall in love with this book.

Timeline of U.S. and Soviet Relations

Timeline of U.S. and Soviet Relations Through most the final half of the  20th century, two superpowers, the United States and the Soviet Union, were embroiled in a struggle- capitalism versus communism- and a race for global domination. Since the fall of communism in 1991, Russia has loosely adopted democratic and capitalist structures. Despite these changes, remnants of the countries frosty history remain and continues to stifle U.S. and Russian relations. Year Event Description 1922 USSR Born The Union of Soviet Socialist Republics (USSR) is established. Russia is by far the largest member. 1933 Formal Relations The United States formally recognizes the USSR, and the countries establish diplomatic relations. 1941 Lend-Lease U.S. President Franklin Roosevelt gives the USSR and other countries millions of dollars worth of weapons and other support for their fight against Nazi Germany. 1945 Victory The United States and Soviet Union end World War II as allies. As co-founders of the United Nations, both countries (along with France, China, and the United Kingdom) become permanent members of United Nations Security Council with full veto authority over the council's action. 1947 Cold War Begins The struggle between the United States and the Soviet Union for domination in certain sectors and parts of the world is dubbed the Cold War. It will last until 1991. Former British Prime Minister Winston Churchill calls the division of Europe between the West and those parts dominated by the Soviet Union an "Iron Curtain." American expert George Kennan advises the United States to follow a policy of "containment" toward the Soviet Union. 1957 Space Race The Soviets launch Sputnik, the first manmade object to orbit the Earth. Americans, who had confidently felt they were ahead of the Soviets in technology and science, redouble their efforts in science, engineering, and the overall space race. 1960 Spy Charges The Soviets shoot down an American spy plane gathering information over Russian territory. The pilot, Francis Gary Powers, was captured alive. He spent nearly two years in a Soviet prison before being exchanged for a Soviet intelligence officer captured in New York. 1960 Shoe Fits Soviet leader Nikita Khrushchev uses his shoe to bang on his desk at the United Nations while the American delegate is speaking. 1962 Missile Crisis The stationing of U.S. nuclear missiles in Turkey and Soviet nuclear missiles in Cuba leads to the most dramatic and potentially world-shattering confrontation of the Cold War. In the end, both sets of missiles were removed. 1970s Detente A series of summits and discussions, including the Strategic Arms Limitation Talks, between the United States and the Soviet Union led to a thawing of tensions, a "detente." 1975 Space Cooperation American and Soviet astronauts link the Apollo and Soyuz while in earth's orbit. 1980 Miracle on Ice At the Winter Olympics, the American men's hockey team scored a very surprising victory against the Soviet team. The U.S. team went on the win the gold medal. 1980 Olympic Politics The United States and 60 other countries boycott the Summer Olympics (held in Moscow) to protest the Soviet invasion of Afghanistan. 1982 War of Words U.S. President Ronald Reagan begins to refer to the Soviet Union as an "evil empire". 1984 More Olympic Politics The Soviet Union and a handful of countries boycott the Summer Olympics in Los Angeles. 1986 Disaster A nuclear power plant in the Soviet Union (Chernobyl, Ukraine) explodes spreading contamination over a huge area. 1986 Near Breakthrough At a summit in Reykjavik, Iceland, U.S. President Ronald Reagan and Soviet Premier Mikhail Gorbachev came close to agreeing to eliminate all nuclear weapons and share the so-called Star Wars defense technologies. Although the negotiations broke down, it set the stage for future arms control agreements. 1991 Coup A group of hard-liners stages a coup against Soviet Premier Mikhail Gorbachev. They take power for less than three days 1991 USSR's End In the final days of December, the Soviet Union dissolved itself and was replaced by 15 different independent states, including Russia. Russia honors all treaties signed by the former Soviet Union and assumes the United Nations Security Council seat formerly held by the Soviets. 1992 Loose Nukes The Nunn-Lugar Cooperative Threat Reduction program launches to help former Soviet states secure vulnerable nuclear material, referred to as "loose nukes." 1994 More Space Cooperation The first of 11 U.S. space shuttle missions docks with the Soviet MIR space station. 2000 Space Cooperation Continues Russians and Americans occupy the jointly built International Space Station for the first time. 2002 Treaty U.S. President George Bush unilaterally withdraws from the Anti-Ballistic Missile Treaty signed by the two countries in 1972. 2003 Iraq War Dispute Russia strongly opposes the American-led invasion of Iraq. 2007 Kosovo Confusion Russia says it will veto an American-backed plan to grant independence to Kosovo. 2007 Poland Controversy An American plan to build an anti-ballistic missile defense system in Poland draws strong Russian protests. 2008 Transfer of Power? In elections unmonitored by international observers, Dmitry Medvedev is elected president replacing Vladimir Putin. Putin is widely expected to become Russia's prime minister. 2008 Conflict in South Ossetia A violent military conflict between Russia and Georgia highlights a growing rift in U.S.-Russian relations. 2010 New START Agreement President Barack Obama and President Dmitry Medvedev sign a new Strategic Arms Reduction Treaty to cut the number of long-range nuclear weapons held by each side. 2012 Battle of Wills U.S. President Barack Obama signed the Magnitsky Act, which imposed U.S. travel and financial restrictions on human rights abusers in Russia. Russian President Vladimir Putin signed a bill, widely seen as retaliatory against the Magnitsky Act, that banned any United States citizen from adopting children from Russia. 2013 Russian Rearmament Russian President Vladimir Putin rearms the Tagil Rocket divisions with advanced RS-24 Yars intercontinental ballistic missiles in Kozelsk, Novosibirsk. 2013 Edward Snowden Asylum Edward Snowden, a former CIA employee and a contractor for the United States government, copied and released hundreds of thousands of pages of secret U.S. government documents. Wanted on criminal charges by the U.S., he fled and was granted asylum in Russia. 2014 Russian Missile Testing The U.S. government formally accused Russia of having violated the 1987 Intermediate-Range Nuclear Forces Treaty by testing a prohibited medium-range ground-launched cruise missile and threatened to retaliate accordingly. 2014 U.S. Imposes Sanctions on Russia After the collapse of the Ukraine government. Russia annexes the Crimea. The U.S. government imposed punitive sanctions for Russia's activity in Ukraine. The U.S. passed the Ukraine Freedom Support Act, aimed at depriving certain Russian state firms of Western financing and technology while also providing $350 million in arms and military equipment to Ukraine. 2016 Disagreement Over the Syrian Civil War Bilateral negotiations over Syria were unilaterally suspended by the U.S in October 2016, after a renewed offensive on Aleppo by Syrian and Russian troops. On the same day, Russian President Vladimir Putin signed a decree that suspended the 2000 Plutonium Management and Disposition Agreement with the U.S., citing the failure by the U.S. to comply with the provisions thereof as well as the U.S.' unfriendly actions that posed a "threat to strategic stability." 2016 Accusation of Russian Meddling in American Presidential Election In 2016, American intelligence and security officials accuse the Russian government of being behind massive cyber-hackings and leaks that aimed at influencing the 2016 U.S. presidential election and discrediting the U.S. political system. Russian President Vladimir Putin denied favoring the eventual winner of the political contest, Donald Trump. Former Secretary of State Hillary Clinton suggested that Putin and the Russian government meddled in the American election process, which led to her loss to Trump.

Listado países que piden visas a ciudadanos americanos

Listado paà ­ses que piden visas a ciudadanos americanos Los ciudadanos americanos se encuentran entre las personas del mundo que pueden viajar como turistas o por asuntos de negocios  a ms paà ­ses sin necesidad de visa. En la actualidad sà ³lo los superan en este privilegio los nacionales de Bà ©lgica, Dinamarca y Holanda. En este artà ­culo se informa sobre quà © paà ­ses piden visa a los ciudadanos americanos y cules requieren que se cumplan otro tipo de requisitos. Adems, se trata previamente de 4 asuntos muy importantes: dà ³nde obtener la  visa, casos de doble nacionalidad, sellos de entrada o salida de Israel y plazos. 3 posibles lugares donde obtener la visa En el listado que aparece ms abajo estn los paà ­ses que piden visa a los ciudadanos americanos que quieren viajar como turistas o para hacer negocios. Obviamente para otro tipo de actividades se requiere siempre visa, como por ejemplo trabajar o estudiar. Adems tener en cuenta que sà ³lo un pequeà ±o nà ºmero de paà ­ses pide que se solicite la visa en una embajada o consulado. La mayorà ­a permite que se obtenga a la llegada al paà ­s que se desea visitar o que se obtenga por internet.   Doble nacionalidad Estados Unidos permite la doble nacionalidad pero para ingresar y salir del paà ­s sà ³lo se puede utilizar el pasaporte americano, nunca el del otro paà ­s. Y esto es asà ­ en ms paà ­ses. Asà ­ que si se viaja entre Estados Unidos y el otro paà ­s del que se tiene la otra nacionalidad se va a tener que viajar con los dos pasaportes y en cada frontera utilizar el que corresponda. Se puede prohibir el ingreso y/o la salida si no se cumple con este requisito. Sellos de Israel Es muy problemtico o imposible ingresar a un paà ­s rabe si se tiene en el pasaporte el sello de ingreso o salida de Israel. Por esta razà ³n este es uno de los casos en los que Estados Unidos permite   que se solicite un segundo pasaporte vlido simultneamente. Plazos Cada paà ­s permite un nà ºmero de dà ­as o meses para los ingresos tanto con visa como sin visa. Es muy comà ºn 90 dà ­as o 6 meses, pero los hay quienes las aprueban por menos tiempo y eso hay que respetarlo. Adems, tener en cuenta matices como los espacios aduaneros como los paà ­ses Schengen. Los estadounidenses pueden ingresar por 90 dà ­as sin visa pero en el plazo de un aà ±o y se computan todos los paà ­ses Schengen. Es decir, en plazo de 12 meses no se puede estar sin visa 3 meses en Francia, 3 en Espaà ±a, 3 en Italia, etc. Los 26 miembros de Schengen son: Alemania, Austria, Bà ©lgica, Dinamarca, Eslovenia, Eslovaquia, Espaà ±a, Estonia, Finlandia, Francia, Grecia, Holanda, Hungrà ­a, Islandia, Italia, Letonia, Liechtenstein, Lituania, Luxemburgo, Malta, Noruega, Polonia, Portugal,  Repà ºblica Checa, Suecia y Suiza. Listado de paà ­ses que piden visas u otros requisitos a los ciudadanos americanos que viajan como turistas Estos son los paà ­ses que piden visa. Se incluyen naciones que en vez de visa demandan obtener antes de volar una autorizacià ³n electrà ³nica del viaje y tambià ©n caracterà ­sticas de las aduanas de determinados paà ­ses que deben ser tenidas en cuenta antes de viajar. Afganistn.  Llegar sin visa  puede llevar a la confiscacià ³n del pasaporte, a imposicià ³n de multas y a la deportacià ³n. Las à ºnicas excepciones son los estadounidenses nacidos en afganistn o los militares que llegan y salen del paà ­s en transporte militar.AngolaArabia Saudà ­. No hay visa de turista asà ­ que se tiene que obtener otra.ArgeliaAustralia.  No se precisa visado pero antes de viajar hay que aplicar por una Autorizacià ³n Electrà ³nica para viajar (ETA, por sus siglas en inglà ©s). Es similar a la ESTA que aplica Estados Unidos para ciertos paà ­ses en el Programa de Exencià ³n de Visas. El plazo de estancia que se otorga es de 90 dà ­as pero no se puede repetir dentro del tà ©rmino de 12 meses.AzerbaynBahraà ­n.Se puede solicitar una visa electrà ³nicamente en la pgina oficial del gobierno de Bahraà ­n o tramitar una al llegar a la aduana.BangladeshBielorusiaBenin.  Adems de visa es recomendable  la tarjeta WHO para probar que se ha recibi do la vacuna contra la fiebre amarilla.Birmania. eVisa por un mximo de 28 dà ­as. Butn. Sà ³lo se aprueba la visa de turista a aquellas personas que reservan un tour con una compaà ±Ãƒ ­a local.Bolivia.  Se puede solicitar en las embajadas y consulados del paà ­s andino o en sus fronteras o aeropuertos internacionales. En este à ºltimo caso hay que pagar una cuota de $160.Brasil.  La visa debe obtenerse en la embajada o en el consulado ms cercano. Al llegar a Brasil los viajeros deben completar una pequeà ±a planilla que es sellada y se le entrega al turista. Es muy importante no extraviarla ya que debe entregarse para poder salir del paà ­s. En caso de no poder entregarla ser necesario conseguir un OK de la Policà ­a Federal para poder abandonar Brasil y puede que haya que abonar una multa.Burkina Faso.  Llevar tambià ©n la tarjeta de la Organizacià ³n Mundial de la Salud (WHO, por sus siglas en inglà ©s) para probar que se tiene la vacuna para la fiebre amarilla.Burundi.Se precisa probar vacunacià ³n para la fiebre amarilla. Respecto a la necesi dad de visa, consultar antes de viajar ya que la normativa es cambiante. Cabo VerdeCamboya. Se puede obtener al llegar a una frontera o a travà ©s de la aerolà ­nea.Camerà ºn.  Visa y prueba de vacunas.ChadChina. Puede no ser necesaria la visa para viajes en trnsito por menos de 72 horas y a travà ©s de ciudades previamente designadas.Comoros. La visa se puede obtener a la llegada.Congo.  Adems del visado, llevar prueba de vacunacià ³n contra la fiebre amarilla. Tambià ©n es necesaria una carta de invitacià ³n y/o prueba escrita de reservacià ³n hotelera.Corea del NorteCosta de Marfil. Existe la posibilidad de obtener una eVisa.Cuba. Se necesita visa. Adems, antes de viajar enterarse en detalle de la limitaciones que existen para todos los ciudadanos y residentes permanentes de los Estados Unidos.  Djibouti.  Visa que se puede obtener a la llegada y prueba de vacunacià ³n frente a la fiebre amarilla.Egipto. Se puede obtener a la llegada. Adems los turistas que permanecen hasta un mximo de 15 dà ­as en los resorts la penà ­nsula de Sinaà ƒ ­ y llegan a travà ©s de ciertos aeropuertos pueden no necesitar el visado. Emiratos Arabes Unidos. A la llegada.  EritreaEtiopà ­a.   Se puede obtener a la llegada.Fiji. Se necesita sacar un permiso de visitante a la llegadaGabà ³n. eVisa y prueba de vacunacià ³n contra la fiebre amarilla.Gambia.Visado y vacunacià ³n para la fiebre amarilla.Ghana. Visa y cartilla de vacunacià ³n.Guinea. Visa y cartilla internacional de vacunacià ³n.Guinea Bissau. Se obtiene a la llegada.Guinea Ecuatorial.  Requiere que se presenten en la aduana o punto de entrada carta de invitacià ³n, vacunacià ³n, fotografà ­as, etc. Pero en la prctica no se suelen pedir.India. eVisaIndonesiaIrn. Aquà ­ ha habido un cambio en respuesta a la polà ­tica migratoria de Donald Trump e Irn en estos momentos permite viajar a los estadounidenses que tienen visa, pero no emite nuevas.IraqJordania. Se obtiene a la llegada.Kenia. eVisaKwait. eVisaLaos. A la llegadaLà ­bano. A la llegada, vlida por 1 mes.LiberiaLibia. Pasaportes con sello de entrada o salida de Israel no son permiti dos.Mali. Visa y certificado internacional de vacunas. Madagascar. A la llegada.Malawi. A la llegada.Maldivas. A la llegadaMauritania. A la llegadaMà ©xico.  Aunque no se necesita visa hay que tener presente que si se entra al paà ­s vecino por tierra y uno se adentra ms de 20 kilà ³metros o por ms de 72 horas debe tener documentos inmigratorios vlidos (Forma  Migratoria Mà ºltiple). Si se llega por mar o aire, adems del pasaporte se puede utilizar la tarjeta de pasaporte o una licencia de manejar segura (enhanced).MozambiqueNauruNepal. A la llegadaNà ­ger. Adems de la visa se requiere el certificado internacional de vacunacionesNigeria. Se puede obtener onlineOmn. A la llegadaPapà ºa Nueva Guinea. A la llegadaPakistnParaguay. Si se llega por aire al aeropuerto Silvio Pettirossi se puede pedir allà ­. En caso contrario hay que solicitarla en persona en un consulado o embajada paraguayo.Qatar. A la llegadaRepà ºblica CentroafricanaRusia.  A tener en cuenta es que ninguna persona podr salir de este paà ­s con una visa expira da. Tendr que solicitar una nueva, lo cual puede demorarse hasta tres semanas. No se necesita visado si se forma parte de un tour en un crucero y la estancia no es superior a 72 horas. Ruanda.  A la llegadaSamoa. Permiso de entrada que se obtiene a la llegada.Santo Tomà © y Prà ­ncipeSeychelles. Permiso de visitante que se obtiene a la llegada.Sierra LeonaSiriaSomalia. Se obtiene a la llegadaSri Lanka.  Se requiere o bien visa o bien una Autorizacià ³n Electrà ³nica de Viaje.SudnSudn del SurSurinam.  Se puede adquirir una Tarjeta de Turista en cualquier punto de entrada al paà ­s.Tajikistn. Se obtiene a la llegada.Tanzania. Se obtiene a la llegadaTimor. Se obtiene a la llegadaTogo. Se obtiene a la llegadaTurquà ­a. eVisaTurkmenistn.  Tuvalu.Uganda.En estos momentos se puede obtener a la llegada.  Consultar con la Embajada ugandesa ya que su polà ­tica cambia frecuentemente.Uzbekquistn.Venezuela. Estos son los requisitos para solicitar la visa.Vietnam.YemenZambia. A la llegadaZimbabwe. A la llegada A tener en cuenta Para regresar a los Estados Unidos, estos son los documentos que pueden utilizar los ciudadanos americanos.   A la hora de salir con nià ±os es muy importante evitar situaciones que pueden dar lugar a que se cataloguen como secuestro internacional, que puede pasar en casos de divorcios o separaciones nada amistosas. En todo caso, se necesita autorizacià ³n de ambos padres para sacar pasaporte para menores. A la hora de viajar puede resultar conveniente registrarse en el programa STEP, para que la embajada del paà ­s de destino envà ­e informacià ³n sobre la situacià ³n y pueda establecer comunicacià ³n en casos de emergencia. Este es un artà ­culo informativo. No es asesorà ­a legal.

The Prevalence of Plastic Surgery Among South Korean Women and its Essay

The Prevalence of Plastic Surgery Among South Korean Women and its Relation to Pop Culture - Essay Example For instance, the male-dominated society has deemed that a woman may be considered feminine if her body type is a certain way, and the feminine ideal changes through time. At the time of Lorber's writing, the fashion was for women to be small-breasted, slim-hipped and bordering on emaciated. Because that was the ideal, many women starved themselves to fit this aesthetic. The aesthetic has also popularized magazines that promised to show women how to become thinner, with such titles as â€Å"Help Stamp Out Cellulite† and â€Å"Fat-Burning Exercise Guide.† Furthermore, there are informal edicts that women must follow in order to be considered feminine. For instance, Lorber talks about how women take up much less personal space then men. When women are on a train, they make themselves as small as possible – legs pressed together, arms at their sides. Meanwhile, men splay their arms and legs as far as possible. Women also need to have supple skin that shows no signs of age, and must be kept up with expensive cremes and electrolysis. Makeup is almost required. All of this is to make the woman more attractive to men, and women feel bad when they fail to conform to the prescribed beauty ideal (Lorber, 1993). Moreover, the feminine ideal has evolved over the years towards an image of ever-unattainable perfection. The past 50 or 60 years has been marked by a changing standard of ideal beauty in society. According to Calabrese et al., the ideal has changed towards a thinner female body type, one that is unattainable by most women. This is seen in Playboy Magazine centerfold models, Miss America pageant winners and fashion models. As stated above, these ideals are... What it means to be feminine in society is often equated with an impossibly thin, tall woman with Western features. This is true even in some Asian countries, such as Taiwan and Singapore. South Korea also emphasizes the Western ideal, as it uses Western models to promote glamorous items such as lingerie, and Asian models are used to promote house-cleaning items. The message is that, to attain an ideal, you must look a certain way, and Korean women are increasingly falling into the trap. No longer content to have broad noses, full lips, broad faces and small eyes, Korean women are increasingly getting their noses and eyes Westernized. In the process, they are perpetuating oppression and patriarchy by giving into the feminine ideal set forth by the male-dominated society in which they live, for it is the men who demand the rigid standard of beauty. The Westernized Korean women are also giving up a part of themselves, their identity and the parts of themselves which makes them unique. Korean women are spending an increasing amount of money trying to attain the Western ideal. This money is not well-spent, for it perpetuates the patriarchy and oppression and causes the woman to become inauthentic and other women to feel inferior. Everybody should celebrate themselves, however they were created, and not pay attention to the images in the media, for this kind of perfection is not attainable, nor should it be.

(option 2) Essay Example | Topics and Well Written Essays - 500 words

(option 2) - Essay Example All the wars and tragedies that occurred in this century were as a result of one thing, indifference. Indifference refers to a state where a person cannot distinguish between cruelty and companion, dusk and dawn, crime and punishment, good and evil, light and darkness. Indifference is an ethical act that is mostly practiced by people who want to live normally, have fine meals, and keep their sanity, while the world around them perish in suffering. Indifference as a vice has made many people to overlook other people’s despairs and pains. In this situation, most people are only interested in striving for their own safety and success, and this makes them to avoid rude interruptions to their dreams, hopes and work. This means that, people who are indifference consider their neighbors’ despairs and pains as of no consequence to their lives. Their indifferences reduce their neighbors to abstractions. For instance, most people who have never been into the prisons are totally unaware of what happens behind the black gates. The prisoners usually perish in suffering, surviving on unhealthy food and wrapped in torn clothes. Most of them have lost their sense of self worthiness, and they are even unaware of where they are: strangers to their environment. Indifference is also an associate of enmity. This is because it usually only benefits the aggressors, but not the victims whose sufferings and pains intensifies as they fee l forgotten and abandoned. The aggressors always do not respond to the plights of hungry children, homeless refugees, and political prisoners in their cells. This makes the victims to lose hope in fighting for a brighter future by regaining their human memory. As we are moving into a new millennium, it is important for people who are still indifference to learn from the Nineteenth Century’s events that, this act is not only a sin, but it is also a punishment. With indifference, it

Topshop Transactional website Essay Example for Free

Topshop Transactional website Essay Topshop is a transactional website that specifically sells merchandise like clothes, shoes and accessories. The audience intended to shop at Topshop is varied between teenagers and middle aged women around 35 years old. As I navigated around the Site I believe that it would fulfil the needs of the audience with its wide variety of merchandise. Site Structure The homepage of Topshop is well decorated and brightly colour to obtain the customers attention. The site is also updated every week to keep the site fresh and original looking. As you can see from the screenshot above there is a list of options down the left hand side of the site navigating you to Shop products and to the different shop information. The first listing on the column is Shop by which takes the customer to the different categories of stock e. g. Fashion Tops, basic Tops, Dresses etc. Also on the main column there are a number of options to click upon Shop By When clicked upon shop by opens a new window showing the different items of merchandise a customer can purchase New Shows you the items recently added to the Topshop website and what you can purchase in the Topshop store Collections collections shows the customer the different type of styles i. e. Punk, Office etc and different types of designer that design for Topshop e. g. Celia Birtwell Topshop Boutique This option also shows you different types of designers but the designers are not house hold names but are well known e. g. Richard Nicoll and Markus Lupfer. The TEE shop the tee shop shows the different style of plain t-shirts you can purchase in every colour so that if youre looking for a simple top it will be easily found. The denim shop this includes all denim items the Topshop provide e. g. Jeans. Jackets etc TOPSHOP mini Topshop mini is a new selection on this website this consist of many various items supplied for small babies. Topshop info when this option is chose this brings the customer to whatever information they are seeking for example Return policy or Postage and Package cost. Also located in the options in the left hand side is Topshop info when clicked upon this brings the viewer to various options like Store Locator, Contact us, policies or Services and Help. Topshop site is well laid out and simple to navigate around, the Information like Privacy is straightforward to find and will make customers more relaxed about purchasing over the internet. However there are no search facilities or site map which might be a downfall to Topshop success but as you continue viewing this site the customer will realise that the site is well laid out and therefore there will be no need for these functions. The arrangement throughout the site is simple enough to follow for someone who can use computers but for a newcomer or older person this site would take a lot of time and effort to get adjusted to. The services and help are clearly marked in the Topshop site and its easy to use, simple layout of the information is well documented and is very useful. The domain name of the site is Topshop which I consider to be really memorable as it is short but appealing. As Topshop is a renowned site if entered into any search engineer e. g. Google, it will locate the site. When entered the site is quick and effortless to load which is a huge advantage also as no password is needed to enter the Topshop website any user is aloud to access it. The Topshop website is in keeping with the corporate identity and the Topshop font on the website is the same as the Topshop high street store and the corporate design on the sales bag.

Hawthorne Writing Style :: essays papers

Hawthorne Writing Style Nathaniel Hawthorne was a prominent early American Author who contributed greatly to the evolution of modern American literature. A New England native, Hawthorne was born in Salem, Massachusetts on July 4, 1804 and died on May 19, 1864 in New Hampshire. An avid seaman, Hawthorne^s father died in 1808 when Nathaniel Hawthorne was only a young child. After his father^s death, Hawthorne showed a keen interest in his father^s worldwide nautical adventures and often read the logbooks his father had compiled from sailing abroad. Hawthorne was a descendant of a long line of New England Puritans, which sparked his interest in the Puritan way of life. After he graduated from Bowdoin College in 1825, Hawthorne returned to his home in Salem were he began to write in semi-seclusion. Hawthorne published his first novel, Fanshawe in 1828. In 1839, Hawthorne was appointed weigher and gauger at the Boston Custom House. He later married Sophia Amelia Peabody in 1842. In the following years, Hawthorne wrote his more famous novels which shaped his own literary style, as well as the genres of the romance novel and short story. Eventually, Hawthorne developed a style of romance fiction representative of his own beliefs. Although Nathaniel Hawthorne^s writing style was often viewed as outdated when compared to modern literature, Hawthorne conveyed modern themes of psychology and human nature through his crafty use of allegory and symbolism. To begin with, Hawthorne^s style was commonplace for a writer of the nineteenth century. During the time period in which Hawthorne wrote, printing technology was not yet advanced enough to easily reproduce photographs in books. Therefore, Hawthorne frequently wrote lengthy visual descriptions since his audience had no other means to see the setting of the novel. (Magill:1 840). One example of such descriptions was in The Scarlet Letter when Hawthorne intricately describes the prison door and its surroundings. Another aspect of Hawthorne^s writing which was exclusive to his time period was the use of formal dialogue which remained fairly consistent from character to character (Magill:2 140). Such overblown dialogue was evident in The Scarlet Letter when the dialogue of Pearl, a young child, exhibited no difference from the dialogue of the other characters in the novel. Hawthorne adopted the use of overly formal dialogue partly from a British writer, Sir Walter Scott, whose works were popular in the United States and Great Britain (Magill:1 841). Although Hawthorne^s dialogue was overly formal, it was an accurate tool in describing human emotion (Gale). Absence of character confrontation was another component of Hawthorne^s literary style.

Background of Benjamin Franklin Essay

â€Å"The Autobiography of Benjamin Franklin† was thought by himself to be â€Å"the bold and arduous project of arriving at moral perfection†. It refers to when he was in his twenties, around 1726, he found himself jobless; penniless; in debt and suddenly a single father. He was very intelligent and he knew there was definitely something wrong in his life and he was eager to make a change. So he wrote this autobiography not only to tell his son about his life but also to improve his financial situation and to provide a model for self-improvement for anyone interested. In order to achieve his goal, Franklin developed and committed himself to a personal improvement program that consisted of thirteen virtues. Actually, Franklin found twelve virtues out of thirteen in the reading (124). And another one was from the suggestion of his friend (133). Franklin made a list of thirteen virtues as follow: silence; order; resolution; frugality; industry; sincerity ; justice; modera tion; cleanliness; tranquility; chastity and humility (125-126). The first eight virtues relate to people’s attitudes towards their daily activities and their challenges, which belongs to personal virtues . The last five virtues that Franklin stated concern one’s attitudes toward people with whom one has to be dealings, which fall into social virtues. Franklin set forth the thirteen virtues in a very practical and rational way. Simultaneously, he gave reasons for the order of these virtues (126). He put temperance at the top of the list, while humility came last. If a person can conquer temperance, such a primal urge for food or drink, he can keep a cool and clean mind to do something more important, thus making self-development in other virtues. Overall, his rational arrangement for the virtues makes each prior virtue help Franklin acquire each following virtue. In order to acquire these thirteen virtues, Franklin charted his daily progress, focusing his attention on one virtue each week, so after thirteen weeks he had completed all the virtues (127-128). Keeping track of his successes and failures in a small book, he kept it with him at all times for many years. Every night before going to bed, he would reflect and evaluate himself on what he had acquired and what he had failed. His goal was to minimize faults in his life, thus indicating he was moving toward living a more â€Å"virtuous† life free of mistakes. Although Franklin tried to follow the virtues himself, he sometimes strayed from his good intentions. The most troublesome virtue he met with was order (130-132). It was partly because Franklin’s good memory made order not as necessary. When he was young he remembered whenever he left anything. As he grew older, his memory became poorer and poorer, which caused him problems with order. Partly because he was a business man to be interrupted from the public frequently so that he could not focus on something as it was expected. Another troublesome virtue Franklin confronted with was humility (133). Virtually, Franklin was born to be proud, but he had to pretend to be humble in public so that he could establish a good social status. Though Franklin admitted in his autobiography that he often fell short, he believed the process helped make him a better man and contributed to his success and happiness (131-132). For example, temperance contributed to his long life and good health. As for persisting in Industry and Frugality, he accumulated a lot of wealth and gained a large scope of knowledge to do scientific research. All those virtues together had shaped Franklin’s very pleasant personality. Furthermore, the autobiography indicates Franklin was very intelligent. Initially, he could list out these virtues in the reading (124) and the method of virtues was very rational for people to follow(127). In all his life, Franklin had followed his plan of virtues and become a person full of virtuousness. He also set a good model for the descendants to follow and expressed his good will for them (132). As for the autobiography itself, I completely agree with his consents â€Å"the bold and arduous project.† It means that it was not easy for people to follow. But Franklin himself had proved to be very successful in many fields by following his plan of thirteen virtues. Franklin was also a very responsible person because he educated and raised his son on his own. He was passionate about science, that’s why he had made great contribution to our society, making a lot of inventions: lighting rod, Franklin’s stove and odometer, so on and so forth. The autobiography can be of great use to others. If only we descendants can follow his virtues, we can make great self-improvement in our own fields and in moral standards. I have been reckoning how Franklin made his own name? When he was twenty-two years old, he was strikingly impoverished and a single father. But by the age of forty-two, Franklin had achieved all his goals, which were not acquired by accident, but by his strong faith in his virtues. For more than twenty years, six days a week with dirty hands, Franklin had been doing the routine work in the printing house. Every night he constantly made self-criticism on what he had achieved and what he should have to acquire. If only I can follow some of Franklin’s thirteen virtues, I am definitely making great progress in my study overseas and in my future teaching career. Take the virtue order for example, it sounds so minor that we can easily neglect in our daily life, actually, searching for items for class every day is always time-consuming. If I can arrange everything in its place, I would study more efficiently and achieve much higher grades. Of course, the thirteen virtues are a good guide for me to follow. In fact, keeping track of how well I do in maintaining the virtues and having positive character traits, as Franklin did, is worth trying.

An Investigation Into the Factors Influencing the Implementation

Chapter One Introduction 1. Introduction This chapter will cover the background of the research problem, purpose of study, hypotheses, importance of the study, and the scope of the study. The chapter introduces the major concepts of the study of strategic alliances and agent banking models. 1. 1. Background 1. 1. 1 Strategic Management Process Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008).However, there seems to be an agreement as to what a strategy really means: a firm’s theory about how to gain competitive advantage. The strategic management process is a sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage (Hesterly, 2008). The first step is mission (long term purpose) definition, followed by setting of objectives, that is, sp ecific measurable targets that a firm uses to evaluate the extent to which it is realizing its mission.The next phase are the internal and external analyses, where a critical evaluation of the strengths, weaknesses, opportunities and threats is done in regard to both the internal and external environments. Once a firm establishes a sound balance between internal capabilities and weaknesses with external opportunities and threats, the management is in an informed position to select strategies that presents the best way possible to achieve the firm’s objectives. Barney (2008) categorizes strategy choices into business level strategies and corporate level strategies.Business-level strategies are actions a firm takes to gain competitive advantage in a single market and includes cost leadership, differentiation and focus. Corporate level strategies are actions a firm takes to gain competitive advantage in multiple markets and includes vertical integration strategies, strategic all iances, mergers and acquisitions. This study draws its subject on strategic alliances as a corporate-level strategy a firm may choose to achieve its broad objectives. 1. 1. 2 Strategic AlliancesA strategic alliance exists whenever two or more independent organizations cooperate in the development, manufacture, or sale of products or services. These alliances can be groped into three broad categories: nonequity alliances, equity alliances, and joint ventures (Barney, 2008). In a nonequity alliance, the cooperative relations are managed through the use of various contracts: licensing agreements, supply agreements, and distribution agreements. For instance, in the banking industry, agent banking falls under distribution agreements since agents are contracted by banks to offer banking services on behalf of the banks (C.G. A. P, 2009). 1. 1. 3 Agent Banking In a growing number of countries, banks and other commercial financial service providers are finding new ways to make money and deli ver financial services to unbanked people (Lyman, 2009). Rather than using bank branches and their own field officers, they offer banking and payment services through third parties. For poor people, â€Å"branchless banking† through retail agents may be far more convenient and efficient than going to a bank branch (C. G. A. P, 2009).For many poor customers, it will be the first time they have access to any formal financial services—and formal services are usually significantly safer and cheaper than informal alternatives. Two models of branchless banking through retail agents are emerging: one led by banks, the other by non-bank commercial actors (Lyman, 2009). Both use information and communication technologies, such as cell phones, debit and prepaid cards, and card readers to transmit transaction details from the retail agent or customer to the bank (C. G. A. P, 2009).Branchless banking through retail agents appeals to policymakers and regulators because it has the p otential to extend financial services to unbanked and marginalized communities. But it also challenges them to ask: What are the risks of these new approaches, and are they different from those of conventional branch-based banking? How should banks respond to these risks, so as to permit branchless banking with retail agents to operate safely and expand access to finance (C. G. A. P, 2009). Agency banking can be understood by examining the experience of five ioneering countries— Brazil, India, South Africa, the Philippines, and Kenya—where agent-assisted branchless banking that targets poor customers is already a reality (Kumar, 2009). Some models of branchless banking—for example, Internet banking and automatic teller machines (ATMs)—can be seen as modest extensions of conventional branch-based banking. Other models offer a distinct alternative to conventional branch-based banking in that customers conduct financial transactions at a whole range of retai l agents instead of at bank branches or through bank employees (Staschen, 2009).Agent-assisted branchless banking is relatively new. Among the countries studied, the phenomenon ranges in age from only a few months (in the case of Kenya), to a few years (in the case of Brazil and some services in India). Outside of Brazil and the Philippines, branchless banking through retail agents reaches relatively few customers with a limited range of financial services (C. G. A. P, 2009). As compared with conventional branch-based banking, both models of agent-assisted branchless banking touch on issues that lie at the heart of traditional bank regulation and supervision.One set of issues, common to both models, arises from the outsourcing of substantially all direct customer contact to a potentially infinite array of different types of retail agents (Lyman, 2009). According to F. S. D/Kenya, key issues to be considered are: authorization of agent network managers, establishment of a register of agents, review of agent licensing requirements, competition & agent exclusivity, and need for consumer protection arrangements covering agents.Coupled with the risks associated with new operational platforms, these issues are likely to be of major concern to commercial banks and may indeed hamper the implementation of agent banking. 1. 2 Problem Statement In the year 2009, C. B. K became one of the founding members of the Alliance for Financial Inclusion (A. F. I) in September 2009. Through A. F. I, C. B. K conducted a study tour of Brazil and Colombia to gain an understanding of Agent Banking. This model introduced through the Finance Act, 2009 entail the use of third parties by banks to extend their outreach cost effectively.The National Financial Access Survey released in 2009 indicates that 32% of Kenya’s bankable population remains totally excluded from any form of financial services. The Central Bank has therefore continued to promote policy solutions geared towards en hancing financial inclusion, with the introduction of agent banking being one of the initiatives. In a growing number of countries, banks are finding new ways of delivering financial services to unbanked people. The introduction of agent banking is intended to enable institutions to provide banking services in a more cost effective way which is equally cheaper to the customers (C.G. A. P, 2009). It is further intended to enhance financial access especially for those people who are currently unbanked, while giving banks an opportunity to increase their market shares (F. S. D/Kenya, 2009). Despite the strong presence of retail outlets showing interest to work with banks as agents, the adoption of this model is rather slow. Since the coming into operations of the Guidelines on Agent Banking, only six banks have applied to the C. B. K for Agent Network approval (C. B. K, 2010).Of these, only two applications had been granted approval by end of September 2010, while the other four were s till in the early stages of review. As at 30th September 2010, CBK had approved 5,892 agents of which 4,392 of these agents are telecom related with 1,500 comprising other types of enterprises. In addition, 66% of the approved agents are in the rural areas while the rest are in urban areas. (C. B. K, 2010). This study therefore seeks to find out the factors influencing the implementation of agent-banking by commercial banks in Kenya. 1. 3 PurposeThis study aims at discovering the factors behind the sluggish pace of agent banking implementation in Kenya, with emphasis on the position taken by commercial banks in Kenya towards agent-assisted banking models. The results of the study will include comprehensive recommendations to both commercial banks and the industry regulator on possible strategies of making agent banking, as an alternative service delivery channel, a success in bringing financial services closer to the poor and currently unbanked population. 1. 4 Objectives of the stu dy 1. 4. 1 General objectiveThe general objective of the study is to determine factors influencing the implementation of agent banking in the Kenyan Financial Services Sector. 1. 4. 2 Specific objectives The study aims to achieve the following specific objectives; i. To determine how consumer protection influences the implementation of agent banking by commercial banks in Kenya ii. To determine how laws and regulations influences the implementation of agent banking by commercial banks in Kenya iii. To determine how risk appetite affects the implementation of agent banking by commercial banks in Kenya iv.To find out the effect of overall business strategy on the implementation of agent banking by commercial banks in Kenya. 1. 5 Hypotheses Table 1. 1 Hypotheses sets |Set |H0 |HA | |1 |Consumer protection requirements influence the |Consumer protection requirements have no influence on the | | |implementation of agent banking by commercial banks in |implementation of agent banking by c ommercial banks in | | |Kenya. Kenya. | |2 |Unfavorable legal and regulatory guidelines on agent |Legal and regulatory guidelines on agent networks have no | | |networks affect the implementation of agent banking by |effect on the implementation of agent banking by commercial | | |commercial banks in Kenya. |banks in Kenya. | |3 |Low risk appetite influences the operationalization of |Low risk appetite has no effect on the operationalization of| | |agent banking by commercial banks in Kenya. |agent banking by commercial banks in Kenya. |4 |Lack of an elaborate business strategy on agent banking|Business strategies have no effect on the adoption of agent | | |affects the adoption of agent banking models among |banking models among commercial banks in Kenya | | |commercial banks in Kenya | | 1. 6 Scope The study will cover duly registered commercial banks in Kenya, with information being gathered preferably from the headquarters of the institutions.Respondents will be individuals hold ing managerial position related to retail banking, channels management, risk management and marketing or strategy functions. All aspects of service delivery by third party agents will form the main subject of the study. 1. 7 Significance of the study 1. 7. 1 To regulatory authorities The study will be of major use to the CBK, Central government and other oversight bodies as it will give insights on the unique attributes of the Kenyan banking sector and identification of potential problem areas in the quest of increasing financial inclusion through alternative channels.This will go along pay in guiding policy decisions that can be exploited to make banking services conveniently available all segments of the population. 1. 7. 2 To commercial Banks The study is important to Commercial bank managers since it will help them appreciate the magnitude of potential loss of business opportunities to their competitors due to lack of flexible strategic planning. The report will also produce val uable industry data that can be used by commercial banks to develop comprehensive business strategies on agent banking as key potential problem areas in the banking model will be identified and quantified. . 7. 3 To academicians and researchers The study will be a source of reference material for future researchers on related topics; it will also help other academicians who undertake the same topic in their studies. The study will highlight important relationships that require further research; this may be in the areas of relationships between firm’s performance and delivery channels’ dynamics. 1. 8 Limitations of the study This study will be confined to the headquarters of 12 Commercial Banks in Kenya.The responses given might be inadequate to make generalizations for the whole banking sector. This problem will however be averted by stratifying the population into three categories based on asset book size and market reach, and in line with the classification provided by the industry regulator, followed by random sampling. This will ensure that the sample will indeed be a true representative of the population. 1. 9 Assumptions The study assumes that consumer protection requirements, low risk appetite, cumbersome regulations and restrictive business strategies have a negative influence on the adoption of agent banking models in Kenya.The study further assumes that middle and top level bank managers in the areas of retail banking, marketing, strategy and risk management are conversant with the subject of service delivery through third party agents. 1. 10 Definitions Strategy- a firm’s theory about how to gain competitive advantage Strategic management process – sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage Strategic alliances – arrangements where two or more independent organizations cooperate in the development, manufacture, or sa le of products or servicesAgent banking – a banking model where commercial banks offer their core services through third party intermediaries Consumer protection – set of guidelines a firm/industry employs to cover its customers from any form of exploitation due to their vulnerable position in a business transaction Risk appetite – the amount of loss a firm is ready to absorb due to risk events Risk – uncertainty in the occurrence of loss or gain Reputation risk – risk of loss resulting from compromised external opinion towards a firm Operational risk – risk of loss resulting from inadequate or failed internal processes, people and systems, or from external eventsLiquidity risk – risk that an imbalance between cash inflows and outflows will result in insufficient cash reserves to meet all demands of the depositors. Chapter Two Literature Review 2. 0 Introduction This chapter presents the literature review and theories, and conceptual framework adopted in the study of strategic alliances and more specifically, the evolution of agent banking. In addition, an empirical work has been reviewed with the final presentation of conceptual and operational frameworks of the study. 2. 1 Theoretical Literature ReviewThe sections analyses current theories related to strategic management process, strategic choice, strategic alliance threats and opportunities, and their relevance in the agent banking models. Research gaps and theoretical weaknesses have also been identified. 2. 1. 1 Strategic Management Process Although most can agree that a firm’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). However, there seems to be an agreement as to what a strategy really means: a firm’s theory about how to gain competitive advantage.The strategic management process is a sequential set of analyses and choices that can increase the likelihood that a firm will choose a strategy that generates competitive advantage (Hesterly, 2008). The first step is mission (long term purpose) definition, followed by setting of objectives, that is, specific measurable targets that a firm uses to evaluate the extent to which it is realizing its mission. The next phase are the internal and external analyses, where a critical evaluation of the strengths, weaknesses, opportunities and threats is done in regard to both the internal and external environments.Once a firm establishes a sound balance between internal capabilities and weaknesses with external opportunities and threats, the management is in an informed position to select strategies that presents the best way possible to achieve the firm’s objectives. Barney (2008) categorizes strategy choices into business level strategies and corporate level strategies. Business-level strategies are actions a firm takes to gain competitive advantage in a sin gle market and includes cost leadership, differentiation and focus.Corporate level strategies are actions a firm takes to gain competitive advantage in multiple markets and includes vertical integration strategies, strategic alliances, mergers and acquisitions. This study draws its subject on strategic alliances as a corporate-level strategy a firm may choose to achieve its broad objectives. One major weakness of this framework is that it presents strategic management in a form of series while in real sense, management decisions are made within a network of closely interwoven and interrelated activities. For instance, S. W. O.T analysis is done at every stage in the strategic management process 2. 1. 2 Strategic Alliances A strategic alliance exists whenever two or more independent organizations cooperate in the development, manufacture, or sale of products or services. These alliances can be groped into three broad categories: nonequity alliances, equity alliances, and joint ventur es (Barney, 2008). In a nonequity alliance, cooperating firms agree to work together to develop, manufacture, or sell products or services, but they do not take equity positions in each other or form an independent organizational unit to manage their cooperative efforts.Rather, these cooperative relations are managed through the use of various contracts: licensing agreements, supply agreements, and distribution agreements. For instance, in the banking industry, agent banking falls under distribution agreements as agents are contracted by banks to offer banking services on behalf of the banks (C. G. A. P, 2008). The classification according to Barney (2008) is in agreement with that given by Day (1990) and gives a clear distinction between strategic alliances and mergers and acquisitions.However, other writers have questioned this classification as merger could be indeed be a form of strategic alliances involving capital. 2. 1. 3 Strategic Alliance Opportunities Strategic alliances c reate value by exploiting opportunities and neutralizing threats facing a firm. Opportunities associated with strategic alliances fall into three large categories. First, these alliances can be used to improve performance of a firm’s current operations. Second, alliances can be used to create a competitive environment favorable to superior firm performance.Finally, they can be used to facilitate a firm’s entry into or exit from new markets or industries (Hesterly, 2008). Indeed, the major reason why most firms cooperate is to increase efficiencies and open more avenues of improving firms’ performance. However, Hesterly (2008) has not clearly whether opportunities of strategic alliances attract firms or it is the business needs that compel firms to initiate alliances in the market. 2. 1. 4 Strategic Alliance Threats Just as there are incentives to cooperate in strategic alliances, there are also incentives to cheat on these cooperative agreements.Indeed, research shows that as many as one-third of all strategic alliances do not meet the expectations of at least one alliance partner (Barney, 2008). In the case of distributor agreements (nonequity alliance), the producers often evaluate the threats of the alliance using a framework of risk. The risk based approach has particularly been adopted in the financial services contracting in countries like Brazil and Mexico. (C. G. A. P, 2006) Hesterly (2008) has highlighted four issues of concern to forming strategic alliances: consumer protection, legal / regulatory implications, competitive networks, Reputational and operational risks.In addition, an organization needs to have an overall business strategy that is open to strategic linkages with other entities. Lyman (2009) has brought these threats into perspective while studying the branchless banking model in Brazil, Kenya and the Philippines. 2. 1. 4. 1 Consumer Protection And Resolution Of Grievances According to Lyman (2009), any of the foreg oing categories of risk triggers consumer protection concerns if the resulting loss falls on customers. Use of retail agents may also increase the risk that customers will be unable to understand their rights and press claims when aggrieved.Customers are protected against fraud by laws and regulations in the countries studied. But it is not always clear to customers how they will be protected against fraud when they use retail agents to conduct financial transactions. 2. 1. 4. 2 Legal / Regulatory Risks Since industry regulators have had little experience with agent banking models and are still adjusting existing rules to address them (or had yet to begin this process), some level of legal and regulatory uncertainty and ambiguity for both the banks and nonbanks (and to a lesser extent also for retail agents) has remained.Once a model becomes widely used in a country, these uncertainties and ambiguities could take on a systemic dimension if, for example, several banks with significan t operations conducted through retail agents suddenly face an unfavorable interpretation that challenges their authority to transact business through retail agents or the enforceability of related legal agreements (Lyman, 2009) 2. 1. 4. 3 Operational Risk Operational risk refers to potential losses resulting from â€Å"inadequate or failed internal processes, people and systems or from external events. For banks and nonbanks that use retail agents and rely on electronic communications to settle transactions, a variety of potential operational risks arise. For example, customers or retail agents could commit fraud, or a bank’s equipment or other property could be stolen from a retail agent’s premises. Financial loss for banks or nonbanks (and also potentially for customers) can also occur from data leaks or data loss from hacker attacks, inadequate physical or electronic security, or poor backup systems (Lyman, 2009). 2. 1. 4. 4 Reputation Risk When retail agents under perform or are robbed, banks’ public image may suffer.Many operational risks mentioned (such as the loss of customer records or the leakage of confidential customer data) also can cause reputational risk, as can liquidity shortfalls in the retail agent’s cash drawer. Moreover, reputation risk can spread from one bank or nonbank to another and take on systemic dimensions (Lyman, 2009) 2. 1. 4. 5 Liquidity Risk Retail agents, especially those that are relatively small, unsophisticated, and remote, may not have enough cash to meet customers’ requests for withdrawals and may lack experience in the more complex liquidity management required for offering financial services.To manage liquidity effectively, retail agents must balance several variables, including turnover of cash, ease of access to the retail agent’s bank account, and processing time of transactions, among others (C. G. A. P, 2008). 2. 1. 4. 6 Business Strategy Although most can agree that a firm ’s ability to survive and prosper depends on choosing and implementing a good strategy, there is less agreement about what constitutes a good strategy (Barney, 2008). According to Aaker (1998), t is usually very difficult to predict how competition in an industry will evolve, and so it is rarely possible to know for sure that a firm is choosing the right strategy and this is why a firm’s strategy is almost always a theory. However, this theory sets the tone at which competition evolution is handled in the future. For a firm to make the choice of making strategic alliances, the overall business strategy must be open to the formation of strategic linkages with other entities.This fact has been acknowledged by the Central Bank of Kenya which has directed that for any commercial bank to be allowed to offer services through third party agents, it must have an elaborate business strategy on agent banking (CBK guidelines on Agent Banking, 2010). In summary, the classification of threats in agent banking models as given by Lyman (2009) appears to be widely accepted by industry players as the framework was drawn from case studies done in the banking industry in the pioneering countries.However, the framework fails to suggest possible avenues of avoiding or at least neutralizing these threats to be used as a guideline by financial institutions which are interested in agent banking models. More research is indeed required to meet this gap if agency banking is to be the new frontier of increasing financial inclusion. 2. 2 Empirical Review The concept of agent banking has only taken momentum in the twenty first century, with Brazil being a success story of branch-less banking. Other countries where the banking approach has been implemented are South Africa, India, Mexico, Kenya and the Philippines.In Kenya, the idea of agent banking evolved from the innovations of the mobile telecommunications company, Safaricom Ltd, with its innovative and transformative mon ey transfer service, ‘M-PESA’. In 2009, the Banking Act was amended to allow commercial banks use agents in their outreach to extend the formal financial services access frontier. Three organizations have been instrumental in studying agent banking models and their contribution to the universal goal of raising financial inclusion among the poor. These organizations are F. S.D/K (Financial Sector Deepening, Kenya), C. B. K (Central Bank of Kenya) and C. G. A. P (Consultative Group to Assist the Poor). In an effort to promote financial access by the majority of Kenyans, the Central Bank and the banking sector continued with initiatives to put in place a credit information sharing mechanism which would enable individuals to use their information capital as â€Å"collateral† to access bank services. Further, the amendment of the Banking Act to permit banks to use agents in their outreach would also extend the formal financial services access frontier.In 2009, banks p ursued revenue growth strategies based on their ability to acquire new customers and cross-selling more products and services to existing customers by leveraging on technology (C. B. K, 2010). In a growing number of countries, banks and other financial service providers are finding new ways to make money and deliver financial services to unbanked people (C. G. A. P, 2009). Rather than using bank branches and their own field officers, they offer banking and payment services through third parties.For many poor customers, it would be the first time they have access to any formal financial services—and formal services were usually significantly safer and cheaper than informal alternatives. Two models of branchless banking through retail agents have emerged: one led by banks, the other by non-bank commercial actors (Lyman, 2009). Both use information and communication technologies, such as cell phones, debit and prepaid cards, and card readers to transmit transaction details from the retail agent or customer to the bank (C. G. A. P, 2009).For example, customers of Caixa Economica Federal, a Brazilian state-owned bank, could open and deposit money in a current account, make person-to-person transfers, and get loans—all using simple bankcards and card readers at over 12,000 lottery outlets, supermarkets, and even butcher shops (Lyman, 2009). In Kenya Customers could use their phone to send and receive â€Å"M-PESA,† make payments to other people and shops, and store money for future use (F. S. D/K, 2010). Branchless banking through retail agents appeals to policymakers and regulators because it has the potential to extend financial services to unbanked and marginalized communities.But it also challenges them to ask: What are the risks of these new approaches, and are they different from those of conventional branch-based banking? How should banks respond to these risks (C. G. A. P, 2009) F. S. D/Kenya and C. G. A. P have done immense research and advocacy on agent banking. Agency banking can be understood by examining the experience of five pioneering countries— Brazil, India, South Africa, the Philippines, and Kenya—where agent-assisted branchless banking that targets poor customers is already a reality (Kumar, 2009).Branchless banking represents a new distribution channel that allows financial institutions and other commercial actors to offer financial services outside traditional bank premises. Lyman (2009) has outlined two models of agent banking. One model of branchless banking—for example, Internet banking and automatic teller machines (ATMs)—can be seen as modest extensions of conventional branch-based banking. Other models offer a distinct alternative to conventional branch-based banking in that customers conduct financial transactions at a whole range of retail agents instead of at bank branches or through bank employees (C. G. A.P, 2009). This concept has introduced new risks and other regulatory issues in the industry. For regulators, the task is not to try to eliminate these risks, but to balance them appropriately with the benefits of branchless banking—including expanded outreach of financial services. Of the countries so far studied, Kenya may best reflect the situation of most developing and transition countries (F. S. D Kenya, 2010). Policymakers and regulators have greeted branchless banking with a mixture of great enthusiasm for its potential to expand access and real concern about new risks for vulnerable customers and the financial system.The case for accepting bank agents in Kenya has already been accepted by policy makers and regulators in Kenya; the question is how to regulate and supervise this (FSD Kenya. 2010). In addition, it is left to the individual banks to decide whether they will use the model to meet their strategic objectives. The Central Bank of Kenya has indeed placed a requirement for an elaborate business strategy on agent banki ng before any approval is given for agent networks. Section 2. 3. 2. f CBK guidelines on agent banking approval requires the applying institution to have a delivery channel strategy and how agents fit in the strategy, feasibility study of the global view of future operations and development of the agent business for a minimum period of three years and a business strategy for agent banking (C. B. K, 2010). According to FSD-Kenya, key issues to be considered are: review of agent licensing requirements, risk management, and need for consumer protection arrangements covering agents.These issues are likely to be of major concern to commercial banks and may indeed hamper the implementation of agent banking. The threats associated with agent banking have not gone unnoticed. Indeed most commercial banks are taking a rather conservative position regarding the implementation of agent banking model. Like F. S. D/K, C. G. A. P (2009), has identified three issues that agent banking, as a strateg ic alliance orientation, poses to both the regulator and the market players: reputational and operational risks, consumer protection, regulatory framework and business strategies at the institutional level. On its part, C. B.K has alluded that any bank wishing to operate through agents must have an elaborate business strategy on agent banking before any approval is given. 2. 3. 1 Conceptual Framework [pic] Independent Variables Dependent Variable Figure 2. 1: Conceptual framework Source: (Author, 2010) 2. 3. 2. Operational Framework: [pic] Dependent variable Independent variables Parameters Figure 2. 2: Operational framework Source: (Author, 2010) Chapter Three Research Methodology 3. 0 Introduction This chapter presents the methodology that will be used to carry out this study.Research methodology is defined as an operational framework within which the facts are placed so that their meaning may be seen more clearly. The task that follows the definition of the research problem is th e preparation of the design. The methodology of this research includes the research design, population to be studied and sampling strategy, the data collection process, the instruments to be used for gathering data, and how data will be analyzed and presented. 3. 1 Research Design In this study a survey design will be used. This research problem can best be studied through the use of a survey.This method portrays an accurate profile of persons, events, or situations. Surveys allow the collection of large amount of data from a sizable population in a highly economical way. It allows one to collect quantitative data, which can be analyzed quantitatively using descriptive and/or inferential statistics. 3. 2 Population The population of study will consist of 46 commercial banks in Kenya. Target population in statistics is the specific population about which information is desired. A population is a well defined set of people, services, elements, and events, group of things or households that are being investigated.This definition ensures that population of interest is homogeneous. Population studies, also called census are more representative because everyone has equal chance to be included in the final sample that is drawn. The target population of this study will be all the 46 commercial banks in Kenya registered under the banking act. The study will focus on the headquarters of the banks, especially risk, marketing, strategy and retail divisions since they are the most conversant with the strategic directions of the banks in regard to the subject of the study. Table 3. 1 Target Population Class |Net Assets |Population |Percentage % | | |(‘000,000’ KES) |(Frequency) | | |Large Banks |> 15,000 |19 |42 | |Medium Banks |5,000 – 14,999 |14 |32 | |Small Banks |< 5,000 |12 |26 | |Total | |45 |100 | Source: (C. B. K, 2010) 3. 3 Sample size The sample size in this study will consist of 12 commercial banks in Kenya. The researcher will involve the mar keting managers, retail banking managers, and risk/compliance managers (preferably two managers from each of the mentioned functional areas) from each bank.This means that the total respondents in this study will be 72 in number. 3. 4 Sampling technique The researcher will use stratified random sampling to select 12 commercial banks out of 46 banks. The researcher will in this case consider all the commercial banks and choose 12 of them in a manner that will make the sample a true representative of the population. The population will be stratified into three categories according to the market shares and in line with the CBK classification of financial institutions. In each class, the researcher will select a random sample so that each item in the population has the same probability of being selected as part of the sample as any other item. Table 3. 2: Sample size Classes |Respondents |Target Population (2/Bank)|Sample size (2 |percentage | | | | |respondents * 4 | | | | | |banks per class) | | |Large |Marketing/strategy Managers |38 |8 |21% | | |Retail-Banking Managers |38 |8 |21% | | |Risk/Compliance managers |38 |8 |21% | |Medium |Marketing/strategy Managers |28 |8 |28% | | |Retail-Banking Managers |28 |8 |28% | | |Risk/Compliance managers |28 |8 |28% | |Small |Marketing/strategy Managers |24 |8 |33% | | |Retail-Banking Managers |24 |8 |33% | | |Risk/Compliance managers |24 |8 |33% | Source:(Author, 2010. ) 3. 5Instruments. The researcher will use primary data (questionnaires) to carry out the study. The questionnaires will include structured (close-ended) and unstructured (open-ended) questions. The structured questions will be used in an effort to conserve time and money as well as to facilitate in easier analysis as they are in immediate usable form; while the unstructured questions will be used so as to encourage the respondent to give an in-depth and felt response without feeling held back in revealing any information.With unstructured questions, a resp ondent’s response may give an insight to his feelings, background, hidden motivation, interests and decisions and give as much information as possible without holding back. 3. 6 Validity and Reliability The questionnaires to be used are estimated to be reliable as sets of questions measuring a single concept have been groped together, resulting in a high degree of internal consistency. In addition, the instruments will be subjected to a test-retest procedure before being distributed to the main respondents. The variables have been operationalized into parameters that represent issues which are handled on a day to day basis under normal business activities in the industry being studied.Besides, the selected respondents have been drawn from personalities with knowledge, experience and influence on matters forming the subject. This will ensure that the instrument actually measures the true situation, opinions and predictions on agent banking in Kenya. A survey designed will be u sed in this study because of its strength associated with collecting data in a real life situation. In addition, the sampling technique (random stratified) and the proposition of drawing respondents from relevant divisions in the head offices of commercial banks will increase the external validity as the results could be generalized to the entire banking sector in Kenya. 3. Data Collection Data will be collected using the drop and pick method. The method is deemed appropriate as all respondents are expected to be found within a small geographical area, that is, the city of Nairobi. This is coupled by the possibility of face to face interaction with the respondents which is likely to increase the response rate. 3. 8 Data Processing and Analysis Once the completed questionnaires have been received, the raw data will be edited to ensure accuracy, completeness and consistency as well as identifying cases where a respondent may give more than one response in a question that would otherwi se generate a single answer.A codebook of questionnaire items will then be developed and used to enter responses into a computer spreadsheet which would then be imported by S. P. S. S. Data will be analyzed using a multiple regression model. This will enable the researcher to make possible predictions about the study. A multivariate regression model will be applied to determine the relative importance of each of the three variables with respect to the implementation of agent banking by commercial banks in Kenya. The regression model will be as follows: y = ? 0+ ? 1X1 + ? 2X2 + ? 3X3 + ? 4X4 + ? Where: Y = Implementation of agent banking ?0 = Constant Term ?1, ? 2, ? 3, ? 4 = Regression coefficients associated with consumer protection, risk appetite, laws & regulations and restrictive business strategy respectivelyX1= consumer protection X2= risk appetite X3= laws and regulations X4= Restrictive Business strategy. 3. 9 Presentation of Findings The findings will be presented using tab les and charts. Tables will be used to summarize responses for further analysis and facilitate comparison. This will generate quantitative reports through tabulations, percentages, and measures of central tendency. Cooper and Schindler (2003) notes that the use of percentages is important for two reasons; first they simplify data by reducing all the numbers to range between 0 and 100. Second, they translate the data into standard form with a base of 100 for relative comparisons.References Aaker, D. (1998), Strategic Market Management, Chichester, Wiley. Voll 13 pp 14 – 26 Achrol, R. S. and Kotler, P. (1999), â€Å"Marketing in a networked economy†, Journal of Marketing, (special issue). Aliouat, Boualem. (2006). â€Å"Effects of change paradigms on strategic Alliance† Montreal: pp, 26 – 84. Barney, J. B. and Hesterly, W. S. (2008), â€Å"Strategic Management and Competitive Advantage†. New Jersy, Prentice-Hall. Banking in Brazil. † World Bank Working Paper No. 85. Washington, D. C. : World Bank. http://siteresources. worldbank. org/inttopconf3/resources/363980retail0p101official0use0only1. pdf. Bengtsson, Maria & Kock, Soren. (2000). Competition in Business Networks- to cooperate and compete simultaneously†. Industrial Marketing Management Vol. 29 No. 5 pp. 411-426. Elsevier Science. Calori, R. et al. (1989). Strategic Action. Paris: Organisation Editions. Cravens, D. W. (1998), â€Å"Examining the impact of market-based strategy paradigms on marketing strategy†, Journal of Strategic Marketing. Vol. 45 No. 11 pp. 312-367. Central Bank of Kenya. (2009). Banking Supervision Annual Report, 2009: http://www. centralbank. go. ke/downloads/acts_publications/banking supervisionannualreport_2009. pdf Central Bank of Kenya. (2010). Banking Supervision Quarterly Repor, third quartert, 2010http://www. centralbank. go. e/downloads/acts_publications/banking supervisionthirdquarterreport_2010. pdf Central Bank of Kenya. (2010). Guidelines on Agent Banking, 2010 : http://www. centralbank. go. ke/downloads/acts_publications/banking agentbankingguidelines_2010. pdf Consultative Group to Assist the Poor (CGAP). (2009). Financial Access: Measuring Access to Financial Services around the World. http://www. cgap. org/financialindicators. Davis, S. M. (1984), Managing Corporate Culture, Cambridge, MA Ballinger Publishing Company. Vol. 15 No. 11. Day, G. S. (1990), Market Driven Strategy: Processes for Creating Value, The Free Press, New York, NY. The Free Press. Voll 9 No 2 Doyle, P. 1998), Marketing Management and Strategy, London Prentice-Hall Europe, Hemel Hempstead. Voll. 13 pp 42 – 48 Drew, S. A. W. (2001), â€Å"What really drives a fast company? †, Journal of Management. Vol. 65 No. 79 pp. 651-926. Elsevier Science. Financial Sector Deepening, Kenya. (2010). Regulation and Supervision of Bank Channels: Policy Options for Kenya : http://www. fsdk. com/downloads/acts_publications/ Regula tion and Supervision of Bank Channels,2010. pdf Hax, A. C. and Wilde, D. L. (2001), The Delta Project: Discovering New Sources of Profitability in a Networked Economy, Palgrave, Basingstoke. Vol. 10 No. 2, pp. 4-14. Johnson, G. and Scholes, K. (1997), Exploring Corporate Strategy,Prentice-Hall Europe, Hemel Hempstead. Vol. 7 No. 6, pp. 343-56. Lyman, Staschen, Kumar, Anjali, Ajai Nair, Adam Parsons, and Eduardo Urdapilleta. 2008. â€Å"Expanding Bank Outreach through Retail Partnerships: Correspondent Mas, Ignacio & Hannah Siedek. (2009). .Banking through networks of agents CGAP Focus Note 47. Ndungu, N. (2010). Banking Supervision Annual Report, CBK Focus Note 2009. Porter, M. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, NY. Pp 26 – 31 Porter, M. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, NY. Pp 46 – 53 Slater, S. F. nd Narver, J. C. (1998), â⠂¬Å"Customer-led and market-oriented: let’s not confuse the two†, Strategic Management Journal. Vol. 59, July, pp. 63-74 ———————– Consumer protection Regulatory issues Risk appetite Business strategy Agent Banking Implementation Grievance Handling Information Confidentiality Fraud & employee theft Reputational risk Operational risk Liquidity Risk Agent Registration Agent control & monitoring Conflict resolution Channel strategy Feasibility studies Technical Expertise Consumer Protection Risk Appetite Laws & Regulations Restrictive &'e†#(2CUVCO > business strategy Agent Banking Implementation (Number of banks)

Whats Next for Administrative and Executive Assistants

Whats Next for Administrative and Executive Assistants Over at The Effective Admin, Karen Porter has some advice for Executive Assistants and Administrative Assistants who are ready for the next big rung up the ladder.If you like providing administrative support, you may find reassurance in the predictable climb  upwards every time someone leaves or someone new is hired and needs an assistant. Or maybe you stumbled into admin work and are just happy to have a desk and a paycheck! But maybe now that youre settled and have  started to look around, youve realized youre on a conveyor belt of sorts. That can often feel too limited.What if you didnt have to follow a predefined path? What if you could develop your own path based on a 5- or 10-year plan?What this may mean is letting go of your title, or even your professional category and focusing instead of what responsibilities you want to hold a year or several years from now. Does your company have   roles that would afford you those opportunities? If not, is there any way you can stil l acquire some of those responsibilities outside of your normal job parameters, so they can translate on to your resume and make you appealing to a company that does have room for that position?Ask yourself: What kind of jobs offer  your dream work activities (and whatever benefits, perks, salaries, working conditions etc are your top priorities)? What sort of tasks can you add to your current roster- without changing your title- that will get you ready for your next move?Define your strengths, look for holes in your experience, and work to fill them. Make your own path, ladders and rungs optional!

Categories That Generate Stories for School Newspapers

Categories That Generate Stories for School Newspapers Working at a high school or college newspaper can be a great training ground for an  aspiring young journalist,  but coming up with story ideas can be intimidating. Some school papers  have editors who are full of great story ideas. but finding an assignment is often up to the reporter. Interesting stories are plentiful if you know where to look. Here are descriptions of several types of stories to trigger your search for topics. plus examples of real stories involving those topics done by college journalism students: News This category includes coverage of important issues on campus and developments that affect students. These are the kinds of stories that typically make the front page. Look for issues and developments that make a difference in the lives of students, and then think of the causes and consequences of those events. For instance, lets say your college decides to raise student tuition. What caused this action, and what are its consequences? Chances are you will be able to get several stories out of this single issue. Clubs Student-produced newspapers often report  about student clubs, and these stories are fairly easy to do. Chances are your schools website has a clubs page with contact information. Get in touch with the adviser and interview him or her along with some student members. Write about what the club does, when they meet, and any other interesting details. Be sure to include contact information for the club, especially the website address. Sports Sports stories are the bread and butter of many school papers, but a lot of people just want to write about pro teams. The schools sports teams should be at the top of the reporting list; after all, these are your classmates, and many other media outlets deal with the pro teams. There are almost as many ways to write about sports as there are teams. Events This area of coverage includes poetry readings, speeches by guest lecturers, visiting bands and musicians, club events, and major productions. Check bulletin boards around campus and the events calendar on the schools website for upcoming events. In addition to covering the events themselves, you can do preview stories in which you alert readers to the event. Notables Interview a fascinating teacher or staff member at your school and write a story. If a student has accomplished interesting things, write about him or her. Sports team stars always make good subjects for profiles. Reviews Reviews of the latest movies, plays, TV shows, video games, music, and books are big reader draws on campus. They can be a lot of fun to write, but remember that reviews dont give you the kind of reporting experience that news stories do. Trends What are the latest trends students are following on your campus? Are there trends on other campuses that your classmates might find interesting? Find trends in technology, relationships, fashion, music, and social media usage and write about them.

Enlightenment and Scientific Revolution in 18th Century Europe Essay

Enlightenment and Scientific Revolution in 18th Century Europe - Essay Example The Enlightenment and Scientific Revolution period in Europe provided a concise account that evoked a change of the mindset in many aspects of life. The revolution provided a new thinking that increasingly became the future people were anticipating. This made people disintegrate itself with the past in the endeavor to foster forward thinking that gave them more hope for the future. The impact of this revolution was that literacy increased in the form of science, philosophy, and art spread throughout Europe. This prompted people in Europe to react against paranormal, spiritual, and mystical thinking. Another impact was that the revolution enabled people to overcome the holy systems and medieval politics that ruled authoritative throughout Europe (Outram 56). The spread of literacy enabled European intellectualism that saw the merchant class rise and new systems of ruling formed. Therefore, the revolution gave rise to new economic and political systems that were further away from the G od-centered world Europe was before the 18th century. During this time, people were empowered to express strongly their beliefs that were against the traditional religion (Mokyr 9). This included notions that nature could be mastered and controlled by human beings not only by God. This further deepened the theme of secular progress in enlightenment and how it was shaping the culture and politics of the people in Europe. The emergence of political theories of the Enlightenment and Scientific Revolution was a global occurrence.