Critical Thinking Thesis Based on the Local Fashion Industry Essays

Critical Thinking Thesis Based on the Local Fashion Industry Essays Critical Thinking Thesis Based on the Local Fashion Industry Essay Critical Thinking Thesis Based on the Local Fashion Industry Essay Essay Topic: Critical Thinking Outline Topic: The fashion industry of Trinidad and Tobago. Narrowed Topic: The challenges encountered within the local fashion industry. Thesis question: Does the local fashion industry possess the vitality to triumph over its’ various challenges, and ultimately arrive at the level of the international fashion industry and hence maximise its’ success? Topic Outline1. The local fashion industry2. The challenges encountered3. The international fashion industry4. The benefits of development 5. The Solution| Sentence / Question OutlineThe current position of our fashion industry. There are numerous challenges faced by the individuals leading the industry; as well as those who would like a future in the fashion industry. At what level is the international fashion industry operating on, as compared to the local fashion industry? There are numerous benefits to be derived from the improvement of the local fashion industry. There is a need for a change in the approach to the business of fashion by those involved, in addition to the need for the future operators of the industry to â€Å"go hard† and go beyond the norm that exist in the industry today. The fashion industry is essential and moreover here to stay. Clothing is a basic need of human beings, which the fashion industry then adds creativeness too, to suit each individual’s meticulous desires, needs and style. The fashion business can be lucrative to business owners, as it is to the economy. But is the local fashion industry on this level of profitability? Is the local fashion industry capable of reaping such benefits? It’s only when we know where we are, that we can assess the situation and determine the route that we ought to go. The current leaders Peter Elias, Meiling, Claudia Pegus, Heather Jones, and Diane Hunt are self taught designers with stores and a few have websites which give information about themselves and their brand. Peter Elias has an article called ‘Trend Watch’ in the Sunday newspapers, which his advertisement usually follows. But what impact do his efforts create? Customers benefit from his clothing; he provides employment and mall owners’ benefit by their spaces being rented. Diane Hunt created the local Fashion Week, while Meiling and Claudia Pegus can be captured doing interviews for the Basia Show and other local TV channels. Diane Hunt provides employment, clothing for her target market, and the expectation of drawing more awareness to local designers through Fashion Week. But is Fashion Week marketed adequately that Trinidad and Tobago and other countries flock to see the local designers hence creating sales, or is it an event where people dress up and watch the show just for a night out? These designers don’t give out catalogues, highlight their store locations, nor do they have shopping carts on their websites for international customers or home shoppers locally to purchase. In what direction are these current leaders taking this trade to? Are these designers serious about their business or is this their lack of theoretical business education being displayed? Any business fashion manuscript tells you to be a success in this industry you need 90% business skills and 10% design skills; I am of the view that these designers appear to have only the 10% design skills. Heather Jones, Meiling and Claudia Pegus hardly if ever promote their brands. How much revenue could they possibly make with this approach to business marketing or the lack thereof? It may be seen that they don’t have sufficient funds to advertise; but is the lack of funds a viable excuse when institutions such as NEDCO, Scotia Bank and the Business Development Company offer loans to expand businesses in fashion? These established designers have better luck at approved loans as opposed to a ‘newbie’. The current leaders of the industry seem comfortable in their present position and give the impression of being somewhat non competitive, almost even laid back. Would the graduates of the UTT’s Design and Fashion Management programme now shake the present leaders out of their slumber? This may be why students have cited that designers seem threatened by their knowledge and prefer to sideline them, so as not to be put in the shade. Are these â€Å"Top† local designers really in a state of slumber, or are the challenges they face making it appear this way? These designer items are highly priced, and most citizens operate on a tight budget with little or no disposable income. This could affect these designers market share and affect their bottom line. But are these items strategically highly priced, or is it the result of challenges? These designers face higher overhead cost, as there are no fabric mills locally, and designers have to source their fabrics from overseas, then pay to ship the fabric, and pay customs taxes when it’s delivered. These charges now have to be added to the price tag of the garment, along with other operational costs. Designers also seem stagnant in extending their product lines as well because if they want to create a shoe or handbag line, they have to find an international manufacturing company, and once again pay to ship and clear these items which again would raise the proposed selling price. There is also the perception of the fashion industry of Trinidad and Tobago is not a glamorous one in which you can turn a millionaire; to the likes of Ralph Lauren. These factors pose challenges to the young people in the secondary school system that aren’t looking at the local designers as role models but instead view international programs such as Project Runway and love the thrill of the fashion industry. These young fearless minds see themselves being successful designers such as Donna Karen and others; however, parents may not understand why their children would want to do subjects such as Clothing and Textiles or Art. This industry looks unpromising in the eyes of parents with the perception that these subject choices are for slow children, or those who aren’t good in the Math, Business or Science subjects. It can be seen that there are many challenges faced by those leading the industry presently as well as those who hope to enter the industry. But can the challenges faced by the future players’ of the industry be solved if we fix the challenges faced by the current leaders? Indeed, if current leaders overcome their hurdles, be creative and industrious, a more favourable light could be shun upon the future of the industry. At what intensity is the international industry operating on, compared to the local fashion industry? When the international fashion industry is researched, the revenues made are very clear, so one can see the success level achievable, and it’s easy for one to want to be as successful as this company and work towards it. Locally on designers websites you can’t get an idea as to their level of success if so. Internationally the fashion industry is flooded with designers, who understand that if they want to stay afloat in such a busy industry, they themselves have to be busy and have a omprehensive marketing plan or strategy to enable them to stay relevant, remain profitable and most importantly, stay in business. How many local designers have ever done a marketing plan? If we search online we would see no results for local designers, but if we searched for example GAP’s marketing plan, we are sure to find their plans for several years. But is it our culture to say , I don’t need such a plan; does this show a lack of business sense? Is it our culture to just be laid back, whereas in the U. S they seem not to even have time to speak as everyone is so busy? Some might agree that it’s a culture thing, that ‘Trinbagonians don’t care whether a Sunday falls on a Wednesday’, but again it could be viewed as effects from the lack of resources locally. In the U. S a fashion house advertises online, in newspapers, in magazines, on television, on the radio, and on billboards. Locally only a few designers advertise in the newspapers. Internationally, the fashion industry sells in their country and globally as well. Local designers operate at a level which I think is alarming to anyone who is business savvy. Has it not dawned on these designers to find ways to market their collections internationally to increase sales? Do these local designers just wait for things to fall into their laps, or are they dreamers instead of go getters? No matter what good initiatives the Prime Minister takes to develop the industry, it cannot grow without these designers thinking outside of the box and making things happen for themselves. If the graduates of the UTT’s Fashion programmes with their practical and theoretical skills get into the industry with that international vigour, only then will the current fashion leaders wake up and see what they should have or could have done. Cleary it can be seen that with the current state of the local fashion industry, there is a great need for development in order to reach the full potential of the fashion industry. There should also be the inclusion of the footwear design and manufacturing programme at the UTT in order to facilitate the creation of a shoe manufacturing company in this country. Having developed the students of the programmes and more being trained in the fashion area, this would give birth to higher standards, and more innovation from the future leaders of the industry through competition, as the market would become more saturated with skilled and business savvy graduates. The youths now in Secondary schools could say that not only am I studying Clothing and Textiles and Art for CXC, but after which I shall be pursuing my Degree in Fashion Design or Fashion Management, which may fall on their parents’ ears a lot easier. Having qualified themselves in this way, they have the option of working with these designers to see how they operate and distinguish how they can operate better. Students would not be limited to working for a designer, but be able to launch their own businesses. This trickles down to creating employment and diversifying the economy. This boom would create a demand for other services such as shoe manufacturing, handbag manufacturing, garment manufacturing and even our own fabric manufacturing mill. It’s a shame that stores in Trinidad and Tobago are full of items bought from the US and a few from Margarita. Imagine how fruitful our economy would be if everything in our stores were made in Trinidad or Tobago. There is a need for a change in the approach to the business of fashion by those involved, in addition to the need for the future operators of the industry to â€Å"go hard† and go beyond the norm that exist presently in the local fashion industry. The new generation of the industry has to outshine the average standards already set in the fashion industry locally and work relentlessly towards creating a fashion industry in this country that meets the level of the international fashion trade or is great enough to even surpass it. The challenges faced by the fashion industry can be triumphed over if we want to rise above them. Nothing happens on its’ own without applying the necessary action. In order for growth to take place as the saying goes ‘you can’t know where you are going unless you know where you are’. This is the mediocre position that we are in, and if we operate with the strategies that are tried and tested by international billion dollar fashion businesses that started from scratch, only then will we be on our way to creating a Fashion industry in Trinidad and Tobago that the current leaders would not have thought ever possible or even know how to begin creating to place for Trinidad and Tobago high on the global Fashion map.

Using Blooms Taxonomy for Effective Learning

Using Bloom's Taxonomy for Effective Learning The hierarchy of Blooms Taxonomy is the widely accepted framework through which all teachers should guide their students through the cognitive learning process. In other words, teachers use this framework to focus on higher order thinking skills. You can think of Blooms Taxonomy as a pyramid, with simple knowledge-based recall questions at the base. Building up through this foundation, you can ask your students increasingly challenging questions to test their comprehension of a given material. Utility By asking these critical thinking questions or higher order questions, you are developing all levels of thinking. Students will have improved attention to detail, as well as an increase in their comprehension and problem-solving skills. Levels There are six levels in the framework, here is a brief look at each of them and a few examples of the questions that you would ask for each component. Knowledge: In this level students are asked questions to see if they have gained insight from the lesson. (What is... Where is... How would you describe?)Comprehension: During this level, students will be asked to interpret facts that they learned. (What is the main idea... How would you summarize?)Application: Questions asked during this level are meant to have students apply or use the knowledge learned during the lesson. (How would you use... How would you solve?)Analysis:Â  In the analysis level, students will be required to go beyond knowledge and see if they can analyze a problem. (What is the theme... How would you classify?)Synthesis: During the synthesis level of questioning students are expected to come up with a theory about what they learned or use predictions. (What would happen if... What facts can you compile?)Evaluation: The top level of Blooms Taxonomy is called evaluation. This is where students are expected to assess the information learned and come to a conclusio n about it. (What is your opinion of...how would you evaluate... How would you select... What data was used?) Corresponding Verb Examples Remembering: arrange, define, duplicate, label, list, memorize, name, order, recognize, relate, recall, repeat, reproduce, stateUnderstanding: classify, describe, discuss, explain, express, identify, indicate, locate, recognize, report, restate, review, select, translateApplying: apply, choose, demonstrate, dramatize, employ, illustrate, interpret, operate, practice, schedule, sketch, solve, use, writeAnalyzing: analyze, appraise, calculate, categorize, compare, contrast, criticize, differentiate, discriminate, distinguish, examine, experiment, question, testEvaluating: appraise, argue, assess, attach, choose, compare, defend estimate, judge, predict, rate, core, select, support, value, evaluateCreating: arrange, assemble, collect, compose, construct, create, design, develop, formulate, manage, organize, plan, prepare, propose, set up, write

Birthright Citizenship Research Paper Example | Topics and Well Written Essays - 1250 words

Birthright Citizenship - Research Paper Example The current interpretation was intended to reflect the population policy of the state. In the initial years of the American nation, there was inadequate work force to power development in the country. Therefore, the government adopted an approach that increased the chances of becoming American citizens. In those times, there were no requirements. In fact, even the property ownership principles were different. For example, due to the perception that America was virtually empty, the original settlers just camped on the site and then obtained the necessary paperwork. These laws have since changed to reflect the changing times. While all people who landed in America had a choice to stay and automatically become citizens, immigration laws have limited acquisition of citizenship (Lacey par 5). The only remaining aspect is birthright citizenship. There are propositions that there are better models of granting citizenship to people who live in the United States. For example, before a person is granted birthright citizenship, their parents, or at least one of them, would be required to be an American citizen. In this way, all children born to alien parents have to acquire citizenship in other ways. In this way, the issue of mothers timing their deliveries to coincide with visits to the country would no longer be a problem. At this point, it is relevant to understand the motivation behind strict control of immigration. Over the years, the American population has grown rapidly. This growth was fuelled by immigration, especially from Europe. However, the current population is exceeding the ability of the countries resources. For example, there are people who blame the presence of immigrant in the country for the poor wage structures and thus for reduced standards of living. There are many flaws to this model, but for this paper, it will be adopted because it is influential to the population policies adopted by the

Research Paper on Perfect Competion Example | Topics and Well Written Essays - 1000 words

On Perfect Competion - Research Paper Example They all sell identical products, and the seller is a price taker, not price maker† (Jain & Trehan, pp. 243). The characteristic of ‘price taker’ signifies that the price is set by the interaction of demand and supply in the industry, and no individual firm can increase or decrease the price (Jain & Trehan, pp. 243). As mentioned above, perfect competition is mainly based on certain assumptions and as such, it does not exist widely in the real world (Dwivedi, pp.294). Perfect competition is based on the assumption of ‘perfect mobility’. The model assumes that there is perfect mobility of factors of production between firms. There are, therefore, no restrictions on the movement of labor from one firm to another and there is no trade union either. In addition, no firm can control industrial input; hence, there is perfect mobility of capital as well. Another concept common to perfect competition is the free entry and exit of firms in the industry. This sh eds light to the fact that there are no legal, financial or market barrier for any firm to enter or exit the industry. Firms can choose to enter or exit at their free will. When the industry is enjoying abnormal profits, that is when the short run average cost is less than the price, and then firms enter the industry. However, when the abnormal profits are transferred into normal profits or losses, then firms leave the industry (Dwivedi, pp. 297, 298). This model makes a further assumption that there is ‘perfect knowledge’. This suggests that there is no uncertainty in the market, and information regarding the market is readily available and is free of cost. In addition, firms act independently and they do not collude with each other in any way. Furthermore, there is no government intervention in perfect competition. There are no discriminatory taxes or subsidies, government does not put up a maximum or minimum price and does not have any sort of direct or indirect cont rol. Such characteristics make this model unique (Dwivedi, pp. 297). â€Å"The demand curve of a perfectly competitive firm is horizontal; this signifies that the firm can sell as much as it wants at the prevailing market price† (Dwivedi, pp. 298-300). Any firm in perfect competition is so insignificant that it absolutely has no influence over price. The diagram is shown below. (McEachern, pp. 23-25) This characteristic of perfect competition also makes it unique in all types of market structures. In addition to that, perfect competition is used as a ‘useful benchmark’ to judge the efficiency of markets. There are two broad concepts of efficiency, allocative efficiency and productive efficiency. Productive efficiency occurs when the firm is producing at the minimum of its long run average cost curve (LRAC). This signifies that the cost is less than the market price of a certain product. In perfect competition, output is produced at the minimum of average cost in the long run. Allocative efficiency, on the other hand, ensures that producers are making the right things that consumers actually want. The market in perfect competition is left to the forces of demand and supply. These forces ensure that what the consumers want, they would get. This avoids wastage of resources. In economic technicality, allocative effi

Sopranos and the Perpetuated Mafiosi Image Essay -- essays research pa

The Sopranos and the Perpetuated Mafiosi Image A life of organized crime, fancy cars, machine guns, beautiful women, money, power and family; these are the images that have perpetuated the associations of Italian-Americans with the Mafia in film and television for decades. It is in this traditional Godfather fashion that the HBO hit series The Sopranos continues to perpetuate this stereotypical image into the 21st century. From classic films like The Godfather and Goodfellas, to miniseries events like Bella Mafia and The Last Don, to the dramatic series The Sopranos, Italian-Americans have traditionally been portrayed as gangsters and mobsters and have been seen living the lives of organized criminals. Italian-Americans and the Mafia have traditionally been linked in popular culture and The Sopranos is no exception. "It's undeniable that the dominant pop-culture images of Italian-Americans have been the mobster and the related, anti-working class stereotype of the boorish gavone" (De Stefano 32). Textually, Tony Soprano is just this. He is an Italian-American, living in a suburban New Jersey town, the head of the local Mafia family. He is anything but working class, as he is continually portrayed as the mobster dealing with "business." He is involved in murders, blackmail, illegal gambling and racketeering. Inter-textually, there are frequent references to Mafia popular culture. Tony and his gang regularly recite lines from The Godfather and refer to each other as "Donnie Brasco." Tony's relationship with his therapist parallels that of the satiric Mafia film, Analyze This and comments are made to that effect. These inter-textual references draw attention to the traditional Mafia portrayals in film and television and acknowledge the existence of this stereotypical d epiction of Italian-Americans in visual media. The producers of The Sopranos go as far as to include comedic extra-textual references, drawing upon the social commentary of ethnic stereotyping. When Tony's therapist and her family make a toast over dinner to the "20 million Italian-Americans" who have nothing to do with organized crime, we see here a representation of the opposition by Italian-Americans to the Mafia-stereotype. Sub-textually, the covert commentary within the series runs deep. Running between the lines are sub-plots dealing with family val... ...hus associates people of such ethnic descent with crime and corruption. Those in opposition of the show see it as " a buffoonish caricature of (these) people" and "an ethnic minstrel show" (Showalter 42). In line with traditional representations of Italian-Americans in visual media, the Sopranos continues a portrayal of Mafiosi and glamorized lives of crime and power. Yet, this fresh take on and old image successfully creates a window to the realistic lifestyle of a modern-day Mafia family. While this series presents a look at only a microcosm of contemporary society, it perpetuates the stereotypical association of Italian-Americans as sensationalized Mafiosi and glorifies the lifestyle of organized criminals in the 21st century. BIBLIOGRAPHY Auster, Albert. "The Sopranos: the gangster redux." Television Quarterly 31 : 4 (Winter, 2001): 34-8. De Stefeno, George. "Ungood Fellas." The Nation 270 : 5 (Feb. 7, 2000) : 31-3. Golway, Terry. "Life in the 90's." America 180 : 10 (March 27, 1999) : 6. Showalter, Elaine. "Mob Scene." American Prospect 11 : 8 (Feb. 28, 2000) : 42-3 . The Sopranos. Chase, David. HBO. 1999-2002.

Introduction to Management Science Essay

We are very excited to publish the revised thirteenth edition of a text that has been a leader in the ï ¬ eld for over 20 years. The purpose of this revised thirteenth edition, as with previous editions, is to provide undergraduate and graduate students with a sound conceptual understanding of the role that  management science plays in the decision-making process. The text describes many of the applications where management science is used successfully. Former users of this text have told us that the applications we describe have led them to ï ¬ nd new ways to use management science in their organizations. An Introduction to Management Science is applications oriented and continues to use the problem-scenario approach that is a hallmark of every edition of the text. Using the problem-scenario approach, we describe a problem in conjunction with the management science model being introduced. The model is then solved to generate a solution and recommendation to management. We have found that this approach helps to motivate the student by not only demonstrating how the procedure works, but also how it contributes to the decision-making process. From the very ï ¬ rst edition we have been committed to the challenge of writing a textbook that would help make the mathematical and technical concepts of management science understandable and useful to students of business and economics. Judging from the responses from our teaching colleagues and thousands of students, we have successfully met the challenge. Indeed, it is the helpful comments and suggestions of many loyal users that have been a major reason why the text is so successful. Throughout the text we have utilized generally accepted notation for the topic being covered so those students who pursue study beyond the level of this text should be comfortable reading more advanced material. To assist in further study, a references and bibliography section is included at the back of the book. CHANGES IN THE REVISED THIRTEENTH EDITION The thirteenth edition of Management Science is a major revision. We are very excited about it and want to tell you about some of the changes we have made and why. In addition to the major revisions described in the remainder of this section, this revised edition of the thirteenth edition has been updated to incorporate Microsoft ® Ofï ¬ ce Excel ® 2010. This involves some changes in the user interface of Excel and major changes in the interface and functionality of Excel Solver. The Solver in Excel 2010 is more reliable than in previous editions and offers new alternatives such as a multistart option for difï ¬ cult nonlinear problems. New Member of the ASWM Team Prior to getting into the content changes, we want to announce that we are adding a new member to the ASWM author team. His name is Jeffrey Camm. Jeff received his Ph.D. from Clemson University. He has been at the University of Cincinnati since 1984, and has been a visiting scholar at Stanford University and a visiting professor of business administration at the Tuck School of Business at Dartmouth College. Jeff has published over 30 papers in the general area of optimization applied to problems in operations management. At the University of Cincinnati, he was named the Dornoff Fellow of Teaching Excellence and xxvi Preface he was the 2006 recipient of the INFORMS Prize for the Teaching of Operations Research Practice. He currently serves as editor-in-chief of Interfaces, and is on the editorial board of INFORMS Transactions on Education. We welcome Jeff to the new ASWCM team and expect the new ideas from Jeff will make the text even better in the years to come. In preparing this thirteenth edition, we have been careful to maintain the overall format and approach of the previous edition. However, based on our classroom experiences and suggestions from users of previous editions, a number of changes have been made to enhance the text. Made the Book Less Reliant on Speciï ¬ c Software The ï ¬ rst eight chapters on optimization no longer use output from The Management Scientist software. All ï ¬ gures illustrating computer output are generic and are totally independent of software selection. This provides ï ¬â€šexibility for the instructor. In addition, we provide appendices that describe how to use Excel Solver and LINGO. For every model illustrated in the text we have both Excel and LINGO ï ¬ les available at the website. Prior users of The Management Scientist wishing to upgrade to similar software should consider using LINGO. This will be an easy transition and LINGO is far more ï ¬â€šexible than The Management Scientist. The documented LINGO models  (not available in MS 12e), available at the website, will aide in the transition. Excel Solver and LINGO have an advantage over The Management Scientist in that they do not require the user to move all variables to the left-hand side of the constraint. This eliminates the need to algebraically manipulate the model and allows the student to enter the model in the computer in its more natural form. For users wishing to use The Management Scientist, it will continue to be available on the website for the text. New Appendix A: Building Spreadsheet Models This appendix will prove useful to professors and students wishing to solve optimization models with Excel Solver. The appendix also contains a section on the principles of good spreadsheet modeling and a section on auditing tips. Exercises are also provided. Chapter 15 Thoroughly Revised Chapter 15, Times Series Analysis and Forecasting, has been thoroughly revised. The revised chapter is more focused on time series data and methods. A new section on forecast accuracy has been added and there is more emphasis on curve ï ¬ tting. A new section on nonlinear trend has been added. In order to better integrate this chapter with the text, we show how ï ¬ nding the best parameter values in forecasting models is an application of optimization, and illustrate with Excel Solver and LINGO. New Project Management Software In Chapter 9, Project Scheduling: PERT/CPM, we added an appendix on Microsoft Ofï ¬ ce Project. This popular software is a valuable aid for project management and is software that the student may well encounter on the job. This software is available on the CD that is packaged with every new copy of the text. Chapter 3 Signiï ¬ cantly Revised We signiï ¬ cantly revised Chapter 3, Linear Programming: Sensitivity Analysis and Interpretation of Solution. The material is now presented in a more up-to-date fashion and emphasizes the ease of using software to analyze optimization models. Preface xxvii New Management Science in Action, Cases, and Problems Management Science in Action is the name of the short summaries that describe how the material covered in a chapter has been used in practice. In this edition you will ï ¬ nd numerous Management Science in Action vignettes, cases, and homework problems. Other Content Changes A variety of other changes, too numerous to mention individually, have been made throughout the text in responses to suggestions of users and our students. COMPUTER SOFTWARE INTEGRATION We have been careful to write the text so that it is not dependent on any particular software package. But, we have included materials that facilitate using our text with several of the more popular software packages. The following software and ï ¬ les are available on the website for the text: †¢ †¢ †¢ †¢ LINGO trial version, LINGO and Excel Solver models for every optimization model presented in the text, Microsoft ® Excel worksheets for most of the examples used throughout the text, TreePlanTM Excel add-in for decision analysis and manual. Microsoft Project is provided on the CD that is packaged with every new copy of the text. FEATURES AND PEDAGOGY We have continued many of the features that appeared in previous editions. Some of the important ones are noted here. Annotations Annotations that highlight key points and provide additional insights for the student are a continuing feature of this edition. These annotations, which appear in the margins, are designed to provide emphasis and enhance understanding of the terms and concepts being presented in the text. Notes and Comments At the end of many sections, we provide Notes and Comments designed to give the student additional insights about the statistical methodology and its application. Notes and Comments include warnings about or limitations of the methodology, recommendations for application, brief descriptions of additional technical considerations, and other matters. Self-Test Exercises Certain exercises are identiï ¬ ed as self-test exercises. Completely worked-out solutions for those exercises are provided in an appendix at the end of the text. Students can attempt the self-test exercises and immediately check the solution to evaluate their understanding of the concepts presented in the chapter. xxviii Preface ACKNOWLEDGMENTS We owe a debt to many of our academic colleagues and friends for their helpful comments and suggestions during the development of this and previous editions. Our associates from organizations who supplied several of the Management Science in Action vignettes make a major contribution to the text. These individuals are cited in a credit line associated with each vignette. We are also indebted to our senior acquisitions editor, Charles McCormick, Jr.; our marketing communications manager, Libby Shipp; our developmental editor, Maggie Kubale; our content project manager, Jacquelyn K Featherly; our media editor, Chris Valentine; and others at Cengage Business and Economics for their counsel and support during the preparation of this text. We also wish to thank Lynn Lustberg, Project Manager at MPS Content Services for her help in manuscript preparation. David R. Anderson Dennis J. Sweeney Thomas A. Williams Jeffrey D. Camm Kipp Martin About the Authors David R. Anderson. David R. Anderson is Professor Emeritus of Quantitative Analysis in the College of Business Administration at the University of Cincinnati. Born in Grand Forks, North Dakota, he earned his B.S., M.S., and Ph.D. degrees from Purdue University. Professor Anderson has served as Head of the Department of Quantitative Analysis and Operations Management and as Associate Dean of the College of Business Administration. In addition, he was the coordinator of the College’s ï ¬ rst Executive Program. At the University of Cincinnati, Professor Anderson has taught introductory statistics for business students as well as graduate-level courses in regression analysis, multivariate analysis, and management science. He has also taught statistical courses at the Department of Labor in Washington, D.C. He has been honored with nominations and awards for excellence in teaching and excellence in service to student organizations. Professor Anderson has coauthored ten textbooks in the areas of statistics, management science, linear programming, and production and operations management. He is an active consultant in the ï ¬ eld of sampling and statistical methods. Dennis J. Sweeney. Dennis J. Sweeney is Professor Emeritus of Quantitative Analysis and Founder of the Center for Productivity Improvement at the University of Cincinnati. Born in Des Moines, Iowa, he earned a B.S.B.A. degree from Drake University and his M.B.A. and D.B.A. degrees from Indiana University, where he was an NDEA Fellow. During 1978–79, Professor Sweeney worked in the management science group at Procter & Gamble; during 1981–82, he was a visiting professor at Duke University. Professor Sweeney served as Head of the Department of Quantitative Analysis and as Associate Dean of the College of Business Administration at the University of Cincinnati. Professor Sweeney has published more than thirty articles and monographs in the area of management science and statistics. The National Science Foundation, IBM, Procter & Gamble, Federated Department Stores, Kroger, and Cincinnati Gas & Electric have funded his research, which has been published in Management Science, Operations Resea rch, Mathematical Programming, Decision Sciences, and other journals. Professor Sweeney has coauthored ten textbooks in the  areas of statistics, management science, linear programming, and production and operations management. Thomas A. Williams. Thomas A. Williams is Professor Emeritus of Management Science in the College of Business at Rochester Institute of Technology. Born in Elmira, New York, he earned his B.S. degree at Clarkson University. He did his graduate work at Rensselaer Polytechnic Institute, where he received his M.S. and Ph.D. degrees. Before joining the College of Business at RIT, Professor Williams served for seven years as a faculty member in the College of Business Administration at the University of Cincinnati, where he developed the undergraduate program in information systems and then served as its coordinator. At RIT he was the ï ¬ rst chairman of the Decision Sciences Department. He teaches courses in management science and statistics, as well as graduate courses in regression and decision analysis. xxx About the Authors Professor Williams is the coauthor of eleven textbooks in the areas of management science, statistics, production and operations management, and mathematics. He has been a consultant for numerous Fortune 500 companies and has worked on projects ranging from the use of data analysis to the development of large-scale regression models. Jeffrey D. Camm. Jeffrey D. Camm is Professor of Quantitative Analysis and Head of the Department of Quantitative Analysis and Operations Management at the University of Cincinnati. Dr. Camm earned a Ph.D. in management science from Clemson University and a B.S. in mathematics from Xavier University. He has been at the University of Cincinnati since 1984, has been a visiting scholar at Stanford University, and a visiting professor of business administration at the Tuck School of Business at Dartmouth College. Dr. Camm has published over 30 papers in the general area of optimization applied to problems in operations management and his research has been fu nded by the Air Force Ofï ¬ ce of Scientiï ¬ c Research, the Ofï ¬ ce of Naval Research, and the U.S. Department of Energy. He was named the Dornoff Fellow of Teaching Excellence by the University of Cincinnati College of Business and he was the 2006  recipient of the INFORMS Prize for the Teaching of Operations Research Practice. He currently serves as editor-in-chief of Interfaces, and is on the editorial board of INFORMS Transactions on Education. Kipp Martin. Kipp Martin is Professor of Operations Research and Computing Technology at the Booth School of Business, University of Chicago. Born in St. Bernard, Ohio, he earned a B.A. in mathematics, an MBA, and a Ph.D. in management science from the University of Cincinnati. While at the University of Chicago, Professor Martin has taught courses in management science, operations management, business mathematics, and information systems. Research interests include incorporating Web technologies such as XML, XSLT, XQuery, and Web Services into the mathematical modeling process; the theory of how to construct good mixed integer linear programming models; sy mbolic optimization; polyhedral combinatorics; methods for large scale optimization; bundle pricing models; computing technology; and database theory. Professor Martin has published in INFORMS Journal of Computing, Management Science, Mathematical Programming, Operations Research, The Journal of Accounting Research, and other professional journals. He is also the author of The Essential Guide to Internet Business Technology (with Gail Honda) and Large Scale Linear and Integer Optimization. CHAPTER Introduction CONTENTS 1.1 1.2 1.3 PROBLEM SOLVING AND DECISION MAKING QUANTITATIVE ANALYSIS AND DECISION MAKING QUANTITATIVE ANALYSIS Model Development Data Preparation Model Solution Report Generation A Note Regarding Implementation 1.5 1.4 MODELS OF COST, REVENUE, AND PROFIT Cost and Volume Models Revenue and Volume Models Proï ¬ t and Volume Models Breakeven Analysis MANAGEMENT SCIENCE TECHNIQUES Methods Used Most Frequently 1

Analysis Of John Steinbeck s The Crucible - 1074 Words

Dylon Morrison Mr. Briggs 5 December 2014 Word Count: 978 John Steinbeck John Steinbeck was born on February 27, 1902 in Salinas, California. John decided to be a writer at the very young age of fourteen. â€Å"John used to lock himself in his bedroom and to be alone and write stories and poem†(John Steinbeck Biography). John was the first in his family to have a striving desire to become a writer, his father did everything he could to keep food on the table and his mother was a former school teacher. To do this he worked several jobs at a time, he never got to enjoy what he does like Steinbeck went on to do. John went on to try to be a freelance writer, so he work as a construction worker and a newspaper reported in New York, New York. He wrote his first novel called The Cup of Gold while living in Lave, Tahoe working as a caretaker. John went on to marry Carol Henning. She was supportive by working several jobs to help him continue with his writing career. John went to Stanford university in 1919, he dropped out six years later with no degree. John went more to impress his parents than doing heat he wanted to do. One of John Steinbeck’s most successful written pieces was The grapes of wrath. This novel was so popular and well read that, when released it sold ten thousand copies per week. This novel won a Pulitzer Prize and the National Book Award. My favorite John Steinbeck novel is Of Mice and Men. This book takes place in California in the 1930s. It isShow MoreRelatedReview Of The Crucible 1291 Words   |  6 Pagesdifferent. People in today’s society tend to relate this topic to politics because it is most commonly occurs within that faction of society. Corruption is a reoccurring theme throughout The Crucible, it shows through the political, McCarthyism, religious and personal reasons of the Colonial Era. The Crucible takes place in the early England colonies in Salem, Massachusetts during what we know as the witch trials. It is based on a group of girls involved in â€Å"witch like† activities, who begin to accuse