The film, Aviator, illustrates the terrible problems sometimes Research Paper

The film, Aviator, illustrates the terrible problems sometimes associated with Obsessive Compulsive Disorder in both the life of - Research Paper Example Analysis of the Film Aviator Aviator is a film based on the life of one of the most significant personalities in the field of aviation, Howard Hughes. His story is exceptional due to his achievements in two fields namely filmmaking and the field of aviation. The story presented his feat in his first movie which is entitled Hell’s Angels, a war film that he had made through his trait of being perfectionist. At around the same time, Hughes explored the construction, engineering and production of different types of planes (Aviator film 2004). Howard Hughes explorations and successes in different fields are the main highlights of his life. He is one of the greatest Americans of his time because he is known as an not only as an aviator but also engineer, industrialist, film producer, director, and one of the wealthiest man in the world. His endeavors and projects were financed on his billion dollar inheritance from an equally inventive father who had developed the drill bit or the Hughes rollerbit which became the main apparatus for 75 percent of the world oil wells (Brown and Broeske 10). Through his life though, Hughes had one considered flaw which was his behavior. He is considered by people around him as a person who was very hard to get along with. His exaggerated attention to details often caused and escalated problems in his work and his interactions and relationships with other people. His behavior ranges from minor actions described by people who know him as bizarre to serious and threatening circumstances that often lead to accidents in his flight or lost of relationship with a woman or with work acquaintances (Brown and Broeske 165). Hughes profound personality attracted the interest of medical experts. Thus in the long run he was considered as the most well known example of a condition referred to as obsessive-compulsive disorder (OCD). One of the experts who studied Hughes life, Dr. Jeffrey Schwartz who is a professor in UCLA School of medicine a nd a forerunner in the research on OCD confirmed that the aviator’s ‘four decades of profound emotional anguish.’ Upon recognition of Hughes’ case, his life and behavior became one of the most studied cases of OCD in countries all over the world. Another expert who concluded that Hugh Hughes has OCD is Dr. Anthony Dietrich. He is the son of Noah Dietrich who is the Hughes Empire Chief Executive Officer. Hughes characteristics namely nonconformity, over adventurous disposition can be considered as general signs of his struggle to control obsessions and compulsions (Brown and Broeske 184). In his life, the effects of OCD covered different aspects of his life such as his job, his behavior, his life choices and his relationships and interactions with people surrounding him. It is then important to study the present knowledge, information and developments on the condition which is one of the main themes in the film Aviator. Obsessive-Compulsive Disorder, OCD Ob sessive-compulsive disorder, OCD, is a type of anxiety disorder. It is described as a condition which is based on the fixation to undertake ‘recurrent, unwanted, thoughts or obsessions and/or behaviors that are repetitive or referred to as compulsions.’ Compulsions are performed to be able to achieve a feeling of satisfaction and temporary relief. Failure to perform such rituals can

Health law Essay Example | Topics and Well Written Essays - 750 words

Health law - Essay Example These acts highlighted the need to protect citizens from domestic bioterrorism. The bioterrorist threat urged the public agencies and officials at all levels of government to give some coordinated response. In this paper we analyze North Carolina communicable disease control laws highlighted in the article of Moore Responding to Biological Threats: The Public Health Systems Communicable Disease Control Authority. In North Carolina communicable disease control laws give state and local public health officials numerous powers and duties to control the spread of communicable diseases. Public health officials receive reports of communicable diseases and conditions from physicians and other parties, investigate individual cases of communicable diseases and disease outbreaks, conduct disease surveillance activities, provide certain clinical and laboratory services, educate the public about communicable diseases and conditions, and attempt to ensure that individuals comply with communicable disease control measures. (Moore, 2001) Commission for Health Services promulgates communicable disease control rules ad grants the authority to the state health director to examine patient records pertaining to communicable diseases and to order isolation or quarantine in appropriate circumstances. Local health directors are also empowered to ‘limit the freedom of movement’ of the person. (Moore, 2001) The reporting by public health providers is the disclosure of health information that is ordinarily considered confidential. The disclosures are required by law to avert serious threats to health or safety. The disclosure of communicable disease information is regulated by two laws: the federal medical privacy rule (also known as the HIPAA privacy rule), and a state statute that addresses the confidentiality of communicable disease information.(Moore, 2001) These are the main issues we want to discuss in our paper. These regulations are

Human Behavior in Organization in Global Perspective Essay Example for Free

Human Behavior in Organization in Global Perspective Essay Organizational behavior is a study that investigates the effect that individuals, groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organizations effectiveness. Human behavior in organization defines also on how the employees work in certain organization, on how we build the interpersonal relationship towards to the superior and co-workers, according to the Maslow’s theory the people get motivated by the five categories of maslow’s, this would be help the employee to more productive in his work and contribute to the organization, basically, when we speak human behavior in organization, it is the behavior of the employees inside the organization, on now they act in their perspectives work and on how they do their duties inside the organization. How-ever in some cases people get motivated in money, with this they develop their skills in order to get some incentives, money is also one of the factors that people are motivated but there is a negative side on this, sometimes this are this factors that we are always depend in. Human behavior in organization in global perspective defines that on how the employees work in different company and also the relationship on organization to another organization, it is also the motivating factor of the bout company and the employee on how they interact inside and outside the organization, in order them to build the relationship inside and outside of the organization, it is also make the organization be more effectiveness. One of those motivating factors is the ethics, basically ethics in organization is important to make the employees be more productive to their work, and ethics defines as the character of one person. In human behavior in organization in global perspective is the relationship of one people to another, it is also the relationship of one country to another in order to build a trust, for example the manager of one organization will go in other country to for some proposal of business in order to get the heart of the one country the leader must build a trust to his company first, with this global perspective defines as on how we deal to another. In management global perspective one of the keys to successful management is the ability to understand andapply modern management principles and techniques effectively. Managersmust develop an in-depth knowledge of past and present models, theories andprocesses in order to manage effectively and intelligently. Contemporarymanagement practice is pervasive in every aspect of human life within all typesof organizations

Examining the importance of cost allocation

Examining the importance of cost allocation Cost allocation is the process of identifying and assigning the costs of services necessary for the operation of a business or other type of entity. Unlike a cost rating, the allocation is less concerned with the actual amount of the cost, and more concerned with allocating or assigning the cost to the correct unit within the organization. From this perspective, cost allocation can be seen as a tool that helps track all costs associated with the ongoing operation more efficiently, since each cost is associated with specific departments or groups of departments within the organization. A simple example of cost allocation would be the wages or salary of an employee assigned to work in a specific department. In a hospital, a nurse is normally assigned to a specific wing or floor, with the costs allocated to the general operation of that unit. As long as the nurse continues to work his or her assigned shift within that unit, the salary and benefits accrued are associated with that unit. However, if the nurse is called upon to fill in on another floor or unit, such as spending an entire shift working in the emergency room, the salary and benefits earned for that period of time may very well be allocated to the unit where the nurse worked, instead of his or her permanent wing or floor. There are several reasons why cost allocation is important. One has to do with accurately assigning costs within an organization, so that it is possible to know exactly what types of costs were incurred in the operation of a given area in the organization. This is not only important information to consider when creating an operating budget, but is also key in calculating taxes that must be paid to local, state, and federal tax agencies. In a number of countries around the world, the way that costs are allocated can have an impact on how much the organization pays in taxes, making it necessary to comply with any government regulations that have to do with the allocation of costs within the organization. Another benefit of cost allocation has to do with simply keeping track of expenses for internal planning purposes. While some expenses are indirect costs and benefit more than one area of the operation, there is still a need to allocate direct costs in a manner that is logical and accurate. Even when the costs are incremental, meaning they are stretched out over several accounting periods, making sure the costs are assigned properly can make a big difference in how well each unit within the business or other entity works within their share of the overall budget. When it is apparent that one unit will exceed its assigned budget, steps can be taken to implement cutbacks on non-essential service costs, while finding ways to adjust the overall budget to allow for the continuing support of essential functions. Organizations of all types and sizes engage in the task of cost allocation. Businesses use this strategy as a tool for planning and keeping within a budget. Non-profit entities utilize the tool as a way of providing as many services to its members as possible, while still making the most effective use of its resources. Even households can make use of the concept of cost allocation when planning the operating budget for the family. As a means of identifying and properly assigning costs, this approach to allocation helps to provide focus and structure to financial planning in a way that would be extremely difficult otherwise. Direct Costs In finance, direct costs are those costs that are associated with a specific project, department, or activity. Sometimes referred to as hard costs, expenses of this type are found with just about every type of business activity, beginning with research and development, moving through sales and marketing campaigns, and into the production of different types of goods and services. A direct cost is often some type of fixed expense, but there are some situations where a variable expense may also fall into this category. The key to understanding what does and does not constitute direct costs is to identify costs that apply only to a specific project, and have nothing to do with any other activity that is taking place concurrently. In order to be a true hard cost, the expense must be for resources that benefit that one project. For example, if the project is to construct a telephone, the costs for the handset casing, internal circuit boards, and the wiring would all fall into the category of direct costs. In addition, the wages paid in exchange for the labour to build the telephone would also be a direct cost. In situations where expenses do not go to benefit a specific task or project, the cost would be considered indirect. Utilities, such as electricity, used to operate a facility that houses several different product lines or other activities would not be considered direct costs, since those utilities benefit more than one specific project. Expenses of this type would be shared among the different projects, rather than be tied directly to any one activity. Not every business operation will evaluate direct costs in exactly the same way. Depending on the structure of the company, something that is considered a hard cost in one business culture may be classified as an indirect cost in a different culture. As long as the internal guidelines for determining what is and is not a direct cost remain consistent, it is still possible to properly determine the historical cost or the cost of goods sold with a high degree of accuracy. That same consistency makes it possible to compare the absorption costing from one period to the next, and determine if there has been an increase in direct costs associated with a particular function or project. Indirect costs Indirect costs are business expenses that are not directly related to a particular product or function within the general operation. Costs of this type tend to have an impact on the overall operation of the business, making it very difficult to charge the costs to a specific department or associate them with one function. Costs of this type are sometimes referred to as overhead, a term that helps to describe the broad application of these costs. There are many examples of indirect costs that occur in both small and large businesses. A general supply for the administration of the business is one example. Items such as paper, pens, and other essentials that are utilized in the record keeping and general clerical functions of each department are often classified as an indirect cost. In like manner, services such as auditing the accounting books or the preparation of legal documents are expenses that impact the entire operation and are usually considered indirect in nature. Several of the expenses related to the upkeep and maintenance of business facilities are considered indirect costs. Utilities such as electricity, water, and Internet access are expenses that benefit the business in general and thus are classified as overhead expenses. In like manner, the cost of renting or leasing business space is also part of the overhead, making it an indirect cost. There are examples of what may appear to be an indirect cost actually being a direct cost. One example has to do with employee salaries. When the employees are performing their usual functions, they are benefiting the business as a whole; their wages and salaries are considered indirect costs. However, if those same employees are assigned to a specific project that is the sole focus of their workday for a period of several days or weeks, their wages or salaries can be considered a direct cost, with that cost directly applied to that project. Overhead Costs A business may take in one sum of money, but it is not likely that all of it can be considered profit. This is because a business is generally required to pay expenses. Those expenses are commonly referred to as overhead costs. Examples of an overhead cost include salaries, maintenance, and production expenses. It is common for businesses to track their net and gross income. This is important because these figures represent two different values. Gross income refers to all of the money that a business takes in. This figure may be very large. Some businesses have a wide variety of expenses to pay, while others only have a few expenses. In either case, almost every business will have at least some overhead costs. Net income refers to the amount of money that remains once overhead costs have been deducted. This amount can be significantly lower and may not exist at all. This is because it is possible for a company to have overhead costs that consume all of its income. In some instances, a companys expenses can even cause them to be in debt. Without calculating overhead costs, a business cannot know exactly how much money it is making. If ABC Toys buys its merchandise from a factory, some of the money that it receives from the merchandise must be used to not only buy more merchandise but also to pay for items such as electricity, transportation, and salaries. Even if ABC Toys manufactures its own merchandise, there will still be costs such as purchasing machinery and raw materials. How overhead costs are categorized depends on a companys accounting methods. Some businesses are very basic in the figuring of their expenses. Other businesses, however, have very complex methods that may require various departments to individually access their overhead costs. Some businesses access their overhead cost by category. For example, manufacturers may calculate their manufacturing expenses and their non-manufacturing expenses separately. COST ALLOCATION A cost is generally understood to be that sacrifice incurred in an economic activity to achieve a specific objective, such as to consume, exchange, or produce. All types of organizations- businesses, not-for-profits, governmental- incur costs. To achieve missions and objectives, an organization acquires resources, transforms them in some manner, and delivers units of product or service to its customers or clients. Costs are incurred to perform these activities. For planning and control, decisions are made about areas such as pricing, program evaluation, product costing, outsourcing, and investment. Different costs are needed for different purposes. In each instance, costs are determined to help management make better decisions. When incurred, costs are initially reviewed and accumulated by some classification system. Costs with one or more characteristics in common may be accumulated into cost pools. Costs are then reassigned, differently for specified purposes, from these cost pools to one or more cost objects. A cost object is an activity, a unit of product or service, a customer, another cost pool, or a segment of an organization for which management needs a separate measurement and accumulation of costs. Costs assigned to a cost object are either direct or indirect. A direct cost can be traced and assigned to the cost object in an unbiased, cost-effective manner. The incurrence of an indirect cost cannot be so easily traced. Without such a direct relationship to the cost object, an indirect cost requires an in-between activity to help establish a formula relationship. When the indirect cost is assigned through the use of this formula, the cost is considered allocated. The activity used to establish the in-between linkage is called the basis of allocation. TYPES OF ALLOCATIONS Cost allocations can be made both within and across time periods. If two or more cost objects share a common facility or program, the cost pool of the shared unit is a common cost to the users and must be divided or allocated to them. Bases of allocation typically are based on one of the following criteria: cause-and-effect, benefits derived, fairness, or ability to bear. The selection of a criterion can affect the selection of a basis. For example, the allocation of the costs of a common service activity across product lines or programs based on relative amounts of revenue is an ability to bear basis, whereas the same allocation based on the relative number of service units consumed by each product line or program would reflect either the benefits derived or the cause-and-effect criteria. Cost allocation then is the assignment of an indirect cost to one or more cost objects according to some formula. Because this process is not a direct assignment and results in different amounts al located depending on either the basis of allocation or the method (formula) selected, some consider cost allocation to be of an arbitrary nature, to some extent. Costs of long-lived assets are allocated and reclassified as an expense across two or more time periods. For anything other than land, which is not allocated, the reclassification of tangible assets is called depreciation (for anything other than natural resources) or depletion (for natural resources) expense. The bases for these allocations are normally either time or volume of activity. Different methods of depreciation and depletion are available. The costs of long-lived intangible assets, such as patents, are allocated across time periods and reclassified as amortization expense. The basis for these allocations is normally time. Cost allocations within a time period are typically across either organizational segments known as responsibility centers or across units of product or service or programs for which a full cost is needed. Allocations may differ depending on whether a product or program is being costed for financial reporting, government contract reimbursement, reporting to governmental agencies, target pricing or costing, or life-cycle profitability analysis. Allocations to responsibility centers are made to motivate the centers managers to be more goal-congruent in their decisions and to assign to each center an amount of cost reflective of all the sacrifices made by the overall organization on behalf of the center. These allocations can be part of a price or transfers of cost pools from one department to another. ETHICAL CONSIDERATIONS Allocations can involve ethical issues. Often the federal government issues contracts to the private sector on a cost-plus basis; that is, all the actual costs incurred to complete a contract plus a percentage of profit is reimbursed to the contractor performing the contract. A contractor completing both governmental and private-sector contracts may select a formula that tends to allocate more indirect costs to governmental contracts than to nongovernmental ones. A contractor may also try to include in reimbursement requests costs that are not allowable by the governmental agency. A contractor may even try to double-count a cost item by including it as a direct cost of the contract and as a part of an indirect cost pool allocated to the contract. Lastly, a contractor may attempt to have a reimbursement cover some of the costs of unused capacity. Audits are made of costs of government contracts to identify inappropriate costs. SERVICE FIRMS, NOT-FOR-PROFIT ORGANIZATIONS, AND MERCHANDISERS Service and not-for-profit organizations allocate costs, too. The cost object can be a unit of service, an individual client, or a cluster (category) of clients. The costs of a service firm are typically professional labor and indirect costs in support of the labor. The basis for allocating these indirect costs is often professional labor hours (either billable or total) or the cost of such, reflective of either cause-and-effect or benefits-received criteria. For not-for-profit organizations, the proportions to be allocated are best figured in terms of units of the resource on hand, such as the number of full-time equivalents, amount of square footage, or number of telephone lines. An important point to remember is that the principles of allocation are the same for for-profit and not-for profit organizations. The only difference is that the cost objects will be dissimilar. Merchandisers, unlike most service and not for-profit organizations, have inventory that must be costed for external and internal reporting purposes. In these cases, the cost object is a unit of inventory. Incidental costs associated with the acquisition and carrying of the inventory are mostly direct costs easily traceable clearly assignable to the entire inventory, if not to individual units. MANUFACTURERS Manufacturers need to cost the resources required to complete their products. In costing a unit of product for inventory valuation, costs of production are assigned. With the unit of product as the cost object, production costs are either direct costs (traceable usage of materials and labor) or indirect costs (all of the other production costs, referred to as overhead). The indirect production costs are allocated. Traditionally, manufacturers using labor-intensive technologies used a single basis of allocation based on labor, either in hours or in cost, associated with a single indirect cost pool. A manufacturer using a more capital intensive technology might use a non labor basis such as machine hours. Today many firms produce a varied set of products, using varied technologies with many levels of complexity. Such firms need a more refined cost assignment system that uses multiple bases of allocation with multiple indirect cost pools, such as activity based costing. While for product costing a unit of output remains the final cost object, the technology a producer uses can require a cost assignment to an intermediate cost pool (object) prior to an assignment to a unit of output. For instance, a batch technology has a cost assignment first to an individual job order (batch); the total cost assigned to the job order is then unitized over the units in the batch to determine cost of one unit of output. Alternatively, for a given period in a process technology, costs are accumulated by (assigned to) each production process; the total cost assigned is then unitized across the total number of (equivalent) units produced by that process to cost-out a unit of output. Manufacturers also incur service department costs (such as computer center costs) in support of production departments. These service department costs are indirect to a unit of production and for full costing must be allocated, first to respective production areas and then to the units of output. Such allocations are called service department allocations, and the basis of allocation is normally an activity reflective of the nature of demands made on the service department by other departments, both service and production. JOINT PRODUCTION ALLOCATIONS Allocations are also required in a joint production process. When two or more separately identifiable final products initially share a common joint production process, the products are called joint products. The point at which they become separately identifiable is referred to as the split-off point. Manufacturing costs incurred prior to this split-off point are referred to as joint costs and need to be allocated across the different joint products for product costing purposes. The bases for allocating the joint costs typically include (1) relative sales value at split-off, (2) net realizable value at split-off (as an approximation of the sales value at split-off), (3) final sales value at the completion of the production process, and (4) the number of physical units of the joint products at split-off. Many would consider this list of bases to be in an order of descending preference of use. Normally there are additional production costs beyond the split-off point. These additional costs are incurred in order to complete each joint product. For a given joint product, the net realizable value at split-off is calculated by subtracting the additional costs to complete from the final sales value of the finished joint product. SERVICE DEPARTMENT (RE) ALLOCATIONS There are three basic methods to allocate service department costs to production departments or programs in a not-for-profit: (1) the direct method; (2) the step method; and (3) the reciprocal method. The basis for allocation of service area costs should ideally be causally related to the demands made on that area by other areas. Both cause-and-effect and benefits-received criteria are taken into account. If the service areas provide service to each other (referred to as reciprocal services), the reciprocal method is the most accurate, the step method next, and the direct method the least accurate. With different service and production departments as cost objects, costs are initially accumulated on a department-by-department basis. Departments working directly on programs or units of product or service are production departments. The other departments are service departments. The allocation problem then is to reassign service department costs to production departments or programs for both performance evaluation and product or program costing. Within a production department, these allocated service costs are then reallocated to units of service or product according to the bases of allocation that each respective production department uses for its indirect costs. The direct method ignores reciprocal services. A service departments costs are allocated to the production departments according to the extent to which each production department uses (or, for budgeting purposes, intends to use) the services of the service department. This extent is determined on a percentage basis by either the amount of services actually provided by the service department to all the production departments or by the amount of services the service department is capable of providing at normal or full capacity. Variable and fixed costs may be allocated separately, resulting in a dual allocation process (for example, variable costs based on actual usage and fixed costs based on budgeted usage). The step method partially takes reciprocal services into account by allocating service department costs to production departments on a sequential basis. The service department that provides the greatest amount of service to the other service departments is allocated first; the one providing the second greatest amount of service to the other service departments is allocated second; and so forth. The absolute dollar amounts of costs incurred within service departments can be used to break a tie in usage, the larger amount allocated first. Once a service department has been allocated, it is ignored for all subsequent allocations. The reciprocal method takes into account all the reciprocal services by setting up a set of simultaneous equations, one equation per service department. For any given service department, its equation is: Total allocable cost direct costs of the service department costs allocated from each of the other service departments based on this departments use of the other service departments. Once these equations are solved, the resultant allocable cost (sometimes referred to as the reciprocal or artificial cost) is reallocated across all the other departments, service and production, according to the original percentage usages. Two additional issues, fairness and acquiring the service from the inside or from the outside, concern the allocation of a common cost. The amount of common service cost allocated to a using department may be greater that what it would cost that department to obtain the same service from the outside. A variation of the reciprocal method provides an analysis to help the manager of a using department decide whether to obtain the service from another department within the organization or to contract outside for the service from another organization. The amount of a particular service departments cost allocated to a using department may be dependent on the extent to which other departments also use this service department. This does not seem to be fair.

Shelleys Hymn to Intellectual Beauty and Mont Blanc Essay example --

For Shelley, poetry moves beyond descriptive communicability; it defers meaning, destabilizes understanding, and defamiliarizes perception. Poetry "awakens and enlarges the mind," he says in A Defense of Poetry, "by rendering it the receptacle of a thousand unapprehended combinations of thoughts" (961). The poet-figure envisions new realities and new emotions, the likes of which invalidate, if not eradicate, intimations of referential meaning. "Poetry," Shelley states in his Defense, "lifts the veil from the hidden beauty of the world, and makes familiar objects be as if they were not familiar" (961).[1] In "Hymn to Intellectual Beauty" and in "Mont Blanc," Shelley offers an intriguing, though perplexing, look at the functioning of the human mind under the influence of nature, inspiration, and poetic creativity. Composed during a tour of the vale of Chamonix between June 22 and August 29, 1816, nearly twenty years after the composition of Wordsworth's "Tintern Abbey," Shelley's poems can be read, as some critics have done, as a "Wordsworthian experience" (Brinkley 45). Shelley and his literary precursor share a similar interest in some of the ways the mind works in and reacts to Nature. But whereas Wordsworth finds solace in Nature -- a setting wherein he behaves as a "lover of the meadows and the woods / And mountains, and of all that we behold / From this green earth ("Tintern Abbey," 104-106)[2] -- Shelley ultimately finds it spiritually and intellectually dissatisfying. Although they both use the natural setting and landscape as their subject, the parallels between Shelley's poem s and Wordsworth's remain somewhat perfunctory. Nature, for Shelley, is nefarious. The universe of Shelley's "Intellectual Beauty" and "Mont Bla... ... 24:2 (1986 Dec): 45-57. McNulty, J. Bard. "Self-Awareness in the Making of 'Tintern Abbey'." The Wordsworth Circle 12:2 (1981 Spring): 97-100. Shelley, Percy Bysshe. "Alastor." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 834-852. --- "Hymn To Intellectual Beauty." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 852-855. --- "Mont Blanc." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 855-860. --- A Defence of Poetry. Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 956-969. Storey, Mark. The Problem of Poetry in the Romantic Period. New York: St. Martin's Press, Inc, 2000. Wordsworth, William. "Tintern Abbey." Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 240-244. --- 1802 Preface to the Lyrical Ballads. Romanticism, 1st ed. Ed. Duncan Wu. Oxford: Blackwell, 1994. 250-269.

Bitter Sweet Symphony by Erin Flannery :: Music Creative Writing Flannery Essays

Bitter Sweet Symphony by Erin Flannery True, it was a hard decision when I was decided which of my classmatesà ­ papers to choose as à ¬the one.à ® I considered a question when trying to decide. I asked myself, à ¬What purpose this time capsule will serve?à ® My answer told me that the song inside this time capsule must be one that can still teach a message while telling the future generation something about our time. I believe the culmination to this answer was found in Erin Flanneryà ­s à ¬Bitter Sweet Symphony.à ® The title is fairly self-explanatory when it refers to the word bittersweet. That is what life is. We canà ­t expect only the good or the bad. Life is a heterogeneous mixture of both. Yet this mixture comes together in a harmonious conglomerate that is altogether something beautiful. We have the chance to give the future generation a gift. We can give them the answers before they encounter the questions. We can give the help theyà ­ll need before they need it. No oneà ­s perfect when dealing with life. Weà ­re only here for a short time, why not make it the best time you can? Life throws things at people and one has to be able to cope and learn to solve them as best as they can. As Rolling Stone eloquently put it, à ¬the lyrics address the need to cope (Wiederhorn).à ® In life, people are going to encounter problems no matter how hard they try to get around them. This song recognizes that fact and addresses it. The truth seems hard to come by these days. In my life, it is something I strive to give and receive. Thereà ­s no telling how many times one person has been lied to. Letà ­s just not mention that whole Lewinsky thing. à ¬Bittersweet Symphonyà ® donates the truth to the future. No sugarcoating or hiding of facts takes place. T he lyrics say, à ¬try to make ends meet youà ­re a slave to money then you die . . .à ® As life is, the song is inclusive of the good and the bad. Without the bad, how would we know of the good and vice versa? This common thread of truth connects us and the future.

Personal Finance

Thesis statement: why revitalization taking so long and the Impact that this revitalization process affect the resident In Clinton hill. (Topic sentence and main idea)2nd reasons: the government policy Hirsch process 2nd evidence: â€Å"It is ironic that after fighting disinvestment and seeking to encourage reinvestment for more than 20 years the revitalization value that PACK was trying to protect – is seriously threatened. 1 â€Å"Plans for a pedestrian plaza on Myrtle Avenue have been pushed back until summer due to glitches in the bidding process. This isn't the first hold up, which was championed by the Myrtle Avenue Brooklyn Partnership. † â€Å"The public art component of the plaza was held up by Public Design Commission approval, according to Brownstones. â€Å"2 â€Å"has long been delayed even before 2013, from above said will be done by august 2013 and push again till next year 2015 summer. â€Å"Myrtle Minutes reported that construction will begin this summer and will last for more than a year. 3 (which they have mention will be finished only 2015) â€Å"Alex Barrett, a real-estate developer, unveiled his company's first construction -fence aural, at 4 and 8 Downing Street in the Clinton Hill neighborhood of Brooklyn. ( server and a documentary â€Å"Dave Chapel's Block Party,† from 2005. ) a mural that related the building history. â€Å"eh did get approved and he feel suck a good thing why should go thru such Inconvenient process. 3rd reason: bad news 3rd evidence: â€Å"It is important to note that a substantial minority -23 percent -of Clinton Hill's population in 1950 was black, having increased 37 percent over 1940.Although the black population as a whole appeared to have a lower socioeconomic status than all Clinton Hill residents, the proportion of black was not substantially less than that for Brooklyn as a whole. More important, black households were more likely than white Clinton Hill residents to won their dw elling in 1950. â€Å"5 † A final factor that may have limited the speed of revitalization was the Image of the neighborhood. The New York magazine article quoted earlier refers to Fort Greene as a † rough† area. 6 1 OFF police protection and everything, as expected. â€Å"7 Form the physical observe tracing, in front of Bamboo gill and bar there were two black men talks to a black girl. I listened to their conversation while walking across is kind of intimidate you and gross. With one of the guy persistently putting his hand in his pant. 5th reason:barn raising 5th evidence: † A unique aspects of the revitalization in Fort Greene and Clinton Hill is that the proportion of nonwhite residents increased through the last decade. Clearly, one of the major underpinnings of the revitalization of these two neighborhoods is the continuing attraction of these areas to black middle-class households, many of whom undoubtedly are young professionals. â€Å"8 â€Å"Th rough her (Mr.. James) activism she had been able to witness the varying ways that people try to affect change in the neighborhood. â€Å"9 â€Å"As I described in chapter 2, local community based organizations have also played an integral role in revitalization these neighborhoods. 10 â€Å"These social aspects include the myriad ways that neighbors influence one's behavior. Most common in the popular imagination is the notion of peer effects. Peer effects suggest that like follows like and individuals will be influenced by the behavior of their peers†¦Ã¢â‚¬ ¦. The perspectives Just described examine how an individual's behavior is shaped by the socioeconomic composition of his or her neighbors. The collective community, however, also has a voice in shaping the neighborhood milieu through collective action.A neighborhood is more than the sum of individuals but is an entity itself and can be thought of as more or less effective in achieving its objectives†¦Ã¢â‚¬ ¦ Final ly, more affluent neighbors might also be a benefit because of their indirect influence on institutions that serve the neighborhood. I refer to this as institutional resources and consider the role of the gentry in shaping this important component of neighborhood life as well. 11 6th reason: difference or conflict with†¦ Some enjoy with current and some want change (interactions between the gentry and old residents. 6th evidence: â€Å"In addition, a greater proportion of the work force in Clinton Hill (27 percent) than in the entire borough (20 percent) was employed in white-collar occupations. â€Å"12 the sudden improvement, even if beneficial, was also insulting. â€Å"13 â€Å"But there were still people who looked with reverence on the old structure and wished to see it survive the depredations of what was know in those days as â€Å"urban renew. â€Å"14 7th reason: old house n relax 7th evidence: Many brownstones along the streets ringing the park are abandoned, t heir front yards littered with burned mattresses and glass; the rooming houses nearby are crowded.On sunny summer and fall afternoons the prostitutes and winos overflow their stoops at night the blare of music is never far off†¦. â€Å"1 5 â€Å"According to the New York City Landmarks Preservation Commission, the area retains its original character today, The area was designated a New York City Historic District in 1978 and a National Historic District in 1983. â€Å"16 â€Å"By 1880, the area within the historic district was almost entirely built-up. â€Å"17