Egyptian Mummification: It’s History, Purpose, and Process Essays

Egyptian Mummification: It’s History, Purpose, and Process The history and tradition of Egypt is one of the most greatly studied and admired of all past world civilizations. The lure of the pyramids and the specter of the sphinx have led many archeologists to dedicate his/her life to unraveling the mysteries of ancient Egyptian culture. Arguably, the most captivating aspect of Egypt’s past is that of mummification. Why did the Egyptians mummify their dead? What beliefs did the Egyptians have regarding the after life? What portion of the Egyptian civilization was mummified? What was the Book of the Dead? This is a mere sampling of the questions that come to my mind when I think of ancient Egyptian culture. I hope to lay forth answers to these questions and many more in the following pages dedicated to the history and purpose behind Egyptian mummification. Mummification, with its long, storied history, has allowed archeologists to peer into the daily lives and beliefs of ancient Egyptian middle-class and royalty. The practice of mummification by the Egyptians seems to have started sometime before 3100 BC. However, lack of written evidence or significant physical proof from this Predynastic period is available to either confirm or deny this. One of the oldest surviving mummies is Ginger, currently stored at the British Museum. Ginger was buried in a shallow grave and wrapped only in light cloth but due to the hot, dry desert he survived intact to discovery in the late 19th century (Andrews 5). Ginger’s name comes from the color of his hair, fragments of which are still attached to his body. Evidence from his discovery supports the belief that even at this early age the Egyptians believed in the afterlife. Tools and pottery we... ...ould be very thankful to the Egyptian people for leaving us this gift, which paints for us such a clear picture of their legacy. Works Cited Aldred, Cyril. The Egyptians. New York: Thames and Hudson Inc., 1984. Andrews, Carol. Egyptian Mummies. Cambridge: Harvard University Press, 1984. Budge, E.A. Wallis. The Mummy: A Handbook of Egyptian Funerary Archaeology. 2nd ed. Cambridge: University Press, 1925. Casson, Lionel. Ancient Egypt. New York: Time Incorporated, 1965. Editors of Time-Life Books. Egypt: Land of the Pharaohs. Alexandria: Time-Life Books, 1992. El Mahdy, Christine. Mummies: Myth and Magic. New York: Thames and Hudson Inc., 1989. Montet, Pierre. Eternal Egypt. New York: The New American Library of World Literature, Inc., 1964. Peck, William H. Splendors of Ancient Egypt. Ann Arbor: University Lithoprinters, Inc.,1997.

Principles of Accounting Essay

1.Analyze the effects of Draper Consulting transactions on the accounting equation. Use the format of Exhibit 1-6, and include these headings: Cash; Accounts receivable; Supplies; Equipment; Furniture; Accounts payable; and Draper, capital. 2.Prepare the income statement of Draper Consulting for the month ended December 31, 2012. 3.Prepare the statement of owner’s equity for the month ended December 31, 2012. 4.Prepare the balance sheet at December 31, 2012. PANEL A—Details of Transactions 1. Received $18,000 cash and gave capital to Draper. 2. Paid monthly office rent, $550. 3. Paid cash for a Dell computer, $1,800. This equipment is expected to remain in service for five years. 4. Purchased office furniture on account, $4,200. The furniture should last for five years. 5. Purchased supplies on account, $900. 6. Performed consulting service for a client on account, $1,500. 7. Paid utility expenses, $250. 8. Performed service for a client and received cash of $1,100. 1 Received $42,000 cash and gave capital to Stewart. 4 Purchased supplies, $700, and furniture, $1,900, on account. 6 Performed services for a law firm and received $1,400 cash. 7 Paid $24,000 cash to acquire land for a future office site. 10 Performed service for a hotel and received its promise to pay the $1,000 within one week. 14 Paid for the furniture purchased September 4 on account. 15 Paid secretary’s bi-monthly salary, $490. 17 Received cash on account, $400. 20 Prepared a design for a school on account, $700. 28 Received $2,100 cash for consulting with Plummer & Gorden. 30 Paid secretary’s bi-monthly salary, $490. 30 Paid rent expense, $650. 30 Stewart withdrew cash of $3,000. Requirements 1.Open the following T-accounts: Cash; Accounts receivable; Supplies; Furniture; Land; Accounts payable; Stewart, capital; Stewart, drawing; Service revenue; Salary expense; and Rent expense. 2.Record each transaction in the journal, using the account titles given. Key each transaction by date. Explanations are not required. 3.Post the transactions to the T-accounts, using transaction dates as posting references in the ledger accounts. Label the balance of each account Bal, as shown in the chapter. 4.Prepare the trial balance of Doris Stewart, Designer, at September 30, 2012.

Ford Motor Company Case Study

————————————————- ————————————————- Ford Motor Company Case Report ————————————————- Executive Summary Ford Motor Company has a long history, starting in Michigan in 1903. They have focused on designing and manufacturing and have been very successful, however with increasing competition, global markets and over-capacity the company needs to look at ways to improve profitability. The company has implemented various programs and processes to create a lean, responsive system with better consumer forecasting.Their challenge is to continue to research ways to stay viable in current market and industry conditions. Dell Computers has been very successful with a direct model and virtual integration that may or not work well for Ford. CONTENTS * ISSUE3 * ANALYSIS4 * ALTERNATIVES6 * RECOMMENDATIONS 7 * IMPLEMENTATION 8 * CONCLUSION8 * REFERENCES9 * ISSUE: The Ford Motor Company is facing a number of challenges including the direction of CEO Jac Nasser to focus on customer responsiveness and shareholder value to deal with increasing competitiveness, an industry with potential over-capacity and the expansion into globalized markets.Ford had begun to implement systems to reduce cycle-time, improve quality and to lower costs. Programs included consolidating product development into five Vehicle Centres (VCs), reeingineered processes such as Order to Delivery (OTD), Fort Production System (FPS) and Business to Business (B2B) capacity. Additionally, information flow was examined to overcome geographical constraints, thus becoming a critical component of Ford’s global approach. During the past decade the company has implemented many programs and processes becoming the most improved automaker with steady upward trending sales and record profit sharing.The supply chain initially had a base of many competitive suppliers until the 1990’s when they began to move toward fewer, long term supplier relationships. Ford fostered relationships with tier one suppliers who would interface with tier two and other suppliers. With Ford’s support, the suppliers tried a variety of strategies including Just-In-Time (JIT) inventory, Total Quality Management (TQM) and Statistical Process Control (SPC). A limitation emerged in the variance of IT expertise and capability among the supply chain members.To reach the goal of reduced cycle time, creating a lean and flexible process, Ford is researching Dell Computer’s successful direct model to see if this virtual integration system would work for them. The direct model reduces the time and costs of third party distribution through direct interfacing with as few partners as p ossible as a way to improve production and customer responsiveness. The challenge is to determine if this system will work for Ford Motor Company. * ANALYSIS: The CEO’s directive is complicated by various factors.While Dell’s direct model works for Dell, it may or may not be effective with Ford. The company has been through a decade of change and adjustments to various processes and directions and while the option is available, a decision is not urgent as Ford is in a fairly good position. Dell’s direct model involves a customer focus, small numbers of supplier partnerships, customization, a just-in-time inventory and manufacturing. In order to do this, Dell ties in technology to communicate and coordinate these goals and strategies. They use what they call vertical integration.This means that they work very closely with customers and suppliers including actually having staff on site working directly with customers and partners, sharing information and knowledge to enable flexibility and effectiveness reducing cycle times. Dell establishes partnerships or collaborations with their customers and suppliers which is much like controlled outsourcing. Michael Dell of Dell computers argues that outsourcing is traditionally a way to â€Å"get rid of a problem†. His direct model, in contrast, is partnering with companies who are treated as though they are internal staff.This model improves the level of information sharing and motivation to succeed as a team. Technology means that the information sharing can be easily and effectively done in a win-win type of arrangement. The challenge is to maintain these relationships and focus on the task at hand. Providing suppliers with real-time information and up to date demand enables the supplier to act accordingly to meet Dell’s requirements. Removing multiple layers and working closely with customers and suppliers removes the possibility of misinformation, reaction time and ability to not o nly react, but to make more accurate forecasts.Dell has been able to streamline their customer response times by helping the customer ‘decide’ what they need. They make it easier for the customer to make the decisions and are ultimately preparing for it while the conversation is happening. Dell acts as a consultant and trainer getting direct feedback and key information for planning, research and development. They include key people from a wide range of responsibilities in regular meetings to ensure communication, ideas and overall commitment from the entire supply chain. Virtual integration goes even further to merge the traditional roles and boundaries of the supply chain.Dell argues that the direct model and virtual integration is beneficial to the customer from distribution to manufacturing and design. This model works for Dell, but whether it would work for Ford is the question. Ford has already reduced it’s supply chain base by dealing with Tier one supplie rs to use Just-In-Time inventory processes and other strategies to improve commitment and capability. They implemented the Ford Production System (FPS), focusing on key parts of the manufacturing process to improve efficiency. The Synchronous Material Flow (SMF) was developed to ensure a continuous flow of materials.This was done by using lean manufacturing concepts, careful scheduling and sequenced assembly. Their Order to Delivery (OTD) process was also developed to streamline the cycle time, reducing the order to delivery from 65 days to as little as 15 days. In order to do this they used forecasting, keeping 15 days of vehicles in the assembly plant’s order bank, using regional mixing centers for deliveries and a responsive order amendment process. Last but not least they worked on something called the Ford Retail Network (FRN) to test best practices and to create an alternate distribution channel.The idea was to consolidate Ford’s efforts to compete against the co mpetition of other auto makers rather than compete against each other. Because Dell and Ford are such different companies it is difficult to know if vertical integration would work. Dell is a smaller company whose current success is due to customer focus, pull demand, speed of response and virtual integration. In contrast, Ford is a much larger company with a complex and long-standing system of supply chain leadership where purchasing was historically heavily involved in the various activities of the company.A move to virtual integration requires that roles shift and responsibilities change to allow greater collaboration and information sharing. ALTERNATIVES: Differences between the companies include dealer networks, product and process complexity, age and size of the company, technical expertise and control over systems. Ford has a great amount of control, difficulty forecasting customer needs, higher product complexity, a strong dealer network and unionized labour. Dell is relativ ely new, there is high technical expertise, the product is not as complex, forecasting can be fairly accurate and their supplier relationships are good.Ford enjoys a significant amount of control over their supply chain, manufacturing, assembly and distribution, while Dell may not be able to exercise control depending on the relationships built and arrangements made. At this time, Ford does not really need to make a decision to change their business model, but there is a push for greater globalization, efficiency and flexibility. They can move toward virtual integration, stay the same, or adopt some kind of balance of the direct model with their current model.Because of their size and established supply chain, a move toward vertical integration and a direct model would mean fairly drastic changes and giving up controls that have been carefully developed over the past decade. That said, staying the same would not be advisable, as the market is increasingly competitive on the local an d global stage. Ford will be required to look at further adaptations to their operations in order to stay competitive. RECOMMENDATION: It would be advisable for Ford to examine vertical integration in at least some areas of their operations.Because this requires high levels of technology, they can work with Tier one suppliers to develop collaborations and more extensive information sharing. Doing nothing is not usually a feasible option in successful business and full integration would be very difficult to accomplish and my not have the results that Dell has due to the various differences in the companies and their products. IMPLEMENTATION: Ford can use focus groups and regular meetings to move toward a direct model in at least some areas of the business.The dealer network may be used as an advantage to forecasting if they work more closely with the development teams, manufacturing and assembly plants. The customer focus groups can begin to develop relationships that help to develop what customers want and might have as potions can be insightful and will improve forecasting. Purchasing, engineering, marketing and other groups can get involved in these focus groups, which may also encourage dialogue and collaboration toward cohesive end results. * CONCLUSION:Ford has implemented many strategies successfully and has been forward thinking in their consideration of various models and options. Becoming faster may or may not work to their advantage as buying a car is a decision that is weighed carefully and is a bigger investment than choosing a computer or laptop. The speed at which the company supplies a vehicle once ordered is important, but I suggest, not as important as the customer getting the options, financing and service that they expect with this type of purchase.That said, customers expect greater customization and choice than ever before. Whether Ford takes on this model or chooses to research another model is a step in the right direction. Supply chain management is a large part of how well the company can respond to customer needs and ultimately create profit and ongoing competitive advantage. * REFERENCES: Austin, Robert D. , Ford Motor Company: Supply Chain Strategy, 9-699-198, Harvard Business School Publishing, 1999. Magretta, Joan (2001) â€Å"The Power of Virtual Integration: An Interview with Michael Dell,† Harvard Business Review Ford Motor Company Case Study ————————————————- ————————————————- Ford Motor Company Case Report ————————————————- Executive Summary Ford Motor Company has a long history, starting in Michigan in 1903. They have focused on designing and manufacturing and have been very successful, however with increasing competition, global markets and over-capacity the company needs to look at ways to improve profitability. The company has implemented various programs and processes to create a lean, responsive system with better consumer forecasting.Their challenge is to continue to research ways to stay viable in current market and industry conditions. Dell Computers has been very successful with a direct model and virtual integration that may or not work well for Ford. CONTENTS * ISSUE3 * ANALYSIS4 * ALTERNATIVES6 * RECOMMENDATIONS 7 * IMPLEMENTATION 8 * CONCLUSION8 * REFERENCES9 * ISSUE: The Ford Motor Company is facing a number of challenges including the direction of CEO Jac Nasser to focus on customer responsiveness and shareholder value to deal with increasing competitiveness, an industry with potential over-capacity and the expansion into globalized markets.Ford had begun to implement systems to reduce cycle-time, improve quality and to lower costs. Programs included consolidating product development into five Vehicle Centres (VCs), reeingineered processes such as Order to Delivery (OTD), Fort Production System (FPS) and Business to Business (B2B) capacity. Additionally, information flow was examined to overcome geographical constraints, thus becoming a critical component of Ford’s global approach. During the past decade the company has implemented many programs and processes becoming the most improved automaker with steady upward trending sales and record profit sharing.The supply chain initially had a base of many competitive suppliers until the 1990’s when they began to move toward fewer, long term supplier relationships. Ford fostered relationships with tier one suppliers who would interface with tier two and other suppliers. With Ford’s support, the suppliers tried a variety of strategies including Just-In-Time (JIT) inventory, Total Quality Management (TQM) and Statistical Process Control (SPC). A limitation emerged in the variance of IT expertise and capability among the supply chain members.To reach the goal of reduced cycle time, creating a lean and flexible process, Ford is researching Dell Computer’s successful direct model to see if this virtual integration system would work for them. The direct model reduces the time and costs of third party distribution through direct interfacing with as few partners as p ossible as a way to improve production and customer responsiveness. The challenge is to determine if this system will work for Ford Motor Company. * ANALYSIS: The CEO’s directive is complicated by various factors.While Dell’s direct model works for Dell, it may or may not be effective with Ford. The company has been through a decade of change and adjustments to various processes and directions and while the option is available, a decision is not urgent as Ford is in a fairly good position. Dell’s direct model involves a customer focus, small numbers of supplier partnerships, customization, a just-in-time inventory and manufacturing. In order to do this, Dell ties in technology to communicate and coordinate these goals and strategies. They use what they call vertical integration.This means that they work very closely with customers and suppliers including actually having staff on site working directly with customers and partners, sharing information and knowledge to enable flexibility and effectiveness reducing cycle times. Dell establishes partnerships or collaborations with their customers and suppliers which is much like controlled outsourcing. Michael Dell of Dell computers argues that outsourcing is traditionally a way to â€Å"get rid of a problem†. His direct model, in contrast, is partnering with companies who are treated as though they are internal staff.This model improves the level of information sharing and motivation to succeed as a team. Technology means that the information sharing can be easily and effectively done in a win-win type of arrangement. The challenge is to maintain these relationships and focus on the task at hand. Providing suppliers with real-time information and up to date demand enables the supplier to act accordingly to meet Dell’s requirements. Removing multiple layers and working closely with customers and suppliers removes the possibility of misinformation, reaction time and ability to not o nly react, but to make more accurate forecasts.Dell has been able to streamline their customer response times by helping the customer ‘decide’ what they need. They make it easier for the customer to make the decisions and are ultimately preparing for it while the conversation is happening. Dell acts as a consultant and trainer getting direct feedback and key information for planning, research and development. They include key people from a wide range of responsibilities in regular meetings to ensure communication, ideas and overall commitment from the entire supply chain. Virtual integration goes even further to merge the traditional roles and boundaries of the supply chain.Dell argues that the direct model and virtual integration is beneficial to the customer from distribution to manufacturing and design. This model works for Dell, but whether it would work for Ford is the question. Ford has already reduced it’s supply chain base by dealing with Tier one supplie rs to use Just-In-Time inventory processes and other strategies to improve commitment and capability. They implemented the Ford Production System (FPS), focusing on key parts of the manufacturing process to improve efficiency. The Synchronous Material Flow (SMF) was developed to ensure a continuous flow of materials.This was done by using lean manufacturing concepts, careful scheduling and sequenced assembly. Their Order to Delivery (OTD) process was also developed to streamline the cycle time, reducing the order to delivery from 65 days to as little as 15 days. In order to do this they used forecasting, keeping 15 days of vehicles in the assembly plant’s order bank, using regional mixing centers for deliveries and a responsive order amendment process. Last but not least they worked on something called the Ford Retail Network (FRN) to test best practices and to create an alternate distribution channel.The idea was to consolidate Ford’s efforts to compete against the co mpetition of other auto makers rather than compete against each other. Because Dell and Ford are such different companies it is difficult to know if vertical integration would work. Dell is a smaller company whose current success is due to customer focus, pull demand, speed of response and virtual integration. In contrast, Ford is a much larger company with a complex and long-standing system of supply chain leadership where purchasing was historically heavily involved in the various activities of the company.A move to virtual integration requires that roles shift and responsibilities change to allow greater collaboration and information sharing. ALTERNATIVES: Differences between the companies include dealer networks, product and process complexity, age and size of the company, technical expertise and control over systems. Ford has a great amount of control, difficulty forecasting customer needs, higher product complexity, a strong dealer network and unionized labour. Dell is relativ ely new, there is high technical expertise, the product is not as complex, forecasting can be fairly accurate and their supplier relationships are good.Ford enjoys a significant amount of control over their supply chain, manufacturing, assembly and distribution, while Dell may not be able to exercise control depending on the relationships built and arrangements made. At this time, Ford does not really need to make a decision to change their business model, but there is a push for greater globalization, efficiency and flexibility. They can move toward virtual integration, stay the same, or adopt some kind of balance of the direct model with their current model.Because of their size and established supply chain, a move toward vertical integration and a direct model would mean fairly drastic changes and giving up controls that have been carefully developed over the past decade. That said, staying the same would not be advisable, as the market is increasingly competitive on the local an d global stage. Ford will be required to look at further adaptations to their operations in order to stay competitive. RECOMMENDATION: It would be advisable for Ford to examine vertical integration in at least some areas of their operations.Because this requires high levels of technology, they can work with Tier one suppliers to develop collaborations and more extensive information sharing. Doing nothing is not usually a feasible option in successful business and full integration would be very difficult to accomplish and my not have the results that Dell has due to the various differences in the companies and their products. IMPLEMENTATION: Ford can use focus groups and regular meetings to move toward a direct model in at least some areas of the business.The dealer network may be used as an advantage to forecasting if they work more closely with the development teams, manufacturing and assembly plants. The customer focus groups can begin to develop relationships that help to develop what customers want and might have as potions can be insightful and will improve forecasting. Purchasing, engineering, marketing and other groups can get involved in these focus groups, which may also encourage dialogue and collaboration toward cohesive end results. * CONCLUSION:Ford has implemented many strategies successfully and has been forward thinking in their consideration of various models and options. Becoming faster may or may not work to their advantage as buying a car is a decision that is weighed carefully and is a bigger investment than choosing a computer or laptop. The speed at which the company supplies a vehicle once ordered is important, but I suggest, not as important as the customer getting the options, financing and service that they expect with this type of purchase.That said, customers expect greater customization and choice than ever before. Whether Ford takes on this model or chooses to research another model is a step in the right direction. Supply chain management is a large part of how well the company can respond to customer needs and ultimately create profit and ongoing competitive advantage. * REFERENCES: Austin, Robert D. , Ford Motor Company: Supply Chain Strategy, 9-699-198, Harvard Business School Publishing, 1999. Magretta, Joan (2001) â€Å"The Power of Virtual Integration: An Interview with Michael Dell,† Harvard Business Review

Importance of Strategic Planing and Management Paper

Importance of Strategic Planning and Management in the Business Paper Artim Toska Bus 475 March 29, 2010 Introduction This paper will describe a small business I may want to start, define strategic management and planning, and explain why a strategic plan would be important to the success of this business. Also, it will explain the four functions of management relative to creating and implementing a strategic plan. Strategic management & Planning In a competitive business world, it is important to have your business prosper for it to overcome the challenges it may encounter. The direction (and future) of a small business has extreme challenges in an economy that lags, but can be overcome with the right strategic mananagent ideas and planning. A small business that I would like to start would be a financial business that would provide short-term capital to small working and expanding companies. I believe this business would provide profits in an economy that has been ailing small businesses. Small businesses would welcome my services since they can not (or find it difficult) to finance their business when banks are not giving them the capital they need to remodel or have their business survive. Strategic management is planning your business at the highest possible level. This would be the duty of the company’s leader (or leaders) to focus on building a solid structure to that business (All business, 2010). This â€Å"structure† will be â€Å"hinged† on the effort of each employee that is hired. Also, strategic management helps answer what are the objectives of the business, the best procedure in achieving these objectives, and what are the resources that are needed to make that happen (All business, 2010). Strategic planning determines the direction that an organization will be eaded over the next year or more, and how it will arrive there (McNamara, 2010). Usually, the process is throughout the organization and focuses on a major function as division, department, or other important functions. A strategic plan includes several levels (or steps) in the process (the order of these levels can be orientated towards the satisfactory of the organization for s uccess). One can view strategic planning as strategic analysis. This would include a review of the organizations environment (economical, social, technical†¦ ). Also, establishing a strategic direction is a major activity in strategic planning. Organizers would conclude what the company needs to do with the issues and opportunities that are facing the organization (McNamara, 2010). This would include what â€Å"strategic goals† the company needs to achieve, and â€Å"methods† to achieve accomplishments. Also, action planning can be looked as strategic planning. Action planning helps view how strategic goals will be attained, and includes specifying objective results with each strategic goal (McNamara, 2010). Strategic Plan & Success A strategic plan would be important to the success of my business because it would form the company’s strategy and communicate it through the organization for implementation. This implementation would help provide the company’s mission and reason for being (this would be expressed though a mission statement). This would help the company’s image with customers. Also, it would help shape the company brand and how to distribute that successfully to consumers. Also, a strategic plan would help the company adapt an â€Å"earnings growth† that will be monitored for sustainability in growth (it would help to establish what businesses to target). Also, the plan would help in the success of the business by establishing a marketing scheme. This would help explain to potential customers how the business would provide financial aid to their business that is in need of our service, with their economical and social environment (it would entail us as a â€Å"life line† for a business that is struggling and in need of help). Four Functions of Management The four functions of management are important in creating and implementing a successful strategic plan. The four functions of management are planning, organizing, leading, and controlling (Rothbauer-Wanish, 2009). Planning helps create in a strategic plan what are the organizations goals, and how those goals can be achieved (developing objectives for the goal and monitoring on the execution of the plan are essential in the planning). Also, organizing helps implement a successful strategic plan by helping me know the amount of employees needed to provide the success of the business (Rothbauer-Wanish, 2009). Leading helps implement a strategic plan by my motivation to employees that will help in their performance. Also, controlling helps implement a successful strategic plan by monitoring company’s goals the organization want to achieve. Conclusion This paper defined strategic management and planning, explained why a strategic plan would be important to the success of this business, and explained the four functions of management relative to creating and implementing a strategic plan. Resources All Business, (2010). What is Strategic Management? Retrieved March 29, 2010, from http://www. allbusiness. com/management/2975129-1. html McNamara, C. (2010). Basic Descriptions of Strategic Planning. Retrieved March 29, 2010, from http://managementhelp. org/plan_dec/str_plan/basics. htm Rothbauer-Wanish, H. (2009). Four Functions of Management. Retrieved March 29, 2010, from http://businessmanagement. suite101. com/article. cfm/four_functions_of_management

Buka culture, Oceania

Residents of Bukas are called Buka after the island and though no English definition of the word can be found it most likely originated from a Malaysian word. Foreigners refer to the people as Bukas but in the country they are know by their clans. It can be assumed that there are rude names that names used for respect within the different inhabitants but I have a feeling that to learn those one must actually visit the island. 2- The Buka reside on Buka Island, Bougainville Province, in Papua New Guinea.Buka Island itself is separated from Bougainville by Buka Passage, a swift flowing sea channel. There are five small inhabited islands found off of the west coast. The east coast of the island has many cliffs as it is unprotected from the ocean wind. The west coast has the Richard Parkinson Range, with its highest peak, Mt. Bei which is 458 meters high. The entire island is surrounded by coral reef rings, with large lagoons on the west coast.3- There are two distinct languages spoken o n Buka, though with dialects there are about 4 different languages, Hanahan Halia is spoken along the east coast, Haku is spoken in the north coast villages, Selau a dialect of Halia is spoken in the Bougainville peninsula, and Solos is spoken within the North Bougainvillean Austronesian families. Halia and Haku speakers can easily understand each other, with Selau being there most distant dialect. However Solos and Halia speakers do have difficulty understanding each other.Tok Pisin is also used as a lingua franca between the three different dialects and this language is spoken throughout Papua New Guinea. All of these languages are part of the North Bougainvillean Austronesian languages which can be traced back to South China and Formosa. There is a clear division between the south and north of this island mainly dealing with those that immigrated to these areas. 4- Most settlements are villages and hamlets. The island itself is divided into five electorates, the pewit, Halia, Hag ogohoe, Tsitalato and the Haku.These areas are connected by narrow paths and through trade partners. These villages would move and change depending on the weather and with new alliances or reorganizations of clans. Some of the first towns grew around missions and near airstrips or by good harbours. This area did not have much European settlement until after WWII so there is still much of the traditional life present. The main town, also called the capital, is located on Buka Passage and on most maps is still labelled â€Å"Chinatown†. The family-household is still the basic social unit and can consist of many generations.The most important buildings in the villages are the tsuhana. Funerals, reconciliations, memorials and feasts are all held at the tsuhana, and the building for the tsuhana is quite elaborate as a pig must be sacrificed for each step of the construction. Town are the center of commerce and then reach out to the nearest villages. There are not many roads and sh ips and air travel are needed to reach certain areas. Due to the geography much of the inner island is not populated. Currently at the capital there is more modern buildings arrived as the settlement has grown to incorporate businesses and some tourism.This urban Mecca contains representatives for banks, the government and agricultural businesses as well as some resorts on the beach. 5 – Buka houses contain many generations, as many of three. One type of house built in this area is made of silt. Silt houses last between 20 and 30 years and are constructed above the ground to allow for the high tide. These houses are quite large and require about 20 men to set the posts (the foundation) of the house. There are also traditional houses made of wood, huts made of woven reeds and roofs that are thatched with hay. Almost all houses are built up on stilts.If no paint is used then most house are a brown or beige colour, as paint is a big upkeep because it has to be reapplied so often due to the humidity. 6 – Bukas economics are mainly based off of agricultural, as the sweet potato is a main staple in the villages not only for food but also to trade. Copra and cocoa are cash crops and there is some small amount of money to be made in spices and vanilla. Other popular crops are breadfruit, yams, taro, rice, bananas, mango, coconuts and other fruits. Many animals have been domesticated for food and birds, marsupials, cassowaries and turtles are hunted for their meat.Tea is drunk throughout the day. There is also a substantial amount of fishing done and collecting shellfish as most villages are very close to the coast. Many families keep chickens and pigs those pigs are considered to be very important and only used for rituals and formal occasions. A lot of time is spent collecting water as fresh water is in short supply. Tourism has slowly sprung up on the island allowing for some small change sin income though moist businesses found in the main city along the Burka Passage all deal with agriculture products.Most villagers produce their own food and townspeople may have their own garden or they trade with village women who sell their produce at markets. Small trade stores supple kerosene lanterns, matches, blankets, clothing, soap, tinned fish, tea, sugar and rice while large urban supermarkets import expensive food items and other products. There is also some work in the gold mining and oil industry though most industry is horticultural. 7 – The political system in Buka is based off of chiefs though both men and women can be â€Å"chiefs†.These chiefs then build alliances and trade routes with other chiefs and clans. Most authority positions are inherited and chieftainships, called tsuono, though many times this heredity is ignored. The tsunono represents the interests of their clan. Each tsuono will look over about 20 families though many tsunono clans can come together under the tsunono mal, of a superior clan. The mo st powerful of all the chiefs, the munihil, is put forth or â€Å"elected† by the tsunono, and has power over clans of a moiety class.(Moiety classes are associated with prestige, with Nakaripa and Naboen being higher class and Nakas and Natasi of lower class. ) Moiety class is important for resolving conflicts and organizing authority. Women can also be chiefs but they are looked on as sacred objects held with great respect. Though ever since the Bougainville civil war women have become more prominent in leadership roles. Those that want to participate in higher politics within the Papua New Guinea government must be very wealthy and use the traditional campaigning methods; much of popular politics does not exist throughout Buka.8 – Kinship terminology is Hawaiian and descent in is matrilineal. Most newlyweds tend to live with their maternal relatives at first but will move to the wife’s native land as children technically belong to the wife’s clan. So u nder this kinship all females in the parent’s generation are referred to as mothers and all males in the parental generation are fathers. All brothers and male cousins are referred to as brother and all sisters and female cousins are called sister. 9 – There are two types of marriage offered in Buka that are clearly described in the marriage act of 1963.Customary marriage is where the individuals follow the customs of their tribes and you do not need any proof of marriage beyond those of the traditional custom, though the definition of a native of automatic citizen is not very clear. The extended family is very important to the formation of the marriage, husbands may have several wife’s and the husband or husbands family must pay the bride price. Once they are of age men and women spend time in supervised courtship sessions. Exogamy is a must and women marry outside of their clans most of the time.Is a women is unhappy then she is able to leave her husband, get divorced and return back to her clan. A statutory marriage must be performed by a district officers, Registrars or ministers of Religion or anyone else that has authority from the government. Marriages must have seven day notice, and all participants must be over 21 years of age unless they have their parents consent. The ceremony must have two witnesses and you will receive a marriage certificate. 10 – Both men and women are involved with horticulture though there is still a clear division of labour as well as payment.Men will clear the forest so that the women can plant gardens and keep the pigs. The crops and cash crops are planted and tended by men, banana, sugarcane, cocoa and coffee and though the women will help to pick these crops the majority of the money is given to the men. Women do all of the cooking though both the men and women will look after the children. In towns and large villages the women take car of the domestic chores and child care while the husbands ar e at work. If a woman has a job then one of her family will take care of the chores.Women have begun to take part in men’s jobs though they deal with a lot of prejudice and harassment, while men that do traditional women’s work are stigmatized. Females are very important to building authority as the participate in female exchange event and redeem matrilineage lands. The men with the most power have achieved it only with the help of his female relatives. As times change women are slowly redefining their roles though there are not many job opportunities for them. 11 – Current religious beliefs are Christians divided between Roman Catholics and Methodists.There has been a lot of assimilation of indigenous and Christian beliefs ad God is called Sunahan. Sunahan is a creator figure from Buka tradition. Traditionally Buka religion focused around keeping good relationships between the living and the spirits of the dead, including the spirits that inhabit all named geog raphical features such as pools of water and large rocks. Spirits can impart positive and negative attitudes and they are all powerful. Spirits are important for success in fighting, horticulture and all things sexual.Bukas communicate with spirits using fire mainly to celebrate funerals. Sensory is also believed in and there are two kinds of sorcery, one that is used by the chief to punish transgressors and contemporary sorcery which is secret and is illegal, it was thought to have been brought in from outside of Buka. IN current society most people still have knowledge of sorcery and use spells to promote, healing, gardening, prevent minor illnesses and to bring about love. Most rituals focus on health and fertility and focus in maturation and future success of those participating.Initiates will find their spirit guide that will help them in their life. Bukas use both traditional and western medicine to overcome illnesses. Western medicine is used to deal with symptoms while tradi tional methods are used to uncover the cultural cause of the illness. There is a hospital in the main city, though most villages will have a mid-wife or other lightly trained women to deal with medical issues. There is not many medical trained professionals available outside of the urban areas so traditional medicine is still prevalent throughout the island.13 – Buka is actually the site of a large social movement called Hahalis Welfare Society. This is referred to as a cargo cult by the church and Australian government. This society was established as a result of new taxes. They were supported by cash crops and ‘baby gardens’ in which young women were encouraged to build the societies population. Over 400 Australian police were needed to restore order. Eventually the society became very prominent supported the Me’ekamui Onoring Pontoku (Fifty Toea Movement) which was a source of much conflict at the end of the 1980s.This society was one of the first to di splay Bougainvillean nationalism and brought about many militant formations. 14 – Barnard, A. , (2006) Patterns of Masculine Protest among the Buka, Journal of Personality, 11 (4), 302-311 Haviland, W. , (2002) Cultural Anthropology, Wadsworth Publishing Resture, J. , (2008), Bougainville History, http://www. janesoceania. com/bougainville_history/index. htm, accessed November 29, 2008 Zimmer-Tamakoshi, L, (2007) Culture of Papua New Guinea, http://www. everyculture. com/No-Sa/Papua-New-Guinea. html, accessed November 29, 2008

Citing particular examples, discuss how far pop music can be Essay

Citing particular examples, discuss how far pop music can be considered textual poachers (Henry jerkins) - Essay Example Apparently, a topic that attempts to capture the dynamics of any culture within the context of social icons and the mentality of their followers, could not adequately incorporate and interact with the controversies thereon as textual poachers does with pop music. Originally, Henry Jerkins did a lot of studies surrounding television entertainment with shows and movie series as the centre of interest for many fans. The provocative interaction that the television fan base makes with the ideal universe created by the shows that they faithfully follow blind them such that they fail to conceptualize the idealism involved in the productions. The author states that this creates a culture that tries to fit in the idealism provoked by the entertainment culture (Jenkins, 1992, p277). In a similar manner, the pop music industry can be assessed for a possibility of a similar idealism generated within the music setting and consequential spilling over to the real life of the fans to the extent that they â€Å"live† the idealism. In an attempt to explain the role of fans in the generation of new idealistic cultures, Jenkins (1992, p23) reports that fans find it fashionable and defensive to relate to a certain mass following of an entertainment platform. Further in the description of the behaviour of the fan group, the author reports that the identity and associating with the common following accords the group a manipulative force that enables it to form a culture. Producers of the original text from which the apparent poaching happens voice their displeasure by referring to the fans as cultural dupes or even senseless customers of the literary piece. Works of art that are presented to the audience commonly through the media are initially meant to be just entertainment content; but the audience blow off the balance between the text intention and imaginations not intended by the producer. There is an eventual loss of the art intention

(Leadership and management solutions) Essay Example | Topics and Well Written Essays - 500 words

(Leadership and management solutions) - Essay Example The major goal of Taylor’s scientific management was to control the production process through scientific method. Taylor believed that that technology can be used to enhance productivity by controlling labor processes. He had evolved the concept of best practices and advocated the training of workers on the best practice so that they can follow set procedure for production. Taylor’s scientific management relies on breaking the process of production into specific parts and training the labor force on how to accomplish the tasks efficiently and in time bound manner. He used machines as major facilitators of production process and applied management control on workers and operation. According to him, scientific management is to know what exactly one wants the workers to do and ensures that the work is done in the best and cheapest way (Taylor, 1911). The workers were trained on various production processes and their work was strictly monitored. Taylor’s emphasis on the rationalization of production and thereby of the workplace was intended to delineate the importance of labor force and use them as machines to reduce cost. Taylorism had become famous for the mass production. The scientific management is underpinned by five principles: clear division of task between the workers and management; evolving scientific method to find the best way of doing the task; scientific selection of workers; training of workers on doing the job in specific manner; and close monitoring of workers which is time bound. Ford Motors has exploited the scientific management to introduce technology and develop automated assembly line for manufacturing standardized parts for mass automobile production (Mullins, 2010). Taylor’s scientific management has come under controversy for many reasons including devaluation of human resource and unethical practices at workplace to increase profit. In mass production of goods, it is still very pertinent. In the contemporary times,