Business Analysis Part I Ford Motor Company Essays

Business Analysis Part I Ford Motor Company Essays Business Analysis Part I Ford Motor Company Essay Business Analysis Part I Ford Motor Company Essay Business Analysis Part II Ford Motor Company Rocio Rodriguez MGT/521 Management May 25, 2011 Nickolas Skelton Business Analysis Part I Ford Motor Company Henry Ford and a group of investors founded what is known as the Ford Motor Company in 1903 based out in Dearborn, Michigan. The entrepreneur began manufacturing all of the automotive parts used in production and started the innovation of a moving assembly line to mass produce vehicles that are affordable to the public. Although the company changed names and investors a few times, it remained strong enough to survive through the great depression and become one of the largest auto manufacturers in the world today. The following analysis covers the company’s strengths, weaknesses, opportunities, and threats to obtain a better understanding of the successes and downfalls of Ford Motor Company. Strengths Despite of the recent downturn in the economy, Ford remains a competitive force in automobile manufacturing market. Certain factors exist that strengthen the company’s brand and product. For example, Ford Motor Company is the top 4th largest car manufacturing entity in the world (Ford, 2011). The company has 90 manufacturing plants worldwide, 7,000 supplier facilities that distribute vehicles in six continents, and all 50 U. S. states (Ford, 2011). Ford has a strong presence in the market and is easily recognized worldwide with the slogan â€Å"Built Ford Tough† as the company motto (Ford, 2011). The company keeps a competitive advantage by following innovative trends that attract the attention of more consumers. One of these trends focuses on fuel efficiency, brought on by the current deteriorating economic state. Ford’s fuel-efficient lineup increased sales by 19% since the launch in 2009 (Ford, 2011). Even the less economic models are still in demand because of their design, durability, and versatility. The Ford-F150, Ford’s most popular vehicle, is the current top seller on the market for this year (Ford, 2011). Ford is comfortably sitting at #10 on the Fortune 500 list and has made an astonishing $6. 6 billion in net income for the first quarter of 2011, which is the most the company has made in the ast 10 years (Ford Motor Company, 2011). Ford established Ford Motor Credit Company to offer the public a more accessible way to finance vehicles and survived through the failing economy. The company made it without any government bailout funds because the owner made a wise move and obtained $24 billion in financing a short time before the economy took a turn for the worse (Ford Motor Company, 2001). That money helped the company stay afloat until they could make profit again. Another strength the company has is its reputation and their corporate social responsibility with the public and the environment. Ford Motor Company provides support to many causes such as disaster relief efforts in the United States, invests in education for children, promotes safe driving programs for teens, and helps American farmers strive (Ford Motor Company, 2011). Ford is also a proud supporter of NASCAR and started the Performance Racing Parts segment of the business. The company is following the trend of environmentally friendly products by researching solar powered and electric vehicles that reduce emissions and harm the environment. The company plans to invest $14 billion in Research and Development in 2011 to improve fuel efficiency in Ford models by over 25% (Mulally, 2010). Because of the constant contribution and involvement in the community, the public is aware that Ford is not in it just for the money; ultimately Ford contributes and makes a difference in society and embraces the earth’s environmental health. Weaknesses Despite all the strengths mentioned above, there are weaknesses that can hinder Ford’s success. The most obvious weakness is the troubling economy. The economic downfall affected everyone including all car manufacturers. Consumers lost jobs, homes, and stability during these tough times, and purchasing vehicles was no longer a priority for most Americans. The demand for vehicles, especially trucks, dropped dramatically because of the lack of income for consumers, the rise in gas prices, and fewer lending opportunities. Additionally, just as the economy began to fall, so did the stock prices. Ford stock prices hit the ultimate low in 2009 selling at $1. 74 compared to the $14. 91 in the first quarter of 2011 (History of the Stock Market Crash, 2011). The most dangerous disadvantage for Ford’s weak market share North American automotive operations. Ford’s market share dropped 6. 3% from 2003 to 2008 and is currently making a slow and steady increase (Ford, 2008). Competitors like Toyota and Honda led the market with quality, fuel efficient models, at a bargain price. The weakness that tarnished Ford’s reputation and financial health has to be the recalls of some models because safety concerns. Ford recalled a total of 16 million vehicles in 2009 because of a faulty cruise control switch that causes a fire in the vehicle (Ford, 2008). Similarly, in 2008 Ford recalled Escape models due to transmission failure issues. Additionally, who can forget the notorious Firestone tire recall in 2001 that claimed the lives of many drivers worldwide (Ford, 2008). The tread on the defective tires on most Explorer models peeled off and when they failed it caused the vehicle to roll over and cause fatal accidents (Legal Information Center, 2001). This recall cost Ford $2 billion, the competitive advantage in the United States light-truck and sport/utility vehicle market, and the trust of the consumer (Isidore, 2001). Opportunities Nonetheless, Ford has moved forward and learned from their experiences and is focused on expanding the opportunities for the business. Because the environmental factor is a leading trend in the market, Ford has taken the opportunity to expand their product line to align with the consumer demand. The company developed the EcoBoost V6 engines that provide 20% better fuel economy and reduce carbon monoxide emissions by 15% (MediaFord. com, 2011). Hybrid models are currently in production and the company plans to double their output in 2009 to meet consumer demand. Ford is investing and researching new technology to produce electric and solar powered vehicles in the near future as well as intelligent vehicles, or talking vehicles designed to help make the roads a safer place. The company’s efforts have not been in vain. The company was awarded the 2011 Best New Technology Award for their innovative rear inflatable seat belt design (Ford Motor Company, 2011). Similarly, the giant car manufacturer also became the first to earn top safety ratings worldwide for their Fiesta and Ford F-150 models (Ford Motor Company, 2011). The last opportunity that can help Ford gain global market share is the partnership with China to produce the Ford Fiesta model. Ford unveiled the Fiesta in China in 2009 and by 2010 the company sold more than 75,000 vehicles, 59% more than the previous year (MediaFord. com, 2011). The Fiesta received a warm welcome from the Chinese consumers with its stylish exterior, fuel efficiency, and even received a five-star safety rating from the China Automotive Technology and Research Center (CATARC) (MediaFord. com, 2011). With the success of the launch in China, Ford can expand worldwide and explore other opportunities in foreign countries to penetrate and grow the Ford name. Threats The last factor to consider in the analysis is the threats that hinder Fords success in the market. These factors can prevent the company from growing as planned and potentially harm the giant automaker’s financial stability. Many of the same factors listed as weaknesses can be potential threats. For example, the recession and the rise in fuel prices. As prices rise, consumers look for ways to reduce their expenses by either consuming less gas or replacing their gas guzzlers with compact fuel efficient models. If Ford fails to produce a compact, fuel efficient model that meets the consumer’s demands, the public will still purchase a vehicle but definitely not a Ford model. The rise in raw materials can also pose a threat to Ford because the company needs to provide an affordable product that meets the demand for safety, durability, and quality, all while keeping production costs at reasonable rates to make a profit. Producing vehicles with subpar materials to keep within budget can risk the safety of the end user and risk the reputation of the Ford brand. Fixing any potential issues with future recalls is usually more expensive than producing the product meeting all federal guidelines. The last major threat to the Ford Motor Company is the lack of investment in Research and Development and Quality Control. Compared to the competition, Ford falls short in capital spending, which can hinder the possibility of growth. For example, Ford’s biggest competitor, Toyota reduced their capital spending from $1. trillion to $670 billion during 2010 because of the financial crisis (Dow Jones, 2010). In comparison, Ford usually spends five to six billion dollars in capital spending each year totaling $4. 5 billion during 2010 (Ford Motor Company, 2011). With that much difference in capital spending, the competition has the means and the edge to develop the next best thing out on the market, leaving For d behind. To summarize the analysis, the Ford Motor Company has the potential to remain one of the top car manufacturers in the world if the company takes advantage of all strengths and opportunities to grow and xpand the business worldwide. The key to staying competitive is following consumer trends and above all take pride and care to produce the best product for the end-user. Keeping a close eye and managing the weaknesses and threats to the business will serve as a learning experience and help the company adapt, improve business practices, and processes. The company has been successful thus far, even through a recession, and once the economy recovers Ford has the potential to become more thriving than ever with the latest advances in technology the company plans to develop. Business Analysis Part II Ford Motor Company Financial Health Comparison The financial statements in Appendix A-C reflect the income statement, balance sheet, and cash flow for Ford Motor Company for recent and previous years. Comparing the numbers side by side helps understand the trends in the economy and the company and gives a better understanding of the company’s financial health. After reviewing each statement one can see that the company has been a successful one, and recently suffered during the time of recession. Profits went down as well as stock value as seen in Appendix D. Capital Expenditures were reduced and the company even faced negative figures in most statements during the recession in 2008. The company had a healthy cash flow and earnings in the years before 2008, and is presently recovering at a steady pace. The one major concern noted after reviewing the statements is the slow recovery of the company. With the recession out of the way, the company has enough new products and incentives to help boost sales and make profits similar to those seen in 2005-2007 at a faster pace. The slow recovery can help the company prepare for future periods of recession by having a plan implemented to develop the most innovative, quality, and affordable product for the consumer and increase demand worldwide, thus making profits at a faster pace. Summarize companys financial health – compare it to other companies in the industry Summarize the companys technological advantages – compare to others How globalization affected the businesses practices Benchmark analysis – best practices, operational processes and procedures, products or services References AOL Daily Finance. 2011, May 20). Ford motor company balance sheet. Retrieved from dailyfinance. com/financials/ford-motor-company/f/nys/balance-sheet Bloomberg Businessweek, (2011, May 24). Financial statements for ford motor company. Retrieved from http://investing. businessweek. com/research/stocks/financials/financials. asp? ticker=F:US Dow Jones, (2010, December 24). Toyota vice president: to ho ld down capital spending. Retrieved from dowjones. de/site/2010/12/toyota-vice-president-to-hold-down-capital-spending. html Ford. (2008). Market share and sales. Retrieved from http://corporate. ford. om/microsites/sustainability-report-2008-09/economy-data-market#a Ford Motor Company, (2011, May 12). Safety. Retrieved from http://corporate. ford. com/innovation/car-safety Ford Motor Company, (2011). Ford posts net income of $2. 6 billion in second quarter 2010. Retrieved from corporate. ford. com/news-center/news/press-releases/press-releases-detail/pr-ford-posts-net-income-of-26-32973 History of the Stock Market Crash, (2011, April 23). Ford stock up 757% since the 2008-2009 crash. Retrieved from worststockmarketcrashes. com/featured/ford-stock-up-757-percent-since-the-2008-2009-crash/ Isidore, C. 2001, May 21). Ford recalls 13 million tires. Retrieved from http://money. cnn. com/2001/05/22/recalls/ford/ Legal Information Center, (2001). Firestone tire recall. Retrieved from firestone-tire-recall. com/pages/overview. html Media Ford. com, (2011). Ford fiesta receives maximum 5-star safety rating in china ncap. Retrieved from http://media. ford. com/article_display. cfm? article_id=33815 Microsoft Money, Initials. (2011, April 24). Financial results ford motor company. Retrieved from http://moneycentral. msn. com/investor/invsub/results/statemnt. aspx? Symbol=FstmtView=Ann Mulally, A. (2010, October 26). Ford car share in North America on the rise. Retrieved from http://seekingalpha. com/article/232164-ford-car-share-in-north-america-on-the-rise Yahoo Finance, (2011, May 22). Ford motor company cash flow. Retrieved from http://finance. yahoo. com/q/cf? s=F+Cash+Flowannual Appendix A[pic][pic][pic] |Income Statement Comparison | |Dec 31 |Dec 31 |Dec 31 |Dec 31 | |Currency in | |2007 |2008 |2009 |2010 | |Millions of U. S. Dollars |As of: |Restated |Restated |Restated |USD | | | |USD |USD |USD | | |Revenues |154,379. 0 |127,635. 0 |103,868. 0 |119,280. 0 | |Cost of Goods Sold |142,667. 0 |120,558. 0 |98,746. |104,372. 0 | |Selling General Admin Expenses, Total |21,132. 0 |21,049. 0 |12,965. 0 |11,876. 0 | |OPERATING INCOME |-701. 0 |-6,492. 0 |-1,219. 0 |8,892. 0 | |Interest and Investment Income |1,713. 0 |928. 0 |205. 0 |262. 0 | |Income (Loss) on Equity Investments |403. |381. 0 |195. 0 |538. 0 | |EBT, EXCLUDING UNUSUAL ITEMS |-1,018. 0 |-7,151. 0 |-2,249. 0 |7,975. 0 | |Gain (Loss) on Sale of Investments |-109. 0 |-1,309. 0 |373. 0 |125. 0 | |Other Unusual Items, Total |-432. 0 |-5,569. 0 |4,666. 0 |-844. | |EBT, INCLUDING UNUSUAL ITEMS |-3,857. 0 |-14,895. 0 |2,599. 0 |7,149. 0 | |Minority Interest in Earnings |-312. 0 |58. 0 | |4. 0 | |EARNINGS FROM DISCOUNTINUED OPERATIONS |41. 0 |9. 0 |5. 0 | | |NET INCOME TO COMMON INCLUDING EXTRA ITEMS |-2,795. 0 |-14,766. 0 |2,717. 0 |6,561. | [pic][ pic][pic](Bloomberg Businessweek, 2011) Appendix B Balance Statement Comparison |Period Ending |FY2010 |FY2009 |FY2008 |FY2007 |FY2006 | |Assets | | | | | | |Net Receivables |48. 22 B |8. 15 B |64. 43 B |68. 75 B |4. 15 B | |Progress Payments Others |-865. 00 M |-798. 0 M |-891. 00 M |-1. 10 B |-1. 02 B | |Current Assets Total |90. 87 B |57. 29 B |117. 33 B |135. 72 B |78. 98 B | |Investment in Unconsolidated Subsidiaries |2. 57 B |2. 37 B |1. 59 B |2. 85 B |2. 79 B | |Property, Plant Equipment Net |23. 03 B |22. 46 B |28. 35 B |35. 98 B |35. 79 B | |Accumulated Depreciation |33. 90 B |33. 41 B |38. 4 B |36. 56 B |34. 98 B | |Tangible Other Assets |4. 16 B |12. 30 B |6. 52 B |18. 34 B |16. 00 B | |Total Assets |163. 32 B |189. 35 B |215. 77 B |276. 46 B |276. 01 B | |Income Taxes Payable |392. 00 M |3. 09 B |2. 79 B |2. 67 B |3. 14 B | |Current Liabilities Total |74. 13 B |77. 85 B |111. 96 B |110. 5 B |112. 65 B | |Provision for Risks Charges |18. 24 B |17. 76 B |17. 32 B |31. 37 B |35. 91 B | |Deferred Income |1. 62 B |1. 66 B |1. 77 B |1. 99 B |2. 04 B | |Total Liabilities |163. 97 B |197. 13 B |231. 89 B |269. 41 B |278. 31 B | |Common Equity |-673. 00 M |-7. 82 B |-17. 31 B |5. 63 B |-3. 6 B | |Capital Surplus |20. 80 B |16. 79 B |9. 08 B |7. 83 B |4. 56 B | |Equity in Untaxed Reserves |-7. 04 B |-13. 60 B |-16. 14 B |-1. 48 B |-17. 00 M | |Treasury Stock |62. 00 M |407. 00 M |521. 00 M |103. 00 M |- | |Common Shares Outstanding |163. 32 B |189. 35 B |215. 77 B |276. 46 B |276. 01 B | (AOL Daily Finance, 2011) Appendix C Cash Flow Comparison | | | | | | | | | | | | | | | |Period Ending | | | |Dec 31, 2010 | | | |Dec 31, 2009 | | | |Dec 31, 2008 | | | | | | | |Net Income | | | |6,561,000 | | | |2,717,000 | | | |(14,672,000) | | | | | | | | | | | | | | |Operating Activities, Cash Flows Provided By or Used In | | | | | | | |Depreciation | | | |- | | | |- | | | |19,737,000 | | | | | | | |Adjustments To Net Income | | | |- | | | |- | | | |1,027,000 | | | | | | | |Changes In Accounts Receivables | | | |- | | | |- | | | |1,091,000 | | | | | | | |Changes In Liabilities | | | |- | | | |- | | | |(12,647,000) | | | | | | | |Changes In Inventories | | | |- | | | |- | | | |(358,000) | | | | | | | |Changes In Other Operating Activities | | | |- | | |- | | | |2,489,000 | | | | | | | | | | | | | | | |Total Cash Flow From Operating Activities | | | |11,477,000 | | | |15,477,000 | | | |(179,000) | | | | | | | | | | | | | | | |Investing Activities, Cash Flows Provided By or Used In | | | | | | | |Capital Expenditures | | | |(4,092,000) | | | |(4,059,000) | | | |(6,696,000) | | | | | | | |Investments | | | |9,774,000 | | | |10,682,000 | | | |(2,676,000) | | | | | | | |Other Cash flows from Investing Activities | | | |1,226,000 | | | |(4,000) | | | |6,229,000 | | | | | | | | | | | | | | |Total Cash Flows From Investing Activities | | | |6,908,000 | | | |6,619,000 | | | |(3,143,000) | | | | | | | | | | | | | | | |Financing Activities, Cash Flows Provided By or Used In | | | | | | | |Dividends Paid | | | |- | | | |- | | | |- | | | | | | | |Sale Purchase of Stock | | | |1,339,000 | | | |2,450,000 | | | |756,000 | | | | | | | |Net Borrowings | | | |(18,558,000) | | | |(21,710,000) | | | |(9,256,000) | | | | | | | |Other Cash Flows from Financing Activities | | | |(7,202,000) | | | |(3,570,000) | | | |(604,000) | | | | | | | | | | | | | | |Total Cash Flows From Financing Activities | | | |(24,421,000) | | | |(22,830,000) | | | |(9,104,000) | | | | | | | |Effect Of Exchange Rate Changes | | | |(53,000) | | | |454,000 | | | |(808,000) | | | | | | | | | | | | | | | |Change In Cash and Cash Equivalents | | | |(6,089,000) | | | |(910,000) | | | |(13,234,000) | | | | | | | | | | | | | | | |Currency in USD. | | | Appendix D Ford Motor Company Stock Value Comparison

Timeline of the Russian Revolution of 1905

Timeline of the Russian Revolution of 1905 While Russia had a revolution in 1917 (in fact two), it nearly had one in 1905. There were the same marches and vast strikes, but in 1905 the revolution was crushed in a manner that affected how things unraveled in 1917 (including a great deal of fear things would repeat and a new revolution would fail). What was the difference? World War One had not acted as a magnifying glass for problems, and the military mostly stayed loyal. January January 3-8: 120,000 workers strike in St. Petersburg; government warns against any organized marches. January 9: Bloody Sunday. 150,000 striking workers and their families march through St. Petersburg to deliver a protest to the Tsar  but are shot and ridden down on multiple occasions by the army. Reaction to the massacre spreads across neighboring regions, especially the industrial centers which experience spontaneous workers strikes. February February: The strike movement spreads down to the Caucasus. February 4: Grand-Duke Sergei Alexandrovich is killed by an SR assassin as protests grow. February 6: Notably large rural disorder, especially in Kursk. February 18: Reacting to the growing troubles, Nicholas II orders the creation of a consultative assembly to report on constitutional reform; the move is less than the revolutionaries want, but it gives them impetus. March The strike movement and unrest reaches Siberia and the Urals. April April 2: The second National Congress of Zemstvos again demands a constitutional assembly; the Union of Unions formed. May Embarrassment for the government as the Baltic Fleet is easily sunk, having spent 7 months sailing round to Japan. June June: Soldiers used against strikers in Lodz. June 18: Odessa is halted by a large strike. June 14-24: Sailors mutiny on the Battleship Potemkin. August August: Moscow holds the first Conference of the Peasants union; Nizhnii holds the First Congress of the Muslim Union, one of many groups pushing for regional - often national - autonomy. August 6: Tsar issues a manifesto on the creation of a state Duma; this plan, created by Bulygin and nicknamed the Bulygin Duma, is rejected by revolutionaries for being too weak and having a tiny electorate. August 23: Treaty of Portsmouth ends the Russo-Japanese war; Russia has been beaten by an opponent they were expected to easily defeat. September September 23: Printers strike in Moscow, the start of Russias first General Strike. October October 1905 - July 1906: The Peasant Union of the Volokolamsk District creates the independent Markovo Republic; it survives, 80 miles from Moscow, until the government crushes it in July 1906. October 6: Rail workers join the strike. October 9: As telegraph workers join the strike, Witte warns the Tsar that to save Russia he must make great reforms or impose a dictatorship. October 12: Strike action has developed into a General Strike. October 13: A council is formed to represent striking workers: the St. Petersburg Soviet of Workers Deputies; it functions as an alternative government. The Mensheviks dominate it as the Bolsheviks boycott and similar soviets are soon created in other cities. October 17: Nicholas II issues the October Manifesto, a liberal scheme proposed by Witte. It grants civil liberties, the need for Duma consent before passing laws and a widening of the Duma electorate to include all Russians; mass celebrations follow; political parties form and rebels return, but acceptance of the Manifesto pushes the liberals and socialists apart. The St. Petersburg soviet prints its first issue of the newssheet Izvestia; left and right groups clash in streetfights. October: Lvov joins the Constitutional Democrat (Kadet) party, which includes the more radical zemstvo menmen, nobles, and scholars; conservative liberals form the Octobrist Party. These are the people who have led the revolution so far. October 18: N. E. Bauman, a Bolshevik activist, is killed during a streetfight triggering a street war between the Tsar supporting right and the revolutionary left. October 19: The Council of Ministers is created, a government cabinet under Witte; leading Kadets are offered posts, but refuse. October 20: Baumans funeral is the focus of major demonstrations and violence. October 21: The General Strike is ended by the St. Petersburg Soviet. October 26-27: The Kronstadt mutiny. October 30-31: The Vladivostok Mutiny. November November 6-12: The Peasants Union holds a conference in Moscow, demanding a constituent assembly, land redistribution and political union between peasants and urban workers. November 8: The Union of Russian People is created by Dubrovin. This early fascist group aims to fight against the left and is funded by government officials. November 14: The Moscow branch of the Peasants Union is arrested by the government. November 16: Telephone/graph workers strike. November 24: Tsar introduces Provisional Rules, which at once abolish some aspects of censorship, but introduce harsher penalties for those praising criminal acts. November 26: Head of the St. Petersburg Soviet, Khrustalev-Nosar, arrested. November 27: The St. Petersburg Soviet appeals to the armed forces and elects a triumvirate to replace Nosar; it includes Trotsky. December December 3: The St. Petersburg Soviet is arrested en masse after Socialist Democrats (SD) hand out weapons. December 10-15: The Moscow Uprising, where rebels and militias try to take the city through armed struggle; it fails. No other major rebellions take place, but the Tsar and the right react: the police regime returns and the army sweeps across Russia crushing dissent. December 11: Russias urban population and workers are enfranchised by electoral changes. December: Nicholas II and his son given honorary membership of the Union of the Russian People; they accept.

Leadership Essay Example | Topics and Well Written Essays - 2500 words

Leadership - Essay Example The study will discuss different aspects of an effective leader. The study will cover three areas, such as role of a leader, different leadership styles, and impact of leadership style on the organizational culture and employee motivation. The Role of a Leader Effective leadership style is important for an organization or a group of several individuals to perform effectively. Role and Responsibility of a Leader The major responsibility of a leader is to organize entire team and motivate them to attain the goals and objectives. Development of attainable goals and objectives are also key responsibilities of a leader. A good leader generally shares several information and effectual experience with the sub-ordinates to accomplish a common task. Sharing experience or knowledge actually influences entire team to give full effort. One of the major responsibilities of a great leader is to implement both top-down and bottom-up approach in order to enhance organizational communication process (Daft, 2008, p.44). Knowledge and Skills Required for a Good Leader An individual cannot be called as an effective leader without effective leadership knowledge and skills. A leader has total authority to manage entire team and develop potential strategies, decisions and goals so that a team can effectively achieve those. Knowledge and skills generally differ from each other. A leader has to have some key skills, such as effective communication skills, speaking power, listening skills, memory skills and skills to motivate entire team. An individual cannot become a leader and lead a team without having these fundamental skills. In terms of knowledge, a good leader has to obtain time management knowledge. It is true that the entire member within a team cannot have similar competencies and views. Therefore, there are some possibilities of conflict of ideas and conflict of skills between the team members (Walker, 2011, p.259). A leader generally has to deal with a diverse team in a spec ific workforce. Knowledge about workplace diversity, team direction, inspiring initiatives and self-motivation process of a leader can help an organization to become successful. Role of a Leader differs from Role of a Manager The major role of a leader is to develop effective attainable and perceived goals and objectives. On the other hand, role of a manager is to administrate entire team to ensure effective workplace performance and good business output. It is true that a leader always can become an effective manager due to effective leadership skills. Generally leadership skills direct the managerial skills. But, a manager cannot become an effective leader due to lack of leadership skills and visionary power. It is quite challenging for a leader to develop goals and direct an entire team towards success. But, it is quite easy for a manager to assist and administrate a team based on the showed path of a leader to accomplish developed tasks or goals or objectives. Development and Co mmunication of

(Operations Management) Key recent developments of operations design Assignment

(Operations Management) Key recent developments of operations design and practise in airline and automotive (car ) industry - Assignment Example self many various issues and activities through which an organization’s goods and services are changed and transformed from the inputs that were put to the outputs that are produced. It is about the various operations that are performed on the goods and services from the moment their production starts to the moment the customer receives it. Operations management consists of ten areas in which an operations manager has to make the right decisions so as to fit the company’s strategic vision with what the budget allows, and to achieve that competitive advantage too, all at the same time. A strategy is the course of action that a company aims to take with respect to achieving a particular goal. Strategic fit would be when the company has very well integrated the firm’s mission as well as the strategies along with the internal capabilities that it has and the external environment that it has to survive in. thus, missions (what needs to be achieved) as well as the strategies (how it needs to be achieved) must be in alignment with what the company is capable of doing itself and how much the outside environment and externalities will allow it to perform. (Slack, 2005) As far as operations management is concerned, the operations manager has to take decisions in ten critical areas. They are product design, quality management, process design, location selection, layout design, human resources, supply chain management, inventory, scheduling and maintenance. When it comes to operations management, the operations manager has a wide variety of choices as to how to go about it. Operations management is all about increasing the productivity of the company, thus efficiency has to be present, along with effectiveness in the first place. With the rise of competition, it can be said that new methods need to be found which will keep an air cargo company going and at least give him a place in the top cargo service providers of the country. For this, many owners of the cargo

Online Technologies: Opportunities for Charities

Online Technologies: Opportunities for Charities Information Technology and developments in non profit organisations:  How online technologies offer new opportunities for growth to the charity organisations Table of Contents (Jump to) Chapter 1 Introduction 1.1 Introduction 1.2 Aims and Objectives 1.3 Overview Chapter 2 Literature Review 2.1 Introduction 2.2 Charities Chapter 1 Introduction 1.1 Introduction As Sergeant and Jay (2004, p.2) have commented, the concept of charity and their mission of raising funds to help the poor and needy has been around for centuries. However, both the numbers and complexities of charity organisations have multiplied significantly over recent decades. Sargeant and Tofallis (2000) confirmed reports from the NCVO that in the UK as of 1998, the number of NGO’s exceeded half a million, of which 40% could be designated as Charity based organisations., This group was then reported to have a collective estimated turnover of approaching  £20 billion. Both of these statistics will have grown dramatically over the past decade. The main mission of charities is to deliver practical and constructive assistance to those in need; providing information on issues such as health problems and disability or promoting the message for fairer laws. These missions can be related to human activity, preservation of the natural world environment and its wildlife or seeking justice for those that are oppressed. However, currently charities have to face up to a number of obstacles in effectively performing the task for which they have been set up, most of which arise in two particular areas. Firstly, with the increasing growth of needy causes, there is a rise in the number of charitable organisations emerging to address these issues, increasing the competition for funds proportionately. Secondly, there is little doubt from the level of research that has been undertaken, that the charity giver is becoming increasingly discerning about the impact of their donations. This concerns centres around the desire to ensure that the gi ft has the maximum impact. Therefore, it is important to the donor that the minimum amount of that gift is used for the charity’s internal administrative purposes. Despite the fact that the â€Å"mission† of a charity has in the past often been deemed more important than â€Å"economic intentions† (Hussey and Perrin 2003, p.200), the current climate within this sector is requiring them to become more efficient if they wish to sustain the objectives of their cause. This means that thy have to look for ways in which they can improve the effectiveness and the efficiency of their operations. In this regard, although somewhat belatedly when compared with the move by commercial corporations, the charity sector is increasingly studying the benefits of using information technology processes as a means of achieving the efficiencies that are required. However, as Hackler and Saxton (2007), although some charities are incorporating information within their organisations, the extent, areas of the business covered and effectiveness of these developments has not yet been perfected in a significant number of cases. In fact, in some it is considered that with some charities it can be reducing efficiency. Indeed the research conducted by Sargeant and Tofallis (2000) concluded that â€Å"the performance of many charities would appear to fall well short of the efficient frontier with no immediately obvious explanation forthcoming for why this might be so.† Indeed, they could also find no pattern to the causes of these failures either. It is the issue of information technology in particular its effective and efficient use in charity organisations that inspired this research project. Of specific interest is the intention to assess the impact that this technology has upon the duel targets of increasing financial efficiency and improving the delivery of the main services and missions of the charity. 1.2 Aims and Objectives As stated previously, the aim of this research is to identify the ways in which information technologies can be used to improve the efficiencies of charity operations. In this regard it is intended to focus the research upon the usage of IT in the online environment. Thus the research question or hypothesis that has been set for this study is as follows: â€Å"Online information technology processes can offer charities opportunities for growth and expansion in terms of the revenue and message and mission generating areas of their operations.† To assist with the achievement of this goal the research will use the following framework of objectives: Growth and maximisation of revenue It is intended to determine the extent to which a charity can make use of the IT opportunities available using the Internet to grow its revenue base and the methods by which this can be achieved. Cost reduction and efficiency Using the same premise as that included within the previous objective it is also the intention of this paper to address the issue of the appropriate IT methods that can be employed for increasing the efficiency of the charity organisation in terms of cost control and reduction where appropriate. Mission and programmes Bearing in mind the unique purpose of the charity format, which is that it has a mission to serve a specific cause, the research will also be ensure that, in addition to the financial objectives outlined above, the information processes examined are compatible with the enhancing of the message that charities need to communicate. This will be applied to both the potential and recipient of their services. The research itself will use a mixture of data to address the research question. This will include reference to the extensive range of financial statements which are available from individual charity websites or the Charities Commission (2008) online resources, although only a sample of these reports will be utilised. To address the issues and concerns of the individual charities more directly, individual interviews will be conducted with a number of representatives from this sector. 1.3 Overview The management and presentation of the research paper has followed a logical format. Chapter two presents a review of existing literature that is available and that relates to the issues being addressed by the researcher. This includes publications and comments by academics, professional observers and other interested stakeholders. Following this critical review, in chapter three it is intended to concentrate upon the methodology that has been applied to this project. It will provide an overview of the available methods and the reasons for the method that has been adopted in this instance. Chapter four provides the in-depth results of the research findings, both that which has been gathered from primary and secondary resources and these will be analysed and discussed in more detail in chapter five. Finally, the research project will reach a conclusion in chapter six and, where considered feasible and appropriate, the researcher’s recommendations will be presented and explained . Included at the end of this study, although separated from the main body of the study, will be additional information. This will include a biography of the various resources that have been referred to or used to assist with the development of the project. In addition, in attached appendices, information that is considered of further value in understanding the issues raised and the examinations undertaken, including the transcripts of interviews, have also been included. Chapter 2 Literature Review 2.1  Introduction To assess the issues of the charity use of online information technology, it is important to perform a critical review the existing literature that is available relating to various elements. In this case that will include providing a brief understanding of the charity environment. In addition, it will include a review of the information technology processes and their advantages as well as the areas where charities have been found to have deficiencies either in the usage of these technologies or the extent to which they have availed themselves of the technology itself. The chapter has been sectioned in a manner that appropriately addresses these areas. 2.2  Charities As many academics have observed, in comparison with commercial organisations, the charity is a complex organisation, not least because of its structure and mode of operations (Wenham et al 2004, Hussey and Perrin 2003 and James 1983). There are even different to the other types of non-profit organisations referred to by Hackler and Saxton (2007), such as those that are often form for regulating the decisions and objectives of various parts of nation and international political policies. An example of these would be the various organisations that have been set up in the UK to deal with the reduction of carbon emissions such as The Carbon Trust. The differences attributable to the charity organisation can be observed in many areas of the operation. For a start one of the main intentions that is needed for the organisation to qualify as a charity is for it to have a non-profit making objective (Hurray and Perrin 2003). Secondly, its mission that in the corporate sense would be classed as strategic objective is directed to the service of the external stakeholder or user (Hussey and Perrin 2003). In other words, where the purpose of the commercial organisation is to achieve financial success that will enable it to return additional value to the shareholders and potential investor, the charity’s financial aim is to utilise its funds specifically for the benefit of those whose demands and needs it is intending to address. Often, because of the break-even requirement, the charity will take on projects that are of no immediate benefit, but will have the effect of helping them to subsidise other, more highly valued activities (James 1983, p.351). Another difference in organisational processes is that the charity revenues generating activities relies heavily upon the volunteer donor (Wenham et al 2004), therefore making it difficult to predict. In addition, this places constraints upon administrative expenditure in areas such as computers and other modern equipment (Sargeanr and Jay 2004). Furthermore, because of the purpose of the charity and the need to concentrate its expenditure upon projects that are determined within its mission statement, together with the fact that funds may be limited, many charities are heavily reliant upon the efforts of voluntary employees. Many of these employees might have limited knowledge of the operational processes that are required for an efficient organisation, which can be a disadvantage (Galaskiewicz et al 2006, p.338). This is especially true if there is a sizable organisation to manage. Irrespective of these differences, to remain true to its mission statement and stated aims, every charity still has to create a strategy that allows it to address three specific operational procedures. These are the maximisation of incoming funds, minimising administrative costs to ensure the recipients of its objectives, in terms of projects and services, receive the maximum benefit and effective marketing, which is designed to attract donors and service users (Wenham et al 2004). Therefore, it is important for the charity to be organised in terms of its mission, which means having the right strategies in place (Hussey and Perrin 2003, p.215 and 218) and assessing their appropriateness. As Hackler and Saxton (2007) acknowledge, it is in these areas that the use of information technology can be considered. All charities have to be registered with the Charities Commission (2008) irrespective of their size. An integral part if this registration is the need to provide regular financial statements which Holistic Nurse Prescribing: A Case Study Holistic Nurse Prescribing: A Case Study Introduction 1 the patient and their presenting symptoms. Mr Pickles presents an interesting, complex and therapeutically challenging problem. In essence he is a gentleman with multisystem pathology who presents with an almost incidental finding which he was clearly reluctant to discuss. It is a common finding amongst experienced healthcare professionals that in any consultation it is the last 30 seconds which is the most important. As the patient stands up to go, there is the just while Im here moment when they can bring up an issue that really troubles them and may not be the real presented reason for the consultation. In this essay we shall discuss the various aspects of this situation and the measures we can take to try to help him. (Parker and Lawton 2003) 2.a holistic assessment of the pt, including any relevant medical social and psychological issues. If we start with the initial presenting symptom under discussion the impotence it is easier to work backwards from that to discuss the possible pathophysiology that can be relevant. Impotence is said to occur whenever the male fails to get an erection when it is required. This, in itself is neither unusual nor necessarily pathological. It becomes a significant symptom when the male repeatedly fails to get an erection that is sufficient for intercourse. It is quite possible to get full spontaneous erections and yet still be impotent. This is one of the major diagnostic features that distinguishes the psychogenic impotence from the purely physical. (Ackerman MD, Carey MP. 1995) There are a number of obvious physical causes of erectile dysfunction that are relevant to Mr Pickles (see on), but equally there are a number of possible psychogenic causes that may be either primary factors or possibly secondary contributory factors in the aetiology of his problems. The fact that he has recently undergone major cardiac surgery is a very relevant factor. Patients will frequently suffer from a major change in body perception when they have come to a close realisation of their own mortality. If we add to this the fact that, as the major breadwinner in the family, it is likely that Mr Pickles would have felt a major blow to his self-esteem when he was made redundant from a responsible high esteem job and forced to become a taxi driver with long working hours. This is quite apart from the anxiety and fatigue that such a job would engender.(Beck J. 1995) It is possible that the medication that Mr Pickles is taking may have a bearing on his erectile dysfunction as the male erection is dependent on the hydrostatic pressure of the blood for its maintenance. Any medication that reduces the average blood pressure, will effectively reduce the capacity to acquire and maintain an erection. In addition to this the adrenergic beta-blocker group will also selectively block the sympathetic pathways that are vital to the neurovascular control of the mechanisms of erection. Pathophysiology of diabetes and impotence Both of these topics are huge subjects, so in this essay we will restrict out considerations to those aspects which are relevant to Mr Pickles and his problems. We know that Diabetes Mellitus affects about 2% of the UK population with a specifically higher incidence in both the Asian and Afro-Caribbean communities(Nathan 1998). There is also a marked genetic component in the development of Diabetes Mellitus. Mr Pickles has Type II diabetes mellitus which is associated with a number of factors including a high BMI and increasing age. At 56 yrs. old he is currently at the peak incidence age for Type II diabetes mellitus (Gregg et al. 2003). Diabetes Mellitus is known to be associated with a number of complications. The prevalence and incidence of the complications, in general, tends to increase with the length of time that the patient has been diabetic. There is also an independent variable for complications that is directly proportional to the degree of control (as measured by the HbA1 levels). In general terms, the better the control the lower the incidence of complications (Kissebah et al. 1999) As far as Mr Pickles is concerned, there are two major complications of Type II diabetes mellitus that are directly linked with impotence and they are cardio-(macro)vascular disease and neuropathy. (Wagner et al. 1998) We can deduce that Mr Pickles has macrovascular disease by virtue of the fact that he his recovering from a CABG. And this may well be a very relevant factor in his erectile dysfunction but also there is the question of neuropathy which typically occurs in about 2.4% of the general population, but this figure rises to above 8% in the diabetic patient over the age of 60 yrs. ( Hughes 2002) Impotence tends to occur, in varying degrees, in about 10-15% of men under 40 yrs. Its incidence increases with age to the extent that 40% of men at the age of 40 yrs report a degree of impotence and this prevalence rises to 70% at the age of 70 yrs. (Gregoire 1999). If we add to this basic clinical picture the fact that there are other factors such as hypertension, smoking, cardiac neurosis, loss of self-confidence, depression and iatrogenic causes (medication etc.) all of which may well be relevant to Mr Pickles, then it can be seen that there are a plethora of potential causes of his erectile dysfunction. (Barnes, DE. 2004) Both of the first two causes (hypertension and smoking) are independent risk factors for impotence, quite apart for the fact that they are also risk factors for the development of the macrovascular complications of Diabetes Mellitus (Bowering 2001) Mr Pickles diabetic state has been recently well controlled (HbA1 of 6.5%). This is important as the incidence of development of diabetic complications is reduced by between 34-76% (depending on the particular study) for every 10% reduction in the average HbA1 reading. (Bowering 2001). In addition to all of these considerations, atherosclerosis is also a major complication of Type II diabetes mellitus, which, presumably is relevant to Mr Pickles because of his CABG, and this may be a major factor in the development of his erectile dysfunction. Management plan 3.a plan/strategy based on critical understanding of physiological and pharmaceutical issues. Any management plan must firstly be based on an accurate diagnosis. At this point in time we do not have this luxury. As we have discussed, there are anyone of a huge number of possibilities in the aetiology of Mr Pickles erectile dysfunction problem. When confronted with a problem such as this, any experienced healthcare professional may reasonably chose to manage the problem by making a rational judgement of the probabilities of any one particular cause being relevant. Implicit in such a management strategy is the fact that there are some causes that my be correctable (iatrogenic, psychological, and life style related) and there are some that may not (macrovascular damage, neuropathy and atherosclerosis). It is reasonable, in such circumstances, to discuss the situation openly with Mr Pickles and discuss with him the various treatment options. Patient empowerment and education is a vital strategy to adopt in circumstances such as this as Mr Pickles is far more likely to comply and respond if he understands the rationale behind the treatment plan.(Howe and Anderson 2003) We would suggest that an appropriate strategy would be to initially tackle the situation on two fronts. The psychological aspects of the erectile dysfunction are probably best discussed with an experienced psychologist or councillor who has expertise in this particular area. This is important because there is a considerable skill in eliciting the relevant factors from the patient. Many patients are reticent about talking openly about their imitate sexual details and there has to be a careful build up of trust and empathy on both sides. Factors such as good eye contact and a non-judgemental body stance are essential on the part of the healthcare professional if the optimal result is to be obtained Not only can the issues that are relevant be explored, but also any one of a number of psychological treatment techniques can be employed. This is a matter of considerable clinical judgement and skill and therefore probably best done by an experienced healthcare professional in that area. The pharmaceutical area can also be addressed as Atenolol is clearly not the best anti hypertensive to use as, not only will it reduce the blood pressure (which it clearly is important to do) but it also produces a counter productive beta-blockade which will not help the erectile dysfunction problem. The difficulty is that, after the CABG, Atenolol does have a degree of action on the suppression of ectopic electrophysiological foci in the myocardium which is a recognised complication of the procedure. It also is thought to have a cardioprotective effect post-myocardial infarction. It is probably a good idea to change his anti-hypertensive medication, but in the circumstances, it is probably better to seek the advice of the surgical team who performed the CABG. before making the transition. The question of Viagra has been raised by Mr Pickles. This is not as straight forward as it might initially appear. Viagra has been shown to work well in these circumstances. It has the downside that it allows sexual intercourse which is associated with increased peaks of blood pressure. As Mr Pickles is still in the postoperative recovery phase (16 weeks) it would again be sensible to consult with the surgical team as to their advice on the issue. The other problem with Viagra is that if it transpires that the long term aetiology is actually psychological rather than purely physical, then the prescription of Viagra will often breed a feeling of psychological dependence which may firstly be both inappropriate and unnecessary and secondly, very hard to break. It is probably therefore inappropriate to consider such options at this stage in the management. 4.legal and professional accountability should be discussed. The legal and professional issues are largely covered in the making of a management plan. In any area of professional competence, the best defence against criticism or censure, is the fact that a healthcare professional works from a rational evidence-based plan. It is for this reason that we have set out the rational and reasoning for the plan that we have chosen to adopt. It is actually quite permissible (legally) for a healthcare professional to be wrong on any given issue, as long as they have come to a reasoned and rational decision based on the facts that were placed before them. And behaved in a way that the majority of their professional colleagues believe is reasonable in the circumstances. It is, of course, central to these considerations, that all actions are carefully and fully recorded in the patients notes Prescribing decisions 5.a critical discussion of influences on prescribing decisions. The area of prescribing for Mr Pickles is clearly important. To some extent, we have covered the reasoning behind the change of prescription earlier in this essay. There is a common misconception amongst many members of the public (and indeed many of the less experienced healthcare professionals) that the solution to every problem comes in the form of tablets on a prescription. The whole area of patient empowerment and education is often filled with issues of lifestyle change, healthy living, self care and positive thinking which can frequently be more effective that simply giving the patient a prescription. (Boule NG et al. 2001) In the context of the NHS, it is a common observation that sometimes a prescription is given because it is the most expedient short-term measure in a given situation, (Dawes RM et al. 1974), however, time invested in an explanation to a patient as to why other measures might be equally as important is rarely time wasted., (Corrigan B. 1974) Future management 6.consider your future prescribing activity based on experience gained from this case study. In any professional area of activity, the author likes to use the mechanism of reflective practice to allow a critical assessment of a past course of action to modify future actions when faced with a similar situation. (Gibbs, G 1988) On careful reflection of this case, I believe that I may have acted rather rashly in stopping the Atenolol as a first choice. On reflection, I believe that the Atenolol did need to be changed for any one of a number of other anti-hypertensive agents but I feel that, in retrospect, I would have been wiser to take advice from the surgical team before I made that decision. Further reflection and discussion with other healthcare professionals (Marks-Moran Rose 1996), suggested that another appropriate course of action would have been to stop the antihypertensive medication altogether for a short period. This is on the grounds that his hypertension was not severe and was hitherto well controlled. If the erectile dysfunction was simply a reflection of the fact that the medication was holding his blood pressure down to a level where erection could not easily occur, a few days off the medication may allow a transient increase in his blood pressure to the point that erection could occur. As long as one was careful to monitor his blood pressure to ensure that it did not rise too far, I have been advised that this would represent a reasonable therapeutic trial to establish whether the underlying causes were mainly physical or physiological.(Wagner G et al 1998). On the face of it, this does seem reasonable but I believe that I would have to take further advice before I was fully comfortable with that decision. It follows from what has already been discussed, that I also feel that I may have been too quick to consider the pharmacological interventions before making a complete holistic assessment of the patient. There are clearly a number of lifestyle adjustments that may be relevant here such as weight loss and increasing exercise and looking for a new focus in life (to minimise any element of depression) which would be comparatively easy to achieve with appropriate empowerment and education of the patient. (Funnell R et al 2004) All in all, this is not a straight forward case. There are many elements which require careful and considered assessment. I believe that it is one of those cases that helps to point out that although there is a huge emphasis to be placed on modern scientific understanding and application of medical principles, there is also a very large element of human understanding and caring that is so very important to the successful management of patients such as Mr Pickles (Waterlow J. 1998) References Ackerman MD, Carey MP. 1995 Psychologys role in the assessment of erectile dysfunction: historical precedents, current knowledge and methods. J Consult Clin Psychol 1995; 63: 862-87 Barnes, Darryl E. 2004 Action Plan for Diabetes Copyright 2004 ISBN: 0736054596 Pub. Human Kinetics Illinois USA Beck J. 1995 Hypoactive sexual desire disorder: an overview. J Consult Clin Psychol 1995; 63: 915-927. Boule NG, Haddad E, Kenny GP, et al. 2001 Effects of exercise on glycemic control and body mass in type 2 diabetes mellitus: a meta-analysis of controlled clinical trials. JAMA 2001;286:1218-27 Bowering (2001) Diabetic foot ulcers. Pathophysiology, assessment, and therapy. Can Fam Physician. 2001 May;47:1007-16. Dawes RM, Corrigan B. 1974 Linear models in decision making. Psychol Bull 1974;81:95-106. Funnell, and Robert M. Anderson, (2004) Empowerment and Self-Management of Diabetes Clinical Diabetes 22:123-127, 2004 Gibbs, G (1988) Learning by doing: A guide to Teaching and Learning methods EMU Oxford Brookes University, Oxford. 1988 Gregg, R. B. Gerzoff, C. J. Caspersen, D. F. Williamson, and K. M. V. Narayan (2003) Relationship of Walking to Mortality Among US Adults With Diabetes Archives of Internal Medicine, June 23, 2003; 163(12): 1440 1447. Gregoire 1999 ABC of sexual health: Assessing and managing male sexual problems BMJ, January 30, 1999; 318(7179): 315 317. Howe and Anderson 2003 Involving patients in medical education BMJ, Aug 2003; 327: 326 328. Hughes RAC. 2002 Regular review: Peripheral neuropathy BMJ, Feb 2002; 324: 466 469. Kissebah AH, Freedman DS, Peiris AN. 1999 Health risks of obesity. Med Clin North Am 1999; 73: 111-138 Marks-Moran Rose 1996 Reconstructing Nursing: Beyond Art and Science London: Balliere Tindall October, 1996 Nathan D. (1998) Some answers, more controversy, from UKPDS. Lancet 1998; 352: 832-833. Parker and Lawton 2003 Psychological contribution to the understanding of adverse events in health care Qual. Saf. Health Care, Dec 2003; 12: 453 457. Wagner G, Seanz de Tejada I. 1998 Update on male erectile dysfunction. BMJ 1998; 316: 678-682 Waterlow J. (1998) Prevention is better than cure. Nurs Times 1988; 84: 69-70 Appendix

Notes on the Battle of El Mozote

In December 1981 soldiers of the Salvadoran Army's select, American-trained Atlacatl Battalion entered the village of El Mozote, where they murdered hundreds of men, women, and children, often by decapitation. Although reports of the massacre — and photographs of its victims — appeared in the United States, the Reagan administration quickly dismissed them as propaganda. In the end, El Mozote was forgotten. The war in El Salvador continued, with American funding. When Mark Danner's reconstruction of these events first appeared in The New Yorker, it sent shock waves through the news media and the American foreign-policy establishment.Now Danner has expanded his report into a brilliant book, adding new material as well as the actual sources. He has produced a masterpiece of scrupulous investigative journalism that is also a testament to the forgotten victims of a neglected theater of the cold war The massacre at El Mozote is a book about all the horrible series of events t hat occurred at El Mozote. When one looks at the massacre, it is obvious the United States aided in these events. The United States government chose turn its eye and pretended as if nothing happened. This book introduces one to the events in El Salvador in 1981.The author gives a reconstruction of the events and shows it importance. The massacre is not to be forgotten. Mark Danner uses many specific examples to link the United States with the massacre. The United States supported a friendly regime at this time during the cold war. Danner mentions large shipments of munitions from the United States arriving at Ilopango Airport. He tells us the United States helped to reform the army so that they would not lose to the rebel cause. One can see the United States help in aiding the military figures. General Fred F.Woerner had been sent from the pentagon to assess the Salvadorian war. One thing he mentions repeatedly is the reluctance of United States aid money. He mentions the elite trai ned Aclactl Battalion, and that their American trainers had perhaps instilled their aggressiveness. He mentions that the Americans loved Monterrosa and that the Americans were desperate to finish the war. As an example Danner says, â€Å"The Americans had stepped forward to fund the war, but were unwilling to fight it† He mentions the aid of a CIA officer who claims that the largest fighting was taking place at ElMozote. This leads us to America actually acknowledging that something might have been happening at El Mozote. Reagan signed a bill called the foreign assistance act of 1961 that was to certify that the government was taking adequate steps to recognize the human rights of the people of their country before aiding them. The U. S State Department urged diplomats to undertake â€Å"a grit your teeth† approach to The Massacre at El Mozote? Mark Danner's book, â€Å"The Massacre at El Mozote: A Parable of the Cold War† tells the story of a massacre of men, w omen, and children in El Salvador.The massacre at El Mozote was not discovered until years after it occurred, and the government attempted to play it down until the truth came out. The author is attempting to show that the political cover-up that occurred after what happened at El Mozote became known is a â€Å"parable† or tale of the Cold War, because it indicates the power of large governments to cover up information they did not want the people to know or understand, while â€Å"undermining† Communism around the world. The massacre is also a parable of power, and how power can corrupt and kill.That the troops were trained by Americans is another element of the parable, and it shows how corrupt even the â€Å"best† intentions can be. The author shows that the situation was tragic and could have been avoided, but it was also ignored and played down, something that seems especially repugnant since so many of the victims were innocent women and children, who pose d little real threat to the troops By Danner's account, the next morning the soldiers must have reassembled all of the village's inhabitants and then proceeded to separate men, women and children.Once seperated, the groups were locked into the church, the convent, and some of the houses. Fomr this point forward, the soldiers interrogated, tortured, and began executing the villages men. By noon the the soldiers took the women from the children and commnecnced shooting them with machine-guns. Unbelievably, they then killed the children? â€Å"There was one in particular the soldiers talked about†¦ a girl on La Cruz whom they had raped many times during the course of the afternoon, and through it all, while the other women of El Mozote had screamed and cried as if they had never had a man, this girl had sung hymns, strange evangelical songs, nd she had kept right on singing, too, even after they had done what had to be done, and shot her in the chest. She had lain there on La Cru z with the blood flowing from her chest, and had kept on singing — a bit weaker than before, but still singing. And the soldiers, stupefied, had watched and pointed. Then they had grown tired The Massacre at El Mozote as told by Mark Danner takes place El Salvador. El Salvador is the smallest country in Central America. It shares borders with Guatemala and Honduras.El Salvador is divided into 14 departments and El Mozote is a village in one of the Departments called Morazan. According to the author, the Salvadoran Civil War 1979-1992 was a conflict waged by the Military led Government of El Salvador and coalition of left-leaning militias or guerillas called the Farabundo Marti National Liberation Front (FMLN). The FMLN was supported by peasants and indigenous Indian people. The United States supported the El Salvador Military government. The tensions between the classes, the halves and the halve-nots are therefore represented by the two warring factions.The harrowing events i n Mark Danner’s Massacre at El Mozote investigates and questions three central issues; the Massacre, the role of American Policies in the region during the Cold War and the executive cover-up of the events as Propaganda. One of the concerns is what responsibility (if any) did the U. S. government have for the massacre at El Mozote? El Mozote was â€Å"uniquely† different from most villages because it had resisted the Liberation Theology taught by left-leaning Catholic Priests and according to the author was â€Å"as as stronghold of the Protestant evangelical movement† (pg 19) .The villagers of El Mozote had their own chapel and referred themselves as born-again Christians and as Danner states were known for â€Å"their anti-communism† (pg 19). The villagers of El Mozote did not support the guerillas. According to Danner the Massacre at El Mozote takes place when American trained Salvadoran Armed forces called the Atlacatl Batallion arrived at the village and began systematically killing men, women and children by various means such as torturing, hangings, decapitation, and shooting. The U. S government was responsible for the massacre at El Mozote for a plethora of reasons. First, The Reagan

An Inside Look at Sadomasochism Essay - 1085 Words

An Inside Look at SM Roy F. Baumeister explores the taboo lifestyles of sadomasochism. The main theme and purpose of the piece is to find out who are masochists, and what do they put themselves through in the name of pleasure. Across the country, from sophisticated cities to subdued suburbs, men and women are acting out fantasies of sexual domination and submission. (Psychology Today 47) I believe that Baumeister describes a very accurate portrait of who one specific group of masochists is and what they do for pleasure, however, I feel that he fails to recognize the younger generation of masochists. I also feel that on the issue symbolic of sex change, Baumeister does not elaborate enough. Baumeisters findings show that the†¦show more content†¦Baumeister claims that these fantasies can range from wanting to be blindfolded during intercourse to wanting to be bound and gagged or handcuffed. Pain, being something that most humans would try to get away from at all costs is something that is sought out and even craved by the masochist. The pain fantasy seems to be the one that has the widest range of practices. According to Baumeister, some people enjoy an old fashioned, bare bottomed, over the knee spanking, (Psychology Today 47) where others would prefer having hot candle wax dripped on them. Still others enjoy needles and being whipped. The third masochistic practice that Baumeister addresses is humiliation. Some of the practices include being forced to walk on all fours, and bark like a dog or being paraded around naked in front of others who are wearing clothes. There is one memorable image that Baumeister depicts of humiliation, in which a man for his wifes birthday party had her displayed naked on the hors doeuvre table, so that every party goer who reached for a cracker or the vegetable dip had to reach across her bare self. 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Snider also insisted that it is the parents’ job alone to take full responsibility over their children’s upbringing. RIAA President Gortikov also testified at the Hearing. He indicated