Reflective Journals on real ear measurment and prescription rules Essay

Reflective Journals on real ear measurment and prescription rules - Essay Example But patient response/opinion should also be in parallel with that of the audiologist in order to reach target. A cooperative patient will of course yield successful results whilst a patient in denial will not. A good fit is an important benefit to patients and that the use of REM recognizes the differences between coupler and real-ear measurements. In addition, patient benefit is greater when the target is well-matched. The baseline measure is useful when the patient will want to change aid later on. REM also shows the effects of fine tuning and provides graphical confirmation to the audiologist that the intended prescription/processing strategy have been implemented by the hearing aid software. Real ear measurement ensures the audiologist will be able to understand the whole process. REM is also helpful during counselling of patient and their family members about what they can and cannot hear. It will verify the function of advanced features like directional microphone and even nois e reduction features. Therefore, the audiologist should be adept about REM. During the lectures and readings, I also learned considerations for adults and children patients due to different approaches to real ear measurement. It was suggested that normal hearing in infants are uncertain (Ching et al, 2001). There are also acoustical differences between the ear canals of children and adults that affect the audiometric data as well as the hearing aid amplification. The audiologist should be aware of this when faced with a child or adult patient. To minimize or eliminate mistakes in prescribing amplification, the audiologist should base thresholds in sound pressure level at the tympanic membrane. Measurement errors are seen to be fewer for adults, especially those with average ear canal size and resonance. Children are also more restless during probe tube

Strategic Management - Assignment for TNC Case Study

Strategic Management - Assignment for TNC - Case Study Example TNC is a diversified entertainment enterprise functioning in eight industry segments, including; Television; Filmed Entertainment; Direct Broadcast Satellite Television; Cable Network Programming; Magazines and Inserts; Newspapers; Book Publishing, and Other. The News Corporation functions mainly in the United States, the United Kingdom, Continental Europe, Australia, Asia and the Pacific Basin. It is engaged in the operation of broadcast television stations, and the development, production and distribution of network and television programming through its subsidiaries (Johnson, Scholes, & Whittington, 2008). The Company is involved in the direct broadcast satellite business through its subsidiary, SKY Italia. It also owns interests in BSkyB and DIRECTV, which are engaged in the direct broadcast satellite (DBS) business. It is also involved in the newspaper and magazine publishing business in the United Kingdom, Ireland, Australia and the United States through its various subsidiarie s. Through HarperCollins Publishers (HarperCollins), its wholly owned subsidiary, the Company is engaged in English language book publishing on a worldwide basis. TNC has shown consistent revenue and profit growth in recent years. ... They have a strong library content consisting of film achieves in the 1940s to present. Opportunities In the first instance many of its opportunities arise from the very nature of the competitive environment. Opportunities that are literally available to TNC in the television and print media market are many and varied. Especially its strategically important acquisitions have played a very big role in determining its success. TNC acquired Dow Jones & Company. This has helped place TNC on a firm footing. It allowed the company to expand its online presence and tap into the higher growth rates than many of its core traditional businesses. This will allow TNC to maintain their solid earnings growth without the downside of a pure growth company. TNC has benefited from the emerging markets in Asia, especially that of India and China. The combined population of the two countries equal approximately 2.5 billion. This is the economic reality and TNC has much to gain from its expansion into this region. Alternative media outlets such as the television, cable network programming, direct satellite broadcast and the print media such as magazines and newspapers. Therefore it can reach the market using any of these alternatives before or on par with their competitors. There has been a growth in High Definition Television (HDTV) in recent years and TNC has a sizable percentage in this technology. TNC is looking at new technologies that promise to improve spectrum efficiency or otherwise increase available capacity so that DIRECTV could expand the amount of HDTV content. Options such as the use of Ka-band capacity, higher order modulation schemes, such as the 8PSK technology FOX uses for its broadcast distribution

The use of operations management techniques

The use of operations management techniques Operations management is concerned with the design, planning, control and improvement of an organisations resources and processes to provide goods or services for customers. Whether it is the provision of airport services, medical services, holiday packages, or the manufacturing of automobiles, consumers electronics and so on; the operations manager would have been involved in the design, creation and delivery of those products and services. (Johnson, R. etal 2003). Operations Managers are found everywhere including banks, supermarkets, construction site, production plant, government offices, and so on. Their role includes designing systems within an organisation, ensuring quality, manufacturing products, and delivery of services. They also deal with clients, suppliers, partners, and latest technology. Operation management is more than just planning and managing processes; it is transformation processes which can also be define as a series of activities along a value chain extending from supplier to customer. TRANSFORMATION PROCESS INPUT: Material, Equipments, Labour, Management, and Capital OUTPUT: Goods Services Feedback Figure 1: Operations as a Transformation Process (adaptation from Russell Taylor, 2005) For instance, in a car manufacturing factory, sheet steel is formed into different shapes, painted and finished, and then assembled with thousands of component parts to produce a working automobile. In a hospital, customers (patients) are helped to become healthier individuals through special care, medication, meals, physiotherapy, and surgical procedures. Core activities in operations management include organizing work, arranging layouts, locating facilities, designing jobs, measuring performance, selecting processes, controlling quality, scheduling work, managing inventory, and planning production. Operations Management Techniques There are several operations management techniques used by companies. These include but not limited to; Lean Production Just-in-Time Benchmarking Material Requirement Planning (MRP) Quality Management Supply Chain Management Inventory Management Linear Programming Waiting Line Analysis Forecasting This report will focus on three of the ten Operations Management techniques listed above. They are Supply Chain Management, Just-in-Time, and Benchmarking. 2.1 Supply Chain Management According to Russell and Taylor (2006), Supply Chain Management can be described as an operations management technique that focuses on integrating an managing the flow of goods and services and information through the supply chain in order to make it responsive to customer needs while lowering total costs. It is also an integrated group of business processes and activities with the same goal of providing customer satisfaction. These processes include the procurement of services, materials, and components from suppliers; production of the products and services; and distribution of the products to the customers. 2.2 Just-in-Time (JIT) This is an operation management philosophy directed at eliminating manufacturing wastes by producing only the right amount and combination of parts at the right place at the right time. Developed by the Japanese during the post World War II era, it is based on the principle of producing only what is needed and nothing more than needed. The Japanese believed that anything produced over the quantity required is waste. Wastes results from any activity that adds cost without adding value to the product, such as transferring of inventories from one place to another or even storing them. (Sirisha, D. 2003). The goal of JIT is to minimize the presence of  non-value-adding operations  and non-moving inventories  in the production line. This will result in shorter throughput times, better on-time delivery performance, higher equipment utilization, lesser space requirement, lower costs, and greater profits.  JIT is most applicable to operations or production flows that do not change, i.e., those that are simply repeated over and over again. An example of this would be an automobile assembly line, wherein every car undergoes the same production process as the one before it. Benchmarking This is one of the operations management technique aimed at improving organisational process by constantly identifying, understanding and adapting successful practices and processes by others and facilitating its incorporation into an organisation. Simply put, benchmarking means comparing ones organization or a part of it with that of the other companies. As further explained by Camp (1995), benchmarking is a continuous activity; key internal processes are adjusted, performance is monitored, new comparisons are made with the current best performers and further changes are explored. When information about these key processes is obtained through a co-operative partnership with specific organisations (rather than third party such as independently-maintained database), there is an expectation of mutual benefit over a period of time. The type of benchmarking that companies can adopt are: Strategic Benchmarking Competitive Benchmarking Process Benchmarking Functional Benchmarking Internal Benchmarking External Benchmarking International Benchmarking Benchmarking exercise is a four-stage process involving; Planning stage involves identifying, establishing and documenting specific study focus areas, key events and definitions. Data collection stage involves accumulating qualitative data and learning from the best practices of different organizations. Data analysis and reporting stage involves critical evaluation of practices followed at high performing organizations, and the identification of practices that help and deter superior performance. Adaptation stage involves developing an initial action plan to adapt and implement the practices followed by these high performance organizations. 3.0 CASE STUDY 1: Dells Supply Chain Management Practices (Consumer Electronics) This case study is based on a different type of supply chain management practices pioneered by Dell Inc, one of the leading PC manufacturers in the world. It is known as the Direct Model, a unique model of selling PCs directly to the consumers, bypassing the resellers. With this model, Dell was able to provide its customers with tailor-made products, built only after procuring the order from them. This case study describes this model in detail and explains how it enabled Dell to manage its supply chain effectively. 3.1 Summary Background Note Dell Inc. (headquartered in Texas, USA) is a global technology corporation that develops, manufactures, sells, and support personal computers and other computer-related products. Founded in 1984 by Michael Dell (Michael), it grew during the 1980s and 1990s to become the largest seller of PCs and servers. Dell became a pioneer in the configure to order approach to manufacturing delivering individual PCs configured to customer specification. In order to minimise delay between purchase and delivery, Dell has a general policy of manufacturing its products close to its customers; which allows for implementing a just-in-time (JIT) manufacturing approach, which minimises inventory costs. 3.2 The Direct Model Dells Direct selling Model traces its origins to Michaels idea of selling computers directly to the consumers eliminating the need for distributors. He believed that by selling system (PCs) directly to the consumers, the company would be able to better understand the needs of its consumers. Each system was assembled according to customers preference. Dell also realised that maintaining a high level of quality was necessary in order to compete with the to PC manufacturers like IBM and Compaq. To achieve this, the company decided to increase their funds in hand by reducing inventory. Dell decided to produce PCs as per orders it received and not to hold excess inventory or finished products. Dell then later decided to replace inventory with information and pass on the information to the suppliers, who were provided access to companys internal data about the demand for specific components. With the reduction in components inventory having a positive effect on each cash flow, the company decided to bring other task related production in line with the reduced inventory. The overall savings Dell derived from managing the inventory encouraged it to try matching supply and demand on monthly, weekly and daily basis. This reduced the variation in supply and demand and gradually it was no longer necessary for Dell to maintain any component i nventory. Dell established its website in 1994, introduced online pricing in 1995, and began online sales in 1996. Within six months Dells revenue on the Internet stood at US $1 million a day. By 1997, sales through the Web were around US $1 billion, and by 1998, Dells sales through the Internet accounted for more than half of its total sales. The internet proved to be a booster for Dells direct model as it was able to facilitate transactions. Reduce costs, and improve relationships with customers. Dells direct model was directly supported by the way the companys activities were organized globally. 3.2.1 The Direct Model Role of Dells Suppliers As bringing components from the suppliers factories to Dell took anything between 7 and 30 days depending on the mode of transportation, Dell required all its suppliers to maintain a warehouse close to its factories. They could either manufacture the product at the warehouse or produce at another place and ship the finished product to the warehouse. The warehouses known as Suppliers Logistics Centres (SLC) were located few miles away from Dells assembly plants. Each SLC could be shared by more than one supplier. Typically, Dell required suppliers to maintain inventory for 8 to 10 days in SLCs. Dell took the inventory from SLCs as required, usually replenishing its stocks every two hours. Most suppliers replenished the stocks at SLCs thrice a week. Dell demanded that its suppliers should be extremely flexible to accommodate short-term demand fluctuations. The suppliers are provided with data on real-time customer demand, and every week, suppliers were given an order commitment from Dell for the following week. The suppliers needed to send their consent to meet the companys demands immediately. 3.2.2 The Direct Model Balancing Demand and Supply Dell maintained a database to track the purchasing patterns of corporate customers and their budget cycles, in order to forecast demand. It also maintained a similar database for individual customers in order to cater for their future requirements. The changing demand patterns were communicated to the major suppliers three times a day. If it was found that the lead time for a product was increasing, the procurement of the product was accelerated or additional suppliers were brought and the customers were encouraged to buy substitute product. If any component was found to be accumulating, customers were provided incentive to buy those products. On the other hand, if demand exceeded supply at any given point in time, Dell had more than one supplier to accelerate supply. If the component was generic, Dell checked with alternative suppliers. Once the supplier options were exhausted, Dell used its marketing team to shift demand. 3.3 Benefits of Direct Model Dell gained tremendous benefit from their Direct Model approach to Supply Chain Management. As Dell did not hold large inventory of finished products, it did not have to sell technologically obsolete products at a discount. Dell was able to bring in new products according to the needs of the customers into the market faster than its competitors. In addition to this, Dell was able to incorporate new technologies quickly into its products and take them to customers almost two months ahead of its competitors. Through the Direct Model, Dells production system functioned on negative working capital as suppliers were paid 36 days after Dell received payments from its customers. This is in contrast with other computer manufacturers who usually paid the suppliers 30 days before the PC was skipped to the market 3.4 What Dell could do to get more positive results In order for Dell to regain its number one position in the PC market, it has to make significant business changes to way its been doing business for two decades. Firstly, Dell could provide a facility where consumers have the opportunity to see the product before buying it. Dell can achieve this by partnering with PC retail stores. This will also help to address some of the customer service issues and improve its support system. Another thing Dell could do is to create products with a longer shelf-life, like digital televisions and printer cartridges, in addition to a few desktops and notebooks and sell them through the Dell retail stores. Finally, Dell could enter the commercial retail segment and compete with likes of HP and Acer, although this is an area in which Dell is not experienced enough. 4.0 CASE STUY 2: Toyotas Just-in-Time Revolution (Automotive) This case study is based on the Just-in-Time manufacturing system pioneered by Toyota. It is one of the most significant production approaches of the post world war II era. The case discusses in detail the concept of Toyotas JIT system and the Kanban concept; which was one of the principles on which Toyotas JIT was based. I will compare the Kanban concept with the western manufacturing philosophy. I will also make objective criticism and suggestion, where appropriate, to show what else Toyota could do to get more positive results. 4.1 Summary Background Note Toyotas history goes back to 1897, when Sakichi Toyoda (Sakichi) diversified into machinery business from his family traditional business of carpentry. He founded Toyoda Automatic Loom Works in 1926 for manufacturing automatic looms. Sakichi established an automobile department within TALW. Toyota Motor Corporation was established in 1937 after Sakichis son Kiichiro Toyoda (Kiichiro) convinced him to enter the automobile business. Kiichiro visited the Ford Motor company in Detroit to study the US automotive industry. He saw that an average US workers production was nine times that of a Japanese worker. He realized that the productivity of the Japanese automobile industry had to be increased if it were to compete globally. Back in Japan, he customized the Ford production system to suit Japanese market. He also devised a system wherein each process in the assembly line of production would produce only the number of parts needed at the next step on the production line, which made logistics management easier as material was procured according to consumption. This system was referred to as Just-in-time (JIT) with the Toyota Group. 4.2 Just-in-Time Production System in Toyota Taiichi Ohno (Ohno), who is now referred to as the father of JIT implemented JIT in Toyotas manufacturing plants in the early 1970s. The system was aimed at avoiding waste, reducing inventories and increasing production efficiency in order to maintain Toyotas competitive edge. Initially, it was used as a method for reducing inventories in Toyotas shipyards, but later it evolved into a management philosophy including a set of techniques. Kanban was an important component of Toyotas JIT concept. It is a simple parts-movement system that depended on cards and containers to take parts from one workstation to another on production line. Ohno developed the in 1956 from the supermarkets in the US, which had devised an effective system for replenishment of store shelves based on the quantities picked by customers. The essence of the Kanban concept was that a supplier delivered components to the production line only when required, thus eliminating storage in the production area. Supplier delivered desired components when they received a card and an empty container, indicating that more parts were needed for the production. In case of line interruption, each supplier produced only enough components to fill the container and then stopped. At Toyota, two types of Kanban cards were used. To move parts from one place to another, known as the Conveyance Kanban card and to authorize the production of parts, known as the Production Kanban card. Three types of information were exchanged using Kanban; Pick up information guided the earlier stages regarding parts to be produced for the succeeding stages. Transfer information indicated when the parts had to be produced for the succeeding stages. Production information was transmitted from the earlier stages to the later stages to inform the workers about the product mix and other operational matters. To make the Kanban system effective and reap maximum benefits from it, Ohno framed six rules: Do not dens defective products to the subsequent process The subsequent process comes to withdraw only what is needed Produce only the exact quantity withdrawn by the subsequent process Level the production Kanban is a means to fine tuning Stabilize and rationalize the process Another important component of JIT was called Heijunka (production smoothing). JITs principle of building only the required number of items helped keep the production costs low. Heijunka helped in the accomplishment of this principle by creating a consistent production volume. Heijunka averaged highest and lowest variations of the orders. The variations were then removed from the production schedule. This ensured that the right quantity of parts was produced with minimum workforce. Heijunka took care not only of the total volume of items but also the type of items produced and the other options. Benefits to Toyota The JIT system implemented by Toyota offered several advantages over other manufacturing processes. Because of the early adoption of JIT, Toyota benefited more from the system than other automobile companies. The main benefit of the JIT system to Toyota is its ability to help drive down costs and waste by improving the flow of production. Another big advantage of JIT system to Toyota is that it improves the responsiveness to changes in demand. The Kanban concept implemented is like a smart traffic light with ability to sense when the traffic, or in this case the demand, is building up. In addition to these, Toyota was able to: Reduce stock holdings by reduction in storage space which saves storage and insurance costs. Have less working capital tied up in stock as stock is only obtained when it is needed. Reduce time spent on checking and re-working the product of others as the emphasis is on getting the work right first time 4.4 What Toyota could do to get more positive results Toyota has not been able to replicate the JIT production system in an efficient way in any of its operations outside Japan. Toyota should try to imbibe the Japanese culture (which is a main driving force of their JIT) in their other operations outside Japan inorder to get more result. Also, Toyota should use more than two suppliers for most parts as having less than two suppliers makes Toyota susceptible to flow interruption. 5.0 CASE STUY 3: Xerox The Benchmarking Story (Consumer Electronics) This case study is based on the benchmarking initiatives taken by Xerox, one of the worlds leading copier companies. This is a part of their Leadership through Quality program implemented by the company during the early 1980s. I will discuss in detail the benchmarking concept and its implementation in various processes at Xerox. I will explore the positive impact of benchmarking practices on Xerox also make objective criticism and suggestion, where appropriate, to show what else Xerox could do to get more positive results 5.1 Summary Background Note The history of Xerox dated back to 1938, when Chester Carlson, a patent attorney and part-time inventor, made the first xerographic image in the US. He struggled for over five years to sell the invention, until 1944 when Battelle Memorial Instutite approached him to refine his new process. Xerox was registered as a trademark in 1948 when The Haliod Company obtained all rights to Carlsons invention from Battelle. Xerox Corporation was formed and listed on the New York stock Exchange in 1961. The company grew throughout the 1960s by acquiring many companies, and later diversified into the information technology business through to the early 1970s. in the 1970s, Xerox focused on introducing new and more efficient models to retain its share of the reprographic market and cope with competition from the US and Japanese companies. The companys revenue increased from $698 million in 1966 to $4.4 million in 1976, and profits also increased five-fold from $83 million in 1966 to $407 million in 1977. The rapid growth at Xerox led to the introduction of a variety of controls and procedures and the number of management layers was increased during the 1970s. This, however, slowed down decision-making and resulted in major delays in product development. By early 1980s, has found itself increasingly vulnerable to intense competition from both the US and Japanese competitors. According to analysts, Xerox ignored new entrants who were consolidating their positions in the lower-end market and in niche segments. The management also failed to give the company strategic direction. The companys operating cost was high and its products were of inferior quality in comparison to its competitors. Xerox also suffered from its highly centralized decision-making processes. As a result of this, return on assets fell to less than 8% and market share in copiers came down sharply from 86% in 1974 to just 17% in 1984.xeroxs profits decreased from $1.15billion in 1980 to $290 million in 1984. When David T. Kearns (Kearns) took over in 1982, he discovered that Japanese companies were able to undercut Xeroxs prices effortlessly because their average costs of copiers was 50-60% cheaper than that of Xerox. Kearns quickly began emphasizing reduction of manufacturing costs and gave new thrust to quality control by launching a program that was popularly referred to as Leadership through Quality. As part of this quality program (to find ways to reduce their manufacturing costs), Xerox implemented the benchmarking program. These initiatives played a major role in pulling Xerox out of trouble in the years to come. The company even went on to become one of the best examples of the successful implementation of benchmarking. 5.2 Benchmarking against Japanese Competitors Xerox discovered that it took twice as long as its Japanese competitors to bring a product to market, five times the number of engineers, four times the number of design changes, and three times the design costs. The company also found that the Japanese could produce, ship, and sell units for about the same amount that it cost Xerox just to manufacture them. In addition, Xeroxs products had over 30,000 defective parts per million about 30 times more than its competitors. Benchmarking also revealed that Xerox would need an 18% annual productivity growth rate for five consecutive years to catch up with the Japanese. After an initial period of denial, Xerox managers accepted the reality. Following this, Xerox defined benchmarking as the process of measuring its products, services, and practices against its toughest competitors, identifying the gaps and establishing goals. Goal is always to achieve superiority in quality, product reliability and cost. Gradually, Xerox developed its own benchmarking model. This model involved tens steps categorized under five stages planning, analysis, integration, action and maturity. Figure 2: Xerox Benchmarking Model (according to Karsnia 1991, Camp 1989) Xerox collected data on key processes of best practice companies. These critical processes were then analyzed to identify and define improvement opportunities. For the purpose of acquiring data from the related benchmarking companies, Xerox subscribed to the management and technical databases, referred to magazines and trade journals, and also consulted professional associations and consulting firms. Having worked out the model it wanted to use, Xerox began by implementing competitive benchmarking. However, the company found this type of benchmarking to be inadequate as the very best practices, in some processes or operations were not being practiced by copier companies. The company then adopted functional benchmarking, which involved a study of the best practices followed by a variety of companies regardless of the industry they belonged to. Xerox initiated functional benchmarking with the study of the warehousing and inventory management system of L.L. Bean (Bean), a mail-order sup plier of sporting goods and outdoor clothing.   Similarly, Xerox zeroed in on various other best practice companies to benchmark its other processes. These included American Express (for billing and collection), Cummins Engines and Ford (for factory floor layout), Florida Power and Light (for quality improvement), Honda (for supplier development), Toyota (for quality management), Hewlett-Packard (for research and product development), Saturn (a division of General Motors) and Fuji Xerox (for manufacturing operations) and DuPont (for manufacturing safety). Results of Benchmarking Some of the benefits Xerox derived as a result of their benchmarking are; Customer satisfaction for its copier/duplicator and printing systems increased by 38% and 39% respectively. Customer satisfaction with its sales processes improved by 40%, service processes by 18% and administrative processes by 21%. Customer complaints reduced by more than 60%. Financial performance of the company also improved considerably through the mid and late 1980s. Some of the other benefits Xerox derived were: Number of effects reduced by 78 per 100 machines. Inspection of incoming components reduced to below 5%. Inventory costs reduced by two-thirds. Notable decrease in labour costs. Became the leader in the high-volume copier-duplicator market segment Country units improved from 152% to 328%. 5.4 What Xerox could do to get more positive results Xerox could get more positive results by continuously benchmarking against other companies outside the United States, especially in India and China. As we are in a more competitive business environment where customers preference are changing and they want more value for their money, Xerox should try to diversify more into the technology market in order to retain its competitiveness in the market. 6.0 Conclusion Hence we can see that operations management is an important aspect of any business organisation. It is very important as it is concerned with creating products and services; the core of an organizations existence. It is also challenging because the techniques implemented by organizations need to work globally and responsibly within the society and the environment; as we can see in all the three case studies used in this report.

A Comparison of Women in Amy Tans The Joy Luck Club and Kitchen Gods

Strong Women in The Joy Luck Club and The Kitchen God's Wife  Ã‚        Ã‚   One of the common themes in both The Joy Luck Club and The Kitchen God's Wife is strong women. All the women in both generations in each book gain strength through different experiences. These experiences range from a war-ravaged China to the modern day stresses of womanhood. Though different experiences have shaped each woman, they are all tied together by the common thread of strength.    The Joy Luck Club portrays strong women. The examples that come across most strikingly to the reader are the women who lived in traditional China. An-Mei Hsu gained her strong will from her mother's weak spirit. In her story, titled "Magpies," An-Mei's mother is forced into the life of a concubine. Her mother is tricked by Wu Tsing, a rich merchant, and is brutally raped. Second Wife's trickery lures An-Mei's mother into a life in which she is forced to bear a son that she cannot claim as her own. As a last resort, An-Mei's mother commits suicide two days before the Chinese New Year, in order to ensure that her daughter can someday rise above the position of a concubine's daughter. An-Mei's mother, as the poison travels through her body, whispers, "I would rather kill my own weak spirit so I can give you a stronger one."    Another example of a strong female character is seen in Suyuan Woo. During her escape from China, she is forced to abandon her twin daughters on the roadside. She leaves her daughters with the hope of someday returning to them. As the women of the Joy Luck Club tell June, "She walked down the road, stumbling and crying, thinking only of this one last hope, that her daughters would be found by a kindhearted person who would care for ... ... At this moment, Winnie's life takes a turn for the better, for she now knows that she can endure anything that life has to offer.    According to critic Susan Dooley, "Amy Tan's brilliant novels flit in and out of many realities but all of them contain mothers and daughters....Each story is a fascinating vignette, and together they weave the reader through a world where the Moon Lady can grant any wish, where a child, promised in marriage at two and delivered at twelve, can, with cunning, free herself; where a rich man's concubine secures her daughter's future by killing herself and where a woman can live on, knowing she has lost her entire life."    Works Cited and Consulted: Tan, Amy. The Kitchen God's Wife. New York, Ballantine Books, 1991. Tan, Amy. The Joy Luck Club. Vintage Contemporaries. New York: A Division of Random House, Inc. 1993. A Comparison of Women in Amy Tan's The Joy Luck Club and Kitchen God's Strong Women in The Joy Luck Club and The Kitchen God's Wife  Ã‚        Ã‚   One of the common themes in both The Joy Luck Club and The Kitchen God's Wife is strong women. All the women in both generations in each book gain strength through different experiences. These experiences range from a war-ravaged China to the modern day stresses of womanhood. Though different experiences have shaped each woman, they are all tied together by the common thread of strength.    The Joy Luck Club portrays strong women. The examples that come across most strikingly to the reader are the women who lived in traditional China. An-Mei Hsu gained her strong will from her mother's weak spirit. In her story, titled "Magpies," An-Mei's mother is forced into the life of a concubine. Her mother is tricked by Wu Tsing, a rich merchant, and is brutally raped. Second Wife's trickery lures An-Mei's mother into a life in which she is forced to bear a son that she cannot claim as her own. As a last resort, An-Mei's mother commits suicide two days before the Chinese New Year, in order to ensure that her daughter can someday rise above the position of a concubine's daughter. An-Mei's mother, as the poison travels through her body, whispers, "I would rather kill my own weak spirit so I can give you a stronger one."    Another example of a strong female character is seen in Suyuan Woo. During her escape from China, she is forced to abandon her twin daughters on the roadside. She leaves her daughters with the hope of someday returning to them. As the women of the Joy Luck Club tell June, "She walked down the road, stumbling and crying, thinking only of this one last hope, that her daughters would be found by a kindhearted person who would care for ... ... At this moment, Winnie's life takes a turn for the better, for she now knows that she can endure anything that life has to offer.    According to critic Susan Dooley, "Amy Tan's brilliant novels flit in and out of many realities but all of them contain mothers and daughters....Each story is a fascinating vignette, and together they weave the reader through a world where the Moon Lady can grant any wish, where a child, promised in marriage at two and delivered at twelve, can, with cunning, free herself; where a rich man's concubine secures her daughter's future by killing herself and where a woman can live on, knowing she has lost her entire life."    Works Cited and Consulted: Tan, Amy. The Kitchen God's Wife. New York, Ballantine Books, 1991. Tan, Amy. The Joy Luck Club. Vintage Contemporaries. New York: A Division of Random House, Inc. 1993.

The Poisonwood Bible Critical Reading Portfolio Entry

The Opposition Bible is a book about the reactions that can be made with the burden of collective guilt; to be specific, to our complicit guilt as citizens of the United States for the misconduct by our nation in the Congo. The Opposition Bible is an allusion of an event that triggers the life of a family to be burden with guilt in the Congo. The title of the book is what describes the whole book. The Opposition Bible Is an Increased prosecution of Western colonialism and post-colonialism, an expose f cultural arrogance and self-indulgence.Section II: Author The author of the Opposition Bible is Barbara Kingfisher. The Opposition Bible is a departure from Kingfisher's previous fictional novels, not only in moving politics and to the foreground, but also in its setting. Kingfisher's actually spent two years in the Republic of Congo while her parents served as health care officials. Her life in the Congo represents a theme that finds a prominent place in the Opposition Bible. Kingfishe r actually spent her two years in the Congo at the same time as the characters In the book. Around the sass's.While Kingfisher spent time in the Congo the united States had secretly sabotaged the Confess shot at Independence's by putting together a coup that resulted in the death of the elected President Patrice Lumbar. Infuriated by what she considered an overwhelming act; motivated by greed, Kingfisher then formed the ideas to write a novel exposing and dealing with this crime. It wasn't until thirty years later that she finally felt ready, emotionally and professionally, to take on the project of discovering the question of how we can call ourselves united States Citizens, and still deal with our involvement in these rarefying events.Kingfisher worked long and hard to make the book reveal the truth about what happened because she was dedicated to what she felt was right. Section Ill: setting The book took place primarily in the Belgian Congo, which later became Zaire during the s tory. Certain segments took place in Atlanta and Sundering Island, Georgia, and certain others in the Johannesburg, South Africa and the French Congo. The time period In which the story Is laid out Is between 1959-1998. The work was written between 1993-1998, though some of the ideas that formed the book came from the mime Kingfisher spent in the Congo.The setting actually coincides with the Authors time in the Congo which makes it so significant, Kingfisher experience the life of living In a foreign Just Like the characters In the book. Though how their time was spent was completely different. The stung Is connected to the thematic concerns because the setting is how the theme was brought about. The characters experienced â€Å"The impossibility of absolute and unambiguous justice on a global scale and a transfer of faith from God to the natural world† which displays the themes of the book.Though without the places in which the book was laid out, these themes couldn't have t aken place. The setting and theme definitely play big rolls in the book 1 OFF The major conflicts in the story can be told on two different levels. Both levels regard how one should react in the burden of guilt, but on a more personal level the guilt that must be dealt through all the events that lead to Ruth Mays death. On the broader level, the women also felt the strong need to handle with the collective western guilt that originates from the crimes of the colonial and post- colonial era.After arriving in the Congo, decisions to remain in the Congo in the face of the mortal threat that Independence brings. The longer they stayed the more challenges that would arise. All this brought out a growing bitterness toward the Prices by the villages leaders, which erupted in the sentiments over the issues of Leash's participation in the hunt. This in return resulted in the death of the youngest Price daughter, Ruth May. After the tragic accident, Orleans and her remaining daughters desert ed Nathan in sight of redemption from their two levels of collective sin.The imagining daughters moved on with their lives, Lea turned toward a life if political idealism and cultivated suffering while being married to Anatoly. Dada turned her life toward science where she became an epidemiologist. Rachel life was marked by an egoistic and single-minded pursuit of her own pleasures. Orleans become paralyzed in her guilt. Section V: Point Of View The story is approached by each of the narrators that speak in first person, which gives us a view of the story from their point of view.The point of view affects how understand the work because it gives a clear understanding of the times that went n as each character experienced each situation. The point of view from the character to the theme is all based on what each character faced while in the Congo and how their story was told. Section VI: Characterization There is not a single protagonist in The Opposition Bible. The story is told in multiple voices giving each characters perspective on experiences and events. The women are equally important as each tells a story of learning life a completely new life in the Congo.The characters are removed from their comfort zones and put in a place where no single individual, is any part of their race. Salvation takes on a different meaning from the father point of view; while he loses, each woman makes the decision of finding a way to save herself. The antagonist of the story is Nathan Price, the father, preacher and husband. After the death of the Price families' youngest daughter, Nathan moves into the background, while each woman deals with their own individual demon. Orleans struggles with the guilt of letting her family be taken in to the Congo in the first place.For the three remaining daughters, Rachel battles with Jealously and poor self-image, Dada fights with the image of herself, engine it as a defective and identification of personal responsibility. Though for Lea the demon is the political crisis of the Congo and her own white skin that sets her apart. Section VI': Theme The first theme represented in the book is â€Å"The sin of Western arrogance†. The Opposition Bible is an infected prosecution of Western colonialism and post- colonialism that exposed the cultural as arrogance and greed.Nathan Price served as the personal embodiment of Western hubris, unhesitating in his missionary fanaticism to overturn the ancient traditions of the Congo and replace them with his win religious beliefs. Yet nearly all of the non-African characters are marked by this however, that exercised its cultural arrogance most hazardously, feeling authorized to assassinate a foreign nation's president and change him with its own mannequin ruler. The next theme shown in the book is â€Å"A transfer of faith from God to the natural world†.Given that cultural self-importance is represented as the countless sin of the West and old-fashioned forms of Chri stianity, though it is not surprising to find the belief being presented as the spiritual antidote. It's the idea that the entire trial world is inspired as a certain respect and modesty in anyone who believes it. It speaks against the attitude that Western thoughts apply to both the natural world and to the human beings who dwell in it. The last theme is â€Å"The individuality of redemption†.Kingfisher actually chooses to have the story told by five separate narrators. This gave each narrator a different answer to the question, â€Å"how should we live with the burden of guilt,† covering the range of Orleans complete paralysis to Earache's calm refusal to even accept the burden. Then there is Lea, who responds tit political involvement?that is, with an active attempt to right the wrongs in the world. Dada on the other hand responds scientifically, with an attempt to understand the world on its most fundamental level.Even Ruth May, whose death is the cause of the more individual level of guilt felt by these four women, represents a point of a wide variety of guilt with an all-accepting spirituality. Even all these responses together aren't meant to consume the possible reactions one might take toward guilt. Section VIII: Symbols & Literary Devices -Antenna's demonstration in the garden is symbolic because of its biblical reference. Gardens, in particular the Garden of Eden, play a prominent role in Christian tradition.It is in the Garden of Eden that Adam and Eve where the first man and women, ate from the Tree of Knowledge which then set the future of all generations of human being with original sin. There is a clear irony in comparison to Adam and Eve and Nathan. First, Adam and Eve sin by truth and knowledge that is not planned for them. Nathan, on the other hand, sins through his willful ignorance, and his refusal to learn anything about the culture around him. -In the first paragraph of The Opposition Bible it gives us many literary device, the first one being personification.The personification is â€Å"forest eats itself and lives forever†, this quote helping give an understanding of what life in the Congo will be like for the Price family. The next thing shown is an Alliteration, which is â€Å"brindled bark,† and â€Å"belly on branch†. These two alliterations help the reading understand the different parts of the Congo almost as if they were there. Section ‘X: Quotes 1. Page 9- â€Å"Maybe I'll even confess the truth, that I rode in with the horsemen and beheld the apocalypse, but still I'll insist I was only a captive witness. What is the conqueror's wife if not a conquest herself†?This quote appears in Orleans opening remarks, and immediately introduces to us the dominant theme in The Opposition Bible; the attempt to deal with guilt. Orleans guilt is double what the rest of the characters experienced. There is the paralyzing guilt that she feels over the death of her youngest d aughter, and also the overwhelming guilt she suffered because of the crimes committed by the United States against the natives of Congo. When she refers to herself by the â€Å"conqueror's wife†, Orleans places herself in an individual position with the guilt she is feeling.She isn't the primary perpetrator of his crimes. The true perpetrator of the first crime is her husband, Nathan, who placed the entire family in mortal danger. The perpetrator of the second crime is the United States; invoking the dependency, responsibility, and even loyalty that a citizen bears to his or her nation. 2. Page 297- â€Å"The smiling bald man with the grandfather face has another face†. Dada makes this comment when she discovers that the President of the United States is planning to overthrow the elected government of the Congo and kill its President.This is significant because these words are spoken by Dada, this captures the growing disillusion with father figures that Orleans and Le a experience firsthand. 3. Page 528-â€Å"Len the world, the carrying capacity for humans is limited. History holds all things in the balance, including large hopes and short lives. † Dad's take on the notion of Justice, absolute Justice, at least the rough sort of Justice that Westerners believe in that is impossible. Some think, for example, that it is unjust that in Africa young babies die of malnutrition and disease.To be correct about this injustice, we send over doctors to feed and protect them. Though, Dada, undermines the result of this good deed is simply death of a different sort. Overpopulation leads to food shortage and further disease. We cannot change the things of the world that we consider sad and wrong. Rather than despair over this state of concerns, Dada actually stands in awe of it. She finds herself being more passionate for the humans than any others in this global game of survival. Actually, it's Just for the survival of the vast and the balancing game itself.

Lending Decision

Coles Group Limited Formerly known as Coles Myer Limited. The Group's principal activities are carried out through the following business segments: Food, Liquor & Fuel, Kmart, Target and Office works. Food, Liquor & Fuel involves retailing grocery, liquor and fuel products. Kmart and Target involve retailing apparel and general merchandise. Office-works involves retailing office supplies. Major brands include Coles, Bi-Lo. Liquor-land, Vintage Cellars, 1st Choice, Theo's, Coles Express, Kmart, Target and Office-works. It operates around 2,600 stores in Australia and New Zealand. It also has branch offices located in China. On 31 March 2006, the Group acquired Sydney Drug Stores Pty Ltd (trading as Pharmacy Direct). On 2 June 2006, it disposed of its Myer business. On 14 June 2006, it completed the acquisition of the Hedley Hotel Group. On 9 November 2006, it divested its Mega-mart stores The most common claim with regard to the importance of money in our everyday life is the morally neutral if comically exaggerated claim that makes the world go round'. Equally exaggerated but showing a deeper insight is the biblical warning that ‘the love of money is the root of all evil', neatly transformed by George Bernard Shaw into the fear that it is rather the lack of money which is the root of all evil. However, whether it is the love or conversely the lack of money which is potentially sinful, the purpose of the statement in either case is to underline the overwhelming personal and moral significance of money to society in a way that gives a broader and deeper insight into its importance than simply stressing its basically economic aspects, as when we say that money makes the world go round'. Consequently whether we are speaking of money in simple, socalled primitive communities or in much more advanced, complex and sophisticated societies, it is not enough merely to examine the narrow economic aspects of money in order to grasp its true meaning. To analyze the significance of money it must be broadly studied in the context of the particular society concerned. It is a matter for the heart as well as for the head: feelings are reasons, too. National currencies are an inadequate form of world money, but at least their use in international transactions avoids the faults of commodity-money. A monetary standard based on strategic commodities, no matter whether gold alone or some combination of raw materials, will always suffer from their relatively inelastic and uncertain supply conditions. Producers of the money commodity will have an outright advantage over others in the marketplace. Even if we reduce the role of the money commodity to that of last-resort reserve and numeraire for exchange rates, as was the case with the gold exchange standard of Bretton Woods, such a hybrid system is prone to break down. Commodity-money and credit-money are essentially incompatible forms of money and do not coexist easily with each other. One or the other will dominate, and each form of dominance will cause its peculiar sources of instability (e.g., inadequate supply of liquidity, loss of convertibility, inequitably distributed adjustment burdens). National currencies are an inadequate form of world money, but at least their use in international transactions avoids the faults of commodity-money. A monetary standard based on strategic commodities, no matter whether gold alone or some combination of raw materials, will always suffer from their relatively inelastic and uncertain supply conditions. Producers of the money commodity will have an outright advantage over others in the marketplace. Even if we reduce the role of the money commodity to that of last-resort reserve and numeraire for exchange rates, as was the case with the gold exchange standard of Bretton Woods, such a hybrid system is prone to break down. Commoditymoney and credit-money are essentially incompatible forms of money and do not coexist easily with each other. One or the other will dominate, and each form of dominance will cause its peculiar sources of instability (e.g., inadequate supply of liquidity, loss of convertibility, inequitably distributed adjustment burdens). By some measures, the real backbone of world commerce and global employment is made up of the millions of unsung small enterprises that farm small plots of land, cook food, provide daycare for children, make clay pots or straw mats by hand, do piecework for apparel makers, and carry out the countless other tasks that larger businesses don't do. In the cities of developing countries, for example, a growing percentage of the working population – sometimes estimated as high as 50 percent – is engaged in microenterprise activity. In the seven countries of southern Africa, there is evidence that small, unregistered enterprises provide work for substantially more people than the â€Å"regular,† legal ones do. In Latin America and the Caribbean, more than 50 million microenterprises employ more than 150 million workers. Even in a wealthy country like the United States, more than a quarter of all employees work for establishments of fewer than 20 people, and those businesses constitute 87 percent of all U.S. business establishments. The tasks these businesses perform cover the whole range of human activity, from the basics of housing and farming to the luxuries of entertainment and tourism. In many parts of the world, microenterprises frequently have only one employee – who is also the owner – or they benefit from the work of family members who are not really employees at all. In wealthy countries, many microenterprises may be larger, up to 10 or 20 people, for example, but still small in comparison to many of their competitors. But throughout the world, what most of these businesses do have in common is a lack of access to resources. They get little help from lawyers or accountants; often they are not able to afford retail space; many of them are not even legally registered as businesses. At almost all American banks, the board delegates loan approval authority to the professional banking staff. Such delegation permits assistant branch managers up to the president to have varying loan authority, from $5,000-$10,000 unsecured to $250,000, $500,000, or even $1 million secured. On top of this, the board often delegates still-higher authorities to loan committees or combinations of loan officers. Using a hypothetical example, if the lending limit of the financial institution is $5 million per borrower, the directors may delegate from $1 up to $1 million to individual officers, officers in tandem, and loan committees. This leaves all loans above $1 million and under $5 million to be approved by the board itself. In essence, the board has set itself as approver of the most sophisticated, most risky, and most complex lending arrangements, while the professional loan staff handles the relatively inexpensive and less-risky loan approvals. Add to this the fact that if the loans go seriously wrong, and the board has approved the loans, then the state and federal regulatory agencies may take remedial actions against the directors. Many financial institutions adopt in-house lending limits which are significantly lower than the lending limit to any one borrower that is legally available. For example, prior to the sale of First of America Bancorp to National City in 1998, the legal lending limit of First of America was $180 million to any one borrower. On the other hand, its board refused to make any loans in excess of $24 million. The directors felt that $24 million was sufficient risk exposure. Several financial institutions have set their in-house lending limit equal to the professional loan committee's lending authority, thus for all intents and purposes eliminating the board as a source of loan approvals. Micro-enterprises are more flexible and mobile than the much larger, more complex and building-bound businesses. They provide part-time work to women and men who also have to take care of families, and seasonal work in places where crops have to be harvested. They require little capital, office space, or startup title. They can thrive in rural areas, thereby slowing the rush to urbanization. Jobs in microenterprises are accessible to immigrants and disenfranchised people who need to moonlight or share jobs. And they are run by women at least as often as men, helping to reverse a pervasive global inequity. Microenterprises also offer an alternative to the conventional strategy for bringing development to poor nations – making large loans to governments for massive power or infrastructure projects. Such project-oriented development has come under growing criticism from grassroots activists, who say the projects often benefit large contractors and central governments more than they help local people. More investment in smaller, local industries, they argue, could bring economic and social benefits at far less cost. Their view is reflected in an old Chinese saying, â€Å"many little things done in many little places by many little people will change the most of the world.† For years, the First National Bank of Omaha, Neb., had a board consisting exclusively of inside professional bankers who made all loan decisions. In these financial institutions the professionals make the loan approval decisions, not the amateurs. Finally, it is up to the board to set the loan authorities and to review such loan authorities per loan officer on an annual or more frequent basis. The board must also revise lending authority by type of lending function, depending upon the size of the financial institution, so as to protect the institution from risky, inappropriate lending by staff members. The board in these cases normally reacts to the recommendations of senior management, especially the senior lending officer, who is in charge of the entire lending function. As we transition away from the high growth years of the past two decades, it's an appropriate time to reflect upon the future of the banking industry. As the economy continues to slow from what has been a remarkable global expansion, the banking industry finds itself in the middle of a dramatic transformation. Several significant trends are impacting key decision-makers of traditional financial institutions, and many are grappling with their role in the New World economy even as they try to reinforce the traditional attributes that have made them competitive. Financial institutions also face challenges on the services-side as there has been a proliferation in the number of customer touch points with the growth of the Internet, wireless, as well as traditional channels such as branches and telephone banking. This has added further pressure on profitability and on increased efficiency. Many boards today are trying to reconcile the need for greater operating efficiency while realizing that traditional channels are not going away any time soon, and at the same time recognizing the need for newer distribution channels to serve the changing demographics. There is also the need to be more creative in offering traditional and non-traditional banking and other products. This need complements the need for new revenue streams particularly non-interest fee income sources. Additionally, there is a keen acknowledgement that banks must know a lot more about their customers so they can serve them better and more profitably. Most traditional institution brands are built around service, trust and community. These are fundamental attributes that financial institutions have enjoyed for over a century. Brand strength will become increasingly important as institutions compete for customers. Brand identity will become more important because choices among customers will increase, making it more important for your target audience to differentiate between competitors. Financial institutions will differentiate on service, trust or serving a particular community or demographic set. Their brand recognition and identity will be increasingly important to their customers and will enable them to filter through the competition. REFERENCES Micro-Enterprises, Magazine article by Hal Kane; World Watch, Vol. 9, March-April 1996 The Role of the Board in Lending, Part 1 of 3 Parts: Reexamining Directors' Role in the Lending Process, Journal article by Dr. Douglas V. Austin; ABA Banking Journal, Vol. 94, 2002. The Future of Banking and the Role of Technology, Journal article by Louis Hernandez Jr., Michael D. Nicastro; ABA Banking Journal, Vol. 93, 2001. The Role of Social Capital in Development: An Empirical Assessment, Book by Christiaan Grootaert, Thierry Van Bastelaer; Cambridge University Press, 2002 Competitive Industrial Development in the Age of Information: The Role of Cooperation in the Technology Sector , Book by Richard J. Braudo, Jeffrey G. Macintosh; Routledge, 1999   

How to Calculate PSAT Score 3-Step Score Calculator

How to Calculate PSAT Score 3-Step Score Calculator SAT / ACT Prep Online Guides and Tips If you’re struggling to calculate your PSAT score, then it sounds like you’re in need of a handy PSAT score calculator! In this guide, we offeryou step-by-step instructions on how to calculate PSAT scores. To begin, we'll look at how the PSAT is scored and what â€Å"equating† means. We'll then go overhow to calculate various PSAT scores before finishing with an explanation on how a PSAT score calculatorcan help you get the PSAT score you want. How Is the PSAT Scored? The PSAT is scored on a scale of 320-1520 in 10-point increments. Your total PSAT scoreis the sum of your Math and Evidence-Based Reading and Writing (EBRW) section scores. (EBRW is a combination of your Reading and Writing and Language scores). These two sections areeach scored on ascale of 160-760, which is equivalent to half the total score range. But there aren't 1,520 questions on the PSAT, sowhere do these numbers come from? In reality,your Math and EBRW scores start outas raw scores. A raw score is simply the number of questions you answered correctly. So if I were to get 40 Reading questions right, my raw Reading score would be 40. (Note that the PSAT uses rights-only scoring, so you'll never lose any points for incorrect answers.) Next, your raw scores for Math, Reading, and Writing and Language (we'll refer to this section as"Writing" from now on) are converted into finalscaled scores using a special equating process. The College Board (the creators of the PSAT) uses equating toaccount for slight differences in difficulty among tests, making it so thatascaled PSAT score always indicates the same level of ability, regardless of test. Here’s how the College Boarddescribes the equating process used for the PSAT: â€Å"This conversion process adjusts for slight differences in difficulty among versions of the test and provides a score that is equated, or consistent, across forms. This process ensures that no student receives an advantage or disadvantage from taking a particular form of the test on a particular day;* a score of 400 on one test form is equivalent to a score of 400 on another test form.† *Emphasis mine. Ultimately, what this means isthat raw scores will not alwaysconvert into the same scaled scores on different PSATs. Here's an example to illustrate this concept:on this practice PSAT, you can see that a 23 raw Math score converts into 540, but on this practice PSAT,23 converts into 510 instead. So are raw scores and scaled scores the only scores you'll get on the PSAT? Not at all!In addition, you’ll receivesubscores and cross-test scores (the same as those on the SAT) as well as aNational Merit Selection Index score. Subscores measure specific skills in each section on ascale of 1-15, whilecross-test scoresmeasureyour understanding ofhistory/social studies and science questions on a scale of8-38. The Selection Indexis perhaps one of the most unique scores you'll get; it has a score range of 48-228 and is used to determine your eligibility for the National Merit Scholarship Program. To qualify for the program, you must earn a Selection Index score at or above your state’scutoff score. Now, let'scalculate PSAT score areas together! Are raw PSAT scores as tasty as raw cookie dough? How to Calculate PSAT Score: Raw Scaled Here, we'llshow you how to calculate yourraw and scaled (section) PSAT scores. If you'd like to calculateyour own scores as you read along, make sure you have access to the answer key for whichever official PSAT practice testyou took. This will act as your PSAT score calculator. Note that all of the example charts and conversions below are based onthescoring guidetoPSAT Practice Test #1. Step 1: Determine Raw Scores Raw scores are a relatively easy-to-calculate PSAT score area. Remember,raw scores equal the number of correct answers you got.In other words,the highest raw score you can earn on a section will be the same as the total number of questions in that section. Each of the three PSAT sections - Reading, Writing, and Math - contains a different total number of questions, or a different raw score range. Math is the only section that's actually divided into two subsections, No Calculator and Calculator, each of which has its own raw score range. Here is an overview of the raw score ranges on the PSAT: PSAT Section Reading Writing and Language Math No Calculator Calculator Raw Score Range 0-47 0-44 0-17 0-31 Raw Reading Score Your raw Reading score will be out of 47 points. Using your practice test’s answer key, add up all of the correct answers you earned on the Reading section to get your raw Reading score. For example, if I were to miss 13 questions on the Reading section, my raw Reading score would be 34: Raw Writing and Language Score Your raw Writing score will be out of 44 points. The Writing answer key is located next to the Readinganswer key. Once again, add up all of your correct answers on your test's answer key to getyour raw Writing score. Here's an example: Raw Math Score As I mentioned above, Math is divided into two subsections: No Calculator and Calculator. This means you’ll receive two raw Math scores that'llbe subsequentlycombined to give you a total raw Math score. The maximum number of points you can earn is17 on Math No Calculator and 31 on Math Calculator. Altogether, then, you can earn up to 48 points on Math. To calculate your raw Math score, tally your correct answers on the No Calculator and Calculator subsections. Soif I were to miss 5 points on No Calculator and 8 on Calculator, my raw Math scores would be 12 and 23, respectively: Then, combine these two scores to get your total raw Math score: Step 2: Convert to Scaled Scores Scaled, or equated, scores are the final section scores you'll receive on the PSAT. These scores use a scale of 160-760, with each accounting for half your total PSAT score. As we discussedpreviously, raw-score-to-scaled-score conversions vary slightly with each PSATdue to differences in equating formulas. Thus, theconversion charts we use for our examples below will not apply exactly to all PSATs. (Remember, our examples are all based on a specific test - PSAT Practice Test #1!) Now, let's take a look at how to calculate your scaled PSAT scores. Math Section Score Start by calculatingyour total raw Math score using the steps above. Thisscore will be out of48 points. Next, look for the "Raw Score" and "Math Section Score" columns on your practice test’s raw score conversion table. (As a reminder, conversion tables varyslightly with eachtest, so one raw Math score on one test may not convert into the same scaled Math score on another test.) On the chart, your raw Math score will directly convert into a Math section score (i.e., a scaled score). To convert your score, simply match your raw score with the corresponding Math section score. In my example above, mytotal raw Math score was 35, whichconverts into 650: Raw Score Math Section Score Raw Score Math Section Score 0 160 25 560 1 190 26 570 2 210 27 580 3 240 28 580 4 270 29 590 5 290 30 600 6 320 31 610 7 340 32 620 8 360 33 630 9 370 34 640 10 390 35 650 400 36 670 12 420 37 680 13 430 38 690 14 440 39 710 15 460 40 720 16 470 41 730 17 480 42 730 18 490 43 740 19 500 44 740 20 510 45 750 21 520 46 750 22 530 47 760 23 540 48 760 24 550 EBRW Section Score Calculating your EBRW section score requires a couple of extra steps. Like the process you followedfor figuring outyour Math section score, beginby calculating your raw Reading and Writing scores (using the steps above). These scores will be out of 47 and 44 points, respectively. Next, look for your scaled Reading and Writingscores using your practice test’s raw score conversion table. Find your raw scores for each section and then look across to the corresponding column to determineyour Reading and Writing test scores. These test scores, though scaled, are not your final section scores.Unlike PSATsectionscores, which use a score range of 160-760, test scores use a much smaller rangeof 8-38. Myraw Reading score above was 34, and my raw Writing score was 38. According to the following conversion table, these two raw scores convert into scaled (test) scores of30 and 33, respectively: Raw Score Reading Test score Writing and Language Test Score Raw Score Reading Test Score Writing and Language Test Score 0 8 8 24 25 25 1 9 9 25 26 25 2 10 10 26 26 26 3 27 27 27 4 12 12 28 27 27 5 14 13 29 28 28 6 15 14 30 28 28 7 16 14 31 29 29 8 16 15 32 29 29 9 17 15 33 30 30 10 18 16 34 30 30 18 16 35 31 31 12 19 17 36 31 32 13 19 18 37 32 32 14 20 18 38 32 33 15 20 19 39 33 34 16 21 20 40 34 35 17 21 20 41 34 36 18 22 21 42 35 37 19 22 21 43 36 37 20 23 22 44 37 38 21 23 23 45 37 22 24 24 46 38 23 24 24 47 38 Step 3: Combine for Total Score Once you have your individual Reading and Writing test scores, combine these scores to get a total EBRW test score on a scale of 16-76. Finally,multiply this sum by 10 to get your scaled EBRW score. As an equation, this conversion process can be writtenas so:(R+W)10=EBRW. In my example above, my Reading and Writing test scores were 30 and 33, respectively. Using this equation, then, here's what my EBRW score comes out to: (30+33)10=(63)10=630. Now,add your EBRW section score to your Math section score to getyour total PSAT score out of 1520. Inmy example, my total PSAT score would be650+630=1280. How to Calculate PSAT Subscores and Cross-Test Scores In addition to calculating your raw and scaled scores, you have the option ofcalculating your subscores and cross-test scores. These additional scores offer a closer, more detailed analysis of your performance on particularcontent areas and question types on the PSAT. Read on to learn how to calculate PSAT subscores and cross-test scores. Subscores To calculate your subscores, start by finding your raw scores for each of the following subscore categories: Math Heart of Algebra Problem Solving and Data Analysis Passport to Advanced Math EBRW Expression of Ideas Standard English Conventions Words in Context Command of Evidence Add up your correct answers on Math and EBRW using their respective answer keys. Then,use your scoring guide to see which questions on your test make up whichsubscore categories. Here is an example of a subscore overview for the EBRW subscore Expression of Ideas: Once you’ve got your seven raw subscores, use your test’s raw score conversion table for subscores to convert your raw subscores into scaled subscores. All scaled subscores use a scale of1-15. So forexample, if I were to get a raw score of 17 on Expression of Ideas, my scaled subscore would be12: Unfortunately, you're not allowed to have a lab partner on science questions. Cross-Test Scores You’ll also receive two cross-test scores: Analysis in History/Social Studies Analysis in Science Unlike subscores, cross-test scores are notconfined to a single section on the PSAT. This means that you can find a combination of Analysis in History/Social Studies and Analysis in Science questions in both the EBRW and Math sections. Each cross-test score begins as a raw score. To find your raw cross-test scores, use your scoring guide to determine which EBRW and Math questions make upwhich cross-test categories. Below is an example of a cross-test score overview for the Analysis in Science score: Once you have your raw scores for both cross-test scores, use your test’s raw score conversion table for cross-test scores to figure out your scaled cross-test scores for History/Social Studies and Science. Scaled cross-test scores use a scale of 8-38 (note that this is different from the 1-15 scoring scale used for subscores). Soif I were to receive a raw score of 19 on Analysis in Science, my scaled cross-test score for that area would equal 29: How to Calculate National Merit Selection Index Finally, there’s the National Merit Selection Index score. Unlike the other scores we’ve covered so far, you won’t find any conversion table for your Selection Index ona PSAT practice test. So how can you calculate this score? Here are the steps to take: 1. Find your Reading and Writing test scores. To find these scores, calculate your raw scores for Reading and Writing and then use your raw score conversion table to convert your raw scoresinto scaled testscores (on a scale of 8-38). 2. Find your Math test score. Unlike your Reading and Writing scores, your Math test score isn’t on a conversion chart. So how do you find this score? First,get your Math section score by matching your raw Math score to its corresponding scaled score on your conversion table. Then, to get your Math test score, simply divide your Math section score by 20. So ifmy scaled Math score were 680, my Math test score would be 680/20=34. 3. Add your test scores together. Next, combine your Reading, Writing, and Math test scores. This will give you a total PSAT test score on a scale of 24-4. 4. Multiply your total test score by 2. Finally, take your total PSAT test score and multiply it by 2 to get your Selection Index. Once again, the Selection Index score range is 48-228. In the end, if you’re aiming for a scholarship, you’ll need to have a Selection Index high enough to qualify you for National Merit in your particular state. These cutoff Selection Index scores range anywhere from 209-222. For more information about the Selection Index scores needed to qualify, check out our guide on how to become a National Merit Semifinalist. Want to improve your PSAT score by 150 points? We have the industry's leading PSAT prep program. Built by Harvard grads and SAT full scorers, the program learns your strengths and weaknesses through advanced statistics, then customizes your prep program to you so that you get the most effective prep possible. Check out our 5-day free trial today: Next up, we'll decipher the meaning of PSAT score calculations. What Do PSAT Score Calculations Mean for YOU? So far we’ve explained how to calculate various PSAT scores, from raw and scaled scores to subscores, cross-test scores, and Selection Index scores. But what do all of these calculations mean for you? Using conversion tables as a PSAT score calculator allows you to forma rough idea as to how many questions you’ll need to answer correctly in order to attain a certain scaled PSAT score. Essentially,if you have aPSAT goal scorein mind, you can use raw score conversion tables from official PSAT practice tests to estimate how many correct answers you’ll need to be able to hit your goal score on test day. For example, let’s say your total PSAT goal score is 1300, or 640 on Math and 660 on EBRW. To get 640 on Math, you’ll need to scorearound 34-38 raw points, or get 34-38 questions right. (We calculated this estimated raw score range using the official conversion tables for PSAT Practice Test #1 and #2.) Figuring out the number of questions you'll need to get right for EBRW, however, requires you to do more than just look at a conversion table. You'll first need to divide your EBRW goal score (in this case, 660) by 10 to get your EBRW test score. Then, divide this score by 2 to get your estimated test scores for the Reading and Writing sections. Finally, use official conversion tables to get a corresponding raw scorefor each of these two test scores. In my example, a 660 EBRW goal score equals about 38-39raw points for Reading and 37-38 raw pointsfor Writing. Of course, these raw score ranges are all simply estimates. Because the College Board doesn’t tell us ahead of time how raw scores for upcoming PSATs will be equated, there’s no way to know for sure how many questionsyou’ll need to answer correctly in order to hityour goal scores. Still, you can get a pretty close approximation using official conversion tables! Recap: How to Calculate PSAT Score The PSAT is scored on a scale of 320-1520 in 10-point increments. This total score consists of two section scores for Math and EBRW, each of which uses a scale of 160-760. You’ll also getsubscores on a scale of 1-15 and cross-test scores on a scale of 8-38. Lastly, you’ll get a Selection Index score on a scale of 48-228; this score's sole purpose is todetermine your eligibility for National Merit. All of these PSAT scores are scaled, or equated, scores. Your PSAT scores will start out as raw scores based on the number of questions you answered correctly. Yourraw scores are then converted into scaled scores using a special equating process exclusive to yourtest. To convert your raw scores into scaled scores (or even vice versa), useraw score conversion tables for official PSAT practice tests. Though these tables apply to specific practice tests only, you can use them as a convenient PSAT score calculator toestimate the number of questions you’ll need to answer correctly in order to hit your goal scores on test day. What’s Next? Want to learn more about PSAT scoring and the PSAT score range? Our in-depth guides explainhow the PSAT score range differs from the SAT score range as well as how you can use the PSAT scoring system to your advantage. Are you aiming for National Merit?Get the rundown on how to win a scholarship and what you can do to guarantee yourself a perfect PSAT score! Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Free Essays on Comparison Of The Wave And Macbeth

like â€Å"tore† â€Å"vex† â€Å"struggling† and â€Å"scorned† set a mysterious theatrical mood. Despite the conventional rhyme and meter of the poem, â€Å"Polphyria’s lover† mimics natural speech becoming a monologue. This gives the poem a dramatic quality. However with Whitman, the poem has no structure. It has no rhyme scheme, and no meter. Yet the poem is not completely free verse to the repetitive I at the beginning of every line aside from the last two, and the repetition... Free Essays on Comparison Of The Wave And Macbeth Free Essays on Comparison Of The Wave And Macbeth Commentary: â€Å"I sit and look out† and â€Å"Polphyria’s lover† Words, lines, sentences, meter. These are the basics of poetry. However these characteristics alone are not enough to make a poem. A poem’s magic lies in the intensity of feeling, the emotions of the writer toward his subject. It is this aspect that that sparks the fuse of a poem and uncoils hidden meanings and entrapping ideas. Every poet wants to convey his message in such a way so the reader will empathize with them. Here we look at the two poems: Robert Browning’s â€Å"Polphyria’s lover† and Walt Whitman’s â€Å"I sit and look out†. With these two poems two different styles and techniques are shown. Browning’s poem follows a strict structure. He uses rhyme scheme ABABB which puts a spin on the tradition rhyme of ABAB. This seems to reflect the madness brewing in the mind of the main character and speaker in the poem. He also uses a meter of 8 beats to the line, helping the reader through the poem at a systematic pace. The first 5 lines in Browning poem are very different from the rest. Every line is complete in itself â€Å"The rain set in early tonight† and â€Å"It tore the elm-tops down for spite†. This is in order to beckon the reader into the setting and set the mood for the terrible events about to happen. After this, the poem gets more dysfunctional, the poet goes around the lines to complete thoughts, reflecting the increasing lunacy in the mind of the narrator. Words like â€Å"tore† â€Å"vex† â€Å"struggling† and â€Å"scorned† set a mysterious theatr ical mood. Despite the conventional rhyme and meter of the poem, â€Å"Polphyria’s lover† mimics natural speech becoming a monologue. This gives the poem a dramatic quality. However with Whitman, the poem has no structure. It has no rhyme scheme, and no meter. Yet the poem is not completely free verse to the repetitive I at the beginning of every line aside from the last two, and the repetition...

Important Lines of Latitude and Longitude

Important Lines of Latitude and Longitude Four of the most significant imaginary lines running across the surface of Earth are the equator, the Tropic of Cancer, the Tropic of Capricorn, and the prime meridian. While the equator is the longest line of latitude on Earth (the line where Earth is widest in an east-west direction), the tropics are based on the suns position in relation to Earth at two points of the year. All three lines of latitude are significant in their relationship between Earth and the sun. Running in the opposite direction, north-south, the prime meridian is one of the most important lines of longitude on Earth. Equator The equator is located at zero degrees latitude. The equator runs through Indonesia, Ecuador, northern Brazil, the Democratic Republic of the Congo, and Kenya, among other countries. It is 24,901.55 miles (40,075.16 km) long. On the equator, the sun is directly overhead at noon on the spring and fall equinoxes- around March 21 and September 21 each year. The equator divides the planet into the Northern and Southern Hemispheres. On the equator, the length of day and night are equal every day of the year: day is always 12 hours long, and night is always 12 hours long. Tropic of Cancer and Tropic of Capricorn The Tropic of Cancer and the Tropic of Capricorn each lie at 23.5 degrees latitude. The Tropic of Cancer is located at 23.5 degrees north of the equator and runs through Mexico, the Bahamas, Egypt, Saudi Arabia, India, and southern China. The Tropic of Capricorn lies at 23.5 degrees south of the equator and runs through Australia, Chile, southern Brazil (Brazil is the only country that passes through both the equator and a tropic), and northern South Africa. The tropics are the two lines where the sun is directly overhead at noon on the two solstices- about June 21 and December 21. The sun is directly overhead at noon on the Tropic of Cancer on June 21 (the beginning of summer in the Northern Hemisphere and the beginning of winter in the Southern Hemisphere), and the sun is directly overhead at noon on the Tropic of Capricorn on December 21 (the beginning of winter in the Northern Hemisphere and the beginning of summer in the Southern Hemisphere). The reason for the location of the Tropic of Cancer and the Tropic of Capricorn at 23.5 degrees north and south, respectively, is due to the axial tilt of the Earth. The Earth is tilted 23.5 degrees from the plane of the Earths revolution around the sun each year. The area bounded by the Tropic of Cancer on the north and Tropic of Capricorn on the south is known as the tropics. This area does not experience seasons, because the sun is always high in the sky. Only higher latitudes, north of the Tropic of Cancer and south of the Tropic of Capricorn, experience significant seasonal variation in climate. Areas in the tropics can be cold, however. The peak of Mauna Kea on the Big Island of Hawaii stands nearly 14,000 feet above sea level, and snow is not unusual. If you live north of the Tropic of Cancer or south of the Tropic of Capricorn, the sun will  never  be directly overhead. In the United States, for example, Hawaii is the only location in the country that is south of the Tropic of Cancer, and it is thus the only location in the United States where the sun will be directly overhead in the summer. Prime Meridian While the equator divides Earth into Northern and Southern Hemispheres, it is the prime meridian at zero degrees longitude and the line of longitude opposite the prime meridian (near the International Date Line) at 180 degrees longitude that divides Earth into the Eastern and Western hemispheres. The Eastern Hemisphere consists of Europe, Africa, Asia, and Australia, while the Western Hemisphere includes North and South America. Some geographers place the boundaries between the hemispheres at 20 degrees west and 160 degrees east to avoid running through Europe and Africa. Unlike the equator, the Tropic of Cancer, and the Tropic of Capricorn, the prime meridian and all lines of longitude are completely imaginary lines and have no significance to Earth or its relationship with the sun.

Frankfurts notion of Second Order Volition Essay

Frankfurts notion of Second Order Volition - Essay Example Frankfurt’s essay opens with his views on the concept of â€Å"person†. When his contemporaries seek to define a person as merely a body with states of consciousness, Frankfurt begs to differ. He states that a person is not just the singular form of ‘people’. It does not merely refer to the members of certain biological species with a set of specific physical and mental characteristics that are supposed to be uniquely human. Humans are not the only creatures with desires, motives and choices. But it is the capacity of reflective self-evaluation and a desire to be different from what they are that makes the persons a class apart from the other living beings.The primary feature that differentiates a person from other creatures is his structure of will. To define â€Å"will†, one needs to first understand the concept of first order desire. A first order desire is simply a desire for something or a desire to do or not to do one thing or another. For exam ple, a desire to smoke a cigarette or to watch a movie or to read a book is a first order desire. ... Therefore, a desire which determines the behaviour of a person at a critical moment and leads him to action in the presence of other conflicting desires is termed as will. (Frankfurt, 1971, pp. 4-5) To define â€Å"free will†, Frankfurt introduces another type of desires- second order desires. A second order desire refers to a desire about a first order desire or a desire to have or not to have a first order desire. Or in other words, a second order desire is a manifestation of the uniquely human ability of reflection on one’s first order desires. For example, a habitual smoker may have a desire to smoke but a smoker who is trying to quit may want â€Å"not to have a desire to smoke†. The latter is a case of second order desire.It is these second order desires that are regarded as a mark of ‘personhood’. (Frankfurt, 1971, p. 3) Second order desires which refer to effective first order desires are termed as second order volitions. In simpler terms, wh en a person wants a second order desire to be his will, it becomes a second order volition. To illustrate the concept better, we may take the example of a psychologist dealing with a drug addict patient. To understand his patient better, he may want to have the desire for drugs (second order desire). But he does not want his desire to be effective (to actually take drugs). The doctor thus demonstrates a second order desire but no second order volition. It is not second order desire but second order volition that is essential to being a person and this leads us to the definition of free will and freedom of action.((Frankfurt, 1971, p. 5) Free will is a situation wherein a person’s second order volition determines his behaviour. The definition of â€Å"freedom of will†

Customer Service-CRM Technology Assignment Example | Topics and Well Written Essays - 250 words

Customer Service-CRM Technology - Assignment Example Current companies that utilize Salesforce at the moment are FTD, ATT, Sakonent and google. Salesforce allows companies to have dynamic SALESFORCE reporting. Although the intelligence behind SALESFORCE has been enhanced, good business analysts still understand the gravity of analyzing data to report to management. This extends to just simply reading graphs but really benchmarking these results via thresholds. A centralized information from all the sources (e.g. point-of-sale (POS) system, equipment monitoring, etc) where all sorts of information, real-time feeds and legacy information, can be monitored and analyzed in most efficient and precise way via data warehousing. Salesforce ERP system, which can handle most day-to-day business functions, would serve as the hub. POS and other devices use business intelligence software to gather sales information and marketing data, which is then transferred to an Salesforce database for analysis. would help organizations have robust information of their business processes and assist them monitoring the progress of their business in the terms of sales, revenues, inventory management, staff allocation, location of the business in terms of which is profitable or unprofitable, and also gives them the head start to mitigate any risk.The utilization of SALESFORCE is to supplement the work of Business Analysts and cultivate their thinking into making better and faster

PROJECT CHARTER, SCOPE MANAGEMENT Essay Example | Topics and Well Written Essays - 2000 words

PROJECT CHARTER, SCOPE MANAGEMENT - Essay Example In addition, more than 2000 employees are currently working for Alotaibi Business Group. Moreover, this company wants to train their staff, they have to send them to third party training centers. In this scenario these training centers charge a lot of money for staff skills development and training. Thus, there is a great deal of need for building a staff training center at business premises because it will help Alotaibi Business Group save a lot of money by offering proper skills management and training to their staff. In addition, the absence of training center requires from Alotaibi Business Group to send their employees to outside the organization training centers and it is very costly for the reason that Alotaibi Business Group has a staff of 2000 people. The establishment of a new training center at the Alotaibi Business Group premises will offer an excellent support for in-house staff training and handling. It will also offer an excellent support for management of staff working and operations. In fact, the development of this training center will potentially reduce the overall human resource training cost to 50%. So there are a lot of new opportunities for the business such as cost reduction, time and money saving and so many more. This project will have some exclusion. These elements will not be a part of this project or a training center. The first element is the recruitment of a staff trainer that will not be a part of this project. Here this project will not entitle any process of recruiting new staff members and their interviews. The next important factor is that this project will not involve the staff food and eating arrangement. Here we will not be responsible for arranging refreshment or lunch for the staff. The successful establishment of a new training center for Alotaibi Business Group will offer them a lot of benefits. In this scenario, one of the

Poems Essay Example | Topics and Well Written Essays - 1250 words

Poems - Essay Example Essentially, Montresor aims to be the jury, a judge, and executioner. Montresor hates Fortunato because the latter had caused many injuries to the former. Due to jealousy, Montresor endeavors to attack Fortunato by skillfully employing a reverse psychology. Notably, Montresor constantly indicates that he has the capacity to ask Luchesi to observe Amontillado although Fortunate detests the obscene scene, and claims that Luchesi does not have the ability to tell Amontillado from Sherry (Poe 745). The audience knows that Montresor is jealous of Fortunato. In order to complete his revenge mission, Montresor tricks Fortunate into coming to his catacombs in order to taste some Amontillado, which is non-existent. Jealousy drives Montresor to endeavor to betray Fortunato by inviting him to taste Amontillado that did not exist. Montresor wishes that he had what Fortunato possessed. Notably, Montresor tells Fortunato that he has the wealth and many people respect, love, and admire him (Poe 744). In effect, Montresor wishes that he had what Fortunate owns. Due to such wishes, Montresor has developed a vengeful spirit catapulted by jealousy (Meyers 202). Montresor thinks that Fortunato is more significant than he is. The protagonist is in deep thought of revenging although he does not indicate the precise reason for executing the deed. The audience can notice that the protagonist intends to kill Fortunato due to mere jealousy and pride. Jealousy is too much in Montresor, and it does not allow him to give his intended action a second thought. Notably, the protagonist proves that he has the highest level of jealousy when he ridicules Fortunato’s attire. Montresor says, â€Å"The man wore mo tley. He had on a tight-fitting parti-stripped dress and his head was surmounted by the conical cap and bells† (Poe 744). The description of the Fortunato’s attire hinges on a pure jealousy. Poe uses irony to underscore the theme of jealously. Notably, Poe’s choice of the

The Gang Resistance Education And Training Research Paper

The Gang Resistance Education And Training - Research Paper Example Through the above survey, the gang members were found to be 774,000 while active gangs were estimated to 27,900 (Crime in America 2010). The need for the intervention of the State for confronting the expansion of crime in USA has become emergent. The Gang Resistance Education and Training Program (G.R.E.A.T) has been introduced for helping towards the control of ‘delinquency, youth violence, and gang membership for children’ (G.R.E.A.T 2012). In order to be more effective, the program has developed a series of partnerships with organizations at state levels, so that the parts of the program used in each state are aligned with the local ethics and social rules (G.R.E.A.T 2012). In this way, the terms of the program are easier understood. Moreover, such approach urges local people to participate in the program’s realization and monitoring; local support has been proved vital to the success of the program (Peterson et al. 2012). The potentials of US authorities to promote such programs are established in Title 42 of the US Code. According to the relevant article (section 13921), the Attorney General is given the order to establish ‘not less than 50 Gang Resistance Education and Training (GREAT) projects’ (section 13921, title 42, US Code). The funding of each one of these projects is defined at $800,000, as a minimum (section 13921, title 42, US Code). It is clear that the specific program reflects the willingness of the US government to control the expansion of crimes across the country. It has been considered that focusing on prevention rather than on the punishment of crime would be a more effective approach to achieve the above target, a target that seems to have been achieved if taking into consideration the figures related to the program’s performance. The G.R.E.A.T program is school-based, focusing on learning in regard to the potential effects of violence and criminal behavior (G.R.E.A.T program 2012). In the context of

Lexicography Dictionary Criticism Essay Example | Topics and Well Written Essays - 1500 words

Lexicography Dictionary Criticism - Essay Example approach to define a word and hence it appeals a broader English speaking audience. The division of this polysemous lexeme into geographical usage is particularly helpful for a speaker to make a clear distinction, which is important when either engaged in writing or conversation about a particular context. Both editions provide such a sense division around various English speaking contexts. The COED10 also provides a "characterization of the meaning of the lexeme; it does not give an exhaustive explanation of all possible referents" (Jackson, 2002, p.93). Following random example taken from COED10 elaborates this aspect. offside adj. & adv (in games such as football) occupying a position on the field where playing the ball not allowed, generally through being between the and the opponents goal. n 1 the fact of bring offside (usu. the off side) chiefly Brit. the side of a vehicle furthered from the kerb. Compare with NEARSIDE > the right of a horse. In the above definition, as was the case with other random samples, the definiendum is related to its super ordinate concept (for either sport or vehicle, a position). Another common tactic relied upon in COED9 and COED10 was to add a typifying definition to a synonym one-basically describing what is 'typical' of the referent. An important distinction between COED9 and COED10 is that contrary to COED9, COED10 has employed the concept of fourth definition which explains the use 'of which a word or send of word is put, usually in the grammar of the language' (Jackson. 2002. p. 95). Following random sample taken from COED10 signifies this feature. widow n 1. A woman who has lost her husband bydeath and has not married again. > Humorous a woman whose..."Anyone who has ever read or written a review of a particular dictionary will know that generally agreed criteria and standards for the assessment of quality and performance are still rare, if they can be said to exist at all" (Jackson, 2002, p.173), and same supposedly simple act applies here too.