Kassatly Chtaura - 1648 Words

Kassatly Chtaura ABSTRACT In April 2013, Kassatly Chtaura, a family-owned company of both alcoholic and non-alcoholic beverages headquartered in Chtaura, Lebanon, faces a dilemma. It is doing well with regard to sales and market share and has succeeded in building a solid income. Meanwhile, the prior year’s numbers show dim growth performance, and the family is unsatisfied about sales of its syrups, juices, ready-to-drink beverages and wines have reached a plateau. Should the firm extend its supply network or manufacture a new factory and move some operations to Angola or Saudi Arabia? They are in distant locations with distinct cultures, although these are assuring markets. Or should it stay put and expand its operations by introducing†¦show more content†¦Undoubtedly, one of the advantages that Kassatly Chtaura has, is how they shape their strategy, implement new drinks according to market trends and its innovative position in alcoholic and non-alcoholic beverages. They have been receiving much recognition for the ingredients that are used in its production. The same laws have specified restrictions on alcohol and energy drinks, and thats where Kassatly Chtaura could find the right time to launch its various products in Lebanon and in turn be related to Saudi Arabia, which provides an advantage to position itself in the group GCC in the Middle East. However, the tension is handled in the country of Lebanon and in the closest countrie s. Is a rapid change that may arise from the overnight, so achieving manufacturing in another country where it is not fully understood the culture, the rules and laws governing, is a risk that can be significant in the formation of an expansion in Saudi Arabia or in Africa as an emerging market that is growing nowadays. Kassatly Chtaura is a company that has taken advantage of the situation, resources and the regions where they can make some investment to prop up the finances and not fall into a low development of innovation in the products they handle. Implementation of vodka, energy drinks and even some alignment with the wines have kept the name Kassatly Chtaura outside the Lebanese community, and internationally, they have achieved some recognition.

Sop Biomedical Engineering Free Essays

The wonders that science and technology have unfolded before us are not limited to time and space . My aim in life is to accumulate this diverse knowledge from all over the world. With this cherished goal in my mind, I wish to state in the following paragraphs, my viewpoints and the rational behind my application to the graduate studies program in Bio-Medical Instrumentation at **** university. We will write a custom essay sample on Sop Biomedical Engineering or any similar topic only for you Order Now Throughout my ten years of school life and two years of high school study, I have maintained a consistent and good academic record and was always amongst the top five of my class. Coming to extra-curricular activities, I was the head sports captain for girls and also participated in the state level U. N. Celebrations. Aspiring for the best undergraduate course that all good science students do and also influenced bythe fact that I come from a family of engineers and scientists-I appeared for the EAMCET ( Engineering and Medical Common Entrance Test)and opted for Instrumentation and Control Engineering at ***** College, affiliated to JNTU , Hyderabad in Andhra Pradesh. During my undergraduate years I could learn the fundamentals in Transducers and Instrumentation Components, Electrical and Electronic measurements, Electronic Equipment design, Analytical Instrumentation, Process Control Instrumentation, Power plant Instrumentation , Digital and optimal Control Systems. I observed on various occasions , especially in transducers and instrumentation components which is a vast subject, that there existed a wide enough rift between learning and practical implementation. While the undergraduate courses enable a student to grasp the fundamentals involved in a particular discipline of engineering, they do not present the opportunity to learn the ropes with new technologies that are current within the industry. Specialization becomes a necessity to understand new technologies and to improve upon the existing ones. It is to achieve this sophistication that I set out to pursue my post-graduate (M. S. ) studies in Bio-Medical Instrumentation. During my third year holidays I have done a project on  Computerized  respiration analysis  through embedded systems, a part of Bio-Medical instrumentation, one of the electives in the final year. This short stint has given me invaluable practical experience. It has given me the confidence to pursue a master’s degree and also kindled a desire to do research. The undergraduate course in Instrumentation and Control Engineering and with the advice of widely respected teachers at the college has given me the motivation to pursue a career in Bio-medical Instrumentation . The sharing of ideas and new findings has always been a part of my undergraduate life. Presentations and seminars were a perfect opportunity for me to explore beyond the syllabus and were instrumental in giving me a competitive edge over my peers. I relish a chance to indulge my creative side and gaining a deeper understanding of my work in process of presentations. I enjoy diving into a flood of data, picking out relevant information and delivering it all to an appreciative audience! In second year of my under-graduation I got a chance to present a paper at national-level on the topic  Robotics. The dynamic nature of scientific research was revealed to me as I worked on my presentation. Often new theories were replaced by old ones so fast that I was updating my work right up till the morning I had to present. By this experience I could learn that before beginning the first robotics project, prospective robotic hobbyist and robotic sports enthusiasts must have a basic understanding of the field of robotics and the issues surrounding robotic systems, including mechanical design, sensory systems, electronic control and software. A basic understanding of micro-controller systems including serial and memory-mapped interfacing, as well as some available open source software options should also be high on the list. Quest for knowledge needs considerable persistence and an unquenchable desire to learn. Whatever I have achieved till now can be attributed to my diligence and perseverance, which I have learned from my close knit family and culture. With the same indefatigable spirit, I am ready to utilize and direct all my physical and mental abilities to achieve the same in my future studies and research work. I believe the field of instrumentation offered so immense a potential that given me an opportunity to opt for Bio-Medical Instrumentation, I would be interested to work in the area of bio-medical instrumentation which deals with its development. I bring along a strong grasp of fundamentals, an aptitude for teaching and team work, a zest for challenges and an enthusiastic desire to learn all I can. In addition I would like to take with me a network of strong and lasting relationships that I maintain with my teachers and fellow students. I hope that my qualifications and background are found suitable for MS in Bio-Medical Instrumentation at ******* university. Having been enlightened by many professors and several graduating seniors about the rigorous course work besides possessing state-of-the-art research facilities, I had no dilemma in choosing **** university as my dream university for pursuing my graduate studies. I am sure that *** university with dynamic faculty, well equipped laboratories and world renowned graduate programs would definitely help me in achieving my goals and contribute something of my own in my field of interest. I believe that with my capacity for hardwork, commendable logic and dedication to achieve my goals, I will be able to do very well in my Graduate course. I aver that I take it as a challenge and spare no effort of mine in utilizing the resources available at your university. I am sure that you will share my confidence and give me an opportunity to continue with my further studies at your esteemed university. How to cite Sop Biomedical Engineering, Papers

Strategic Management-Chapter 9 Essay Example

Strategic Management-Chapter 9 Paper Most strategists believe that an organizations well-being depends on evaluation of the strategic-management process. True Adequate and timely feedback is important to effective strategy evaluation. true Too much emphasis on evaluating strategies may be expensive and counterproductive. True Strategy evaluation should have a long-run focus and avoid a short-run focus. False According to Richard Rumelt, consonance and consistency are mostly based on a firms external assessment. False According to Rumelt, consistency and feasibility are largely based on a firms internal assessment. True Consistency, distinctiveness, advantage, and feasibility are Richard Rumelts four criteria for evaluating a strategy. False Strategy evaluation is becoming increasingly easier with the passage of time, given technological advances. False The decreasing time span for which planning can be done with any degree of certainty is a reason strategy evaluation is more difficult today. True Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution. True Competitive advantages normally are the result of superiority in one of three areas: feasibility, consistency, or consonance. False Regardless of the size of the organization, a certain amount of management by wandering around at all levels is essential to effective strategy evaluation. True Evaluating strategies on a continuous rather than on a periodic basis allows benchmarks of progress to be established and more effectively monitored. true It is most effective to conduct strategy evaluation annually, at the end of the fiscal year. False Changes in the organizations management, marketing, finance and accounting, production and operations, research and development (RD), and management information systems (MIS) strengths and weaknesses should all be the focus of a revised EFE matrix in strategy evaluation. False In strategy evaluation, a revised IFE matrix should indicate how effective a firms strategies have been in response to key opportunities and threats. False Strengths, weaknesses, opportunities, cost and threats should continually be monitored for change because it is not really a question of whether these factors will change, but rather when they will change and in what ways. True When measuring organizational performance, you need to compare expected results to actual results. True Criteria for evaluating strategies should be measurable and easily verifiable. True Financial ratios are rarely used as criteria to evaluate strategies. False Measuring organizational performance includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives. True Intuitive judgments are almost always involved in deriving quantitative criteria. True Most quantitative evaluation criteria are geared to long-term objectives rather than annual objectives. False Measuring organizational performance requires making changes to reposition a firm competitively for the future. False Taking corrective actions does not necessarily mean that existing strategies will be abandoned, or even that new strategies must be formulated. True Corrective action in strategy evaluation is necessary to keep an organization on track toward achieving stated objectives. True Alvin Toffler argues that environments are becoming so dynamic and complex that they threaten people and organizations with future shock, in his thought-provoking books entitled Future Shock and The Third Wave. True Future shock occurs when the nature, type, and speed of changes overpower an individuals or organizations ability and capacity to adapt. True According to research, participation in strategy-evaluation activities is one of the best ways to overcome individuals resistance to change. True The form of a Balanced Scorecard does not vary for different organizations or industries. False The Balanced Scorecard approach deals with the question, How satisfied are the firms customers? True Each year, Fortune publishes strategy-evaluation research on both the United States and other countries. True Yahoo was one of the firms most admired in its industry according to Fortunes 2012 evaluation False Strategy-evaluation activities must be meaningful, that is, they should specifically relate to a firms objectives. True Timely approximate information is generally more desirable as a basis for strategy evaluation than accurate information that does not depict the present. true The test of an effective evaluation system is its complexity. false Small organizations require a more elaborate and detailed strategy-evaluation system because they are still evolving. false There is no one ideal strategy-evaluation system for all organizations. true Contingency plans are alternative plans that can be put into effect if certain key events do not occur as expected. true Organizations should prepare contingency plans just for unfavorable events. False Strategists should try to cover all bases by planning for all possible contingencies. false Contingency plans should be as simple as possible. true Alternative strategies not selected for implementation should be discarded, as they have a tendency to contaminate the contingency plans. false Identifying both good and bad events that could jeopardize strategies is the first step of effective contingency planning. true A frequently used tool in strategy evaluation is the audit. true The U.S. Chamber of Commerce is against the accounting switch from GAAP to IFRS, saying it will cause cross-border commerce to decline. false Public accounting firms usually avoid strategy-evaluation services. false The accounting switch from GAAP to IFRS in the U.S. is going to cost businesses millions of dollars in fees and upgraded software systems and training. true Believing it will make it easier for investors to compare firms across countries and make it easier to raise capital globally, most large accounting firms and multinational firms favor the switch to IFRS. true The U.S. Chamber of Commerce supports the change from GAAP to IFRS, saying it will help the U.S. compete in the world economy. true IFRS standards comprise 25,000 pages, whereas GAAP standards comprise 5,000 pages. false Most executives believe that some strategic information should remain confidential to top managers. true Increased education and diversity of the workforce at all levels are reasons why the top-down approach should be favored in organizations. false Which of these is a basic activity of strategy evaluation? A) Reviewing the underlying bases of current strategies B) Comparing expected results with actual results C) Taking corrective actions D) Choices B and C only E) All of the above E) All of the above Too much emphasis on evaluating strategies A) may be expensive and counterproductive. B) is not possible the more emphasis the better. C) is good for morale, as employees like being closely evaluated. D) is always advised if the firm can afford it. E) is worse than too little or no evaluation. A) may be expensive and counterproductive. What is the cornerstone of effective strategy evaluation? A) Adequate and timely feedback B) Quality and quantity of managers C) Smaller ratio of top- to lower-level management D) Evaluation preceding implementation stage E) Punitive corrective actions A) Adequate and timely feedback All of these are Richard Rumelts criteria to evaluate a strategy EXCEPT A) advantage. B) consistency. C) feasibility. D) distinctiveness. E) consonance. D) distinctiveness. With the passage of time strategy evaluation is becoming A) increasingly difficult. B) much simpler. C) very convenient. D) an unnecessary activity. E) less important. A) increasingly difficult. All of the following are reasons strategy evaluation is more difficult today EXCEPT A) a dramatic increase in the environments complexity. B) the increasing number of variables. C) the increase in the number of both domestic and world events affecting organizations. D) the increasing time span for which planning can be done with any degree of certainty. E) the rapid rate of obsolescence of even the best plans. D) the increasing time span for which planning can be done with any degree of certainty. Which of the following is NOT a reason for the increasing difficulty of evaluating strategies? A) Product life cycles are longer. B) Domestic and world economies are less stable. C) Product development cycles are shorter. D) Technological advancement is more rapid. E) Change is occurring more frequently. A) Product life cycles are longer. Success today A) guarantees success tomorrow. B) is no guarantee of success tomorrow. C) should lull a firm into complacency. D) is all that really matters. E) none of the above. B) is no guarantee of success tomorrow. According to Rumelt, the final broad test of strategy is its A) advantage. B) feasibility. C) consonance. D) consistency. E) distinctiveness. B) feasibility. Competitive advantage normally is the result of superiority in resources, skills, or A) employees. B) position. C) consistency. D) feasibility. E) governance. B) position. What term refers to the need for strategists to examine sets of trends, as well as individual trends, in evaluating strategies? A) Consistency B) Consonance C) Synergy D) Feasibility E) Advantage B) Consonance Rumelts criteria of consonance refers to the need for strategists to examine A) inconsistent goals. B) sets of trends. C) impractical objectives. D) competitive advantages. E) the costs associated with particular strategies. B) sets of trends. If success for one organizational department means failure for another department, then strategies may be A) synergistic. B) advantageous. C) trendy. D) feasible. E) inconsistent. E) inconsistent. Modern organizational realities demand that employees demonstrate greater A) flexibility. B) innovation. C) creativity. D) initiative. E) all of the above E) all of the above Strategy-evaluation activities should ideally be performed A) just on a periodic basis. B) only at the onset of a problem. C) on a continuous basis. D) solely upon completion of major projects. E) annually only. C) on a continuous basis. Corrective actions are almost always ________ except when external and internal factors have not significantly changed and the firm is progressing satisfactorily toward achieving stated objectives. A) unnecessary B) needed C) undesirable D) prohibitively expensive E) futile B) needed If you discover during the course of strategy evaluation that major changes have occurred in the firms internal strategic position, you should A) continue on the present strategic course. B) wait until the next quarter to see if things revert. C) take corrective actions. D) follow the original strategic plan. E) none of the above C) take corrective actions. A revised ________ should focus on changes in the organizations management, marketing, finance and accounting, production and operations, research and development (RD), and management information systems (MIS) strengths and weaknesses. A) mission B) IFE matrix C) vision D) EFE matrix E) EPM matrix B) IFE matrix A revised ________ should indicate how effective a firms strategies have been in response to key opportunities and threats. A) IFE matrix B) mission C) EFE matrix D) vision E) CPM matrix C) EFE matrix Which of the following is NOT included in measuring organizational performance? A) Comparing results to competitors expectations B) Examining progress being made toward meeting stated objectives C) Investigating deviations from plans D) Evaluating individual performance E) Comparing expected results to actual results A) Comparing results to competitors expectations Which of the following is a corrective action a company might take to correct unfavorable variances? A) Divesting a division B) Revising objectives C) Raising capital with stock or debt D) Allocating resources differently E) All of the above E) All of the above Quantitative criteria commonly used to evaluate strategies are A) cash budgets. B) Balanced Scorecards. C) Capital Asset Pricing Models. D) financial ratios. E) present value analyses. D) financial ratios. Which of these is a potential problem associated with using only quantitative criteria for selecting strategies? A) Most quantitative criteria are geared to long-term objectives rather than annual objectives. B) Different accounting methods can provide different results on many quantitative criteria. C) Intuitive judgments are never used in deriving quantitative criteria. D) Quantitative criteria include human factors that may be underlying causes of declining performance. E) Quantitative criteria are not able to compare the firms performance over different period of time. B) Different accounting methods can provide different results on many quantitative criteria. Also important in evaluating strategies are ________ criteria, like high absenteeism and turnover rates, or low employee satisfaction. A) numerical B) qualitative C) quantitative D) accounting E) financial B) qualitative Financial ratios are used to compare a firms performance over different time periods, to compare the firms performance to industry averages, and to compare a firms performance with A) overall business standards. B) projected goals. C) the performance of suppliers. D) non-financial ratios. E) the performance of competitors. E) the performance of competitors. Most quantitative criteria are geared to ________ objectives rather than ________ objectives. A) top-management; employee B) short-term; annual C) annual; long-term D) environmental; community E) long-term; short-term C) annual; long-term What corrective actions might a firm take during strategy evaluation? A) Revise the business mission B) Issue stock C) Revise objectives D) Sell a division E) All of the above E) All of the above According to author Alvin Toffler, what occurs when the nature, types, and speed of changes overpower an individuals or organizations ability and capacity to adapt? A) Corporate insecurity B) Corrective actions C) Future shock D) Corporate agility E) Projected performance C) Future shock Corrective actions should always A) strengthen an organizations competitive position in its industry. B) streamline asset holdings. C) have no risk. D) involve abandoning existing strategies. E) all of the above A) strengthen an organizations competitive position in its industry. Research suggests that which of the following is one of the best ways to overcome individuals resistance to change in strategy evaluation? A) Participation B) Command-and-control C) Laissez-faire system D) Rational argument E) Emotional reactions A) Participation According to researchers, all of the following encourage individuals to accept change EXCEPT A) having a cognitive understanding of the changes. B) having a sense of control over the situation. C) having an awareness that necessary actions are going to be taken to implement change. D) participating in strategy-evaluation activities. E) being overpowered by the nature, types, and speed of changes. E) being overpowered by the nature, types, and speed of changes. Corrective action should do all of the following EXCEPT A) capitalize upon internal strengths. B) avoid external opportunities. C) avoid external threats. D) improve internal weaknesses. E) strengthen an organizations competitive position. B) avoid external opportunities. Which of the following is NOT one of the four perspectives from which the Balanced Scorecard allows firms to evaluate strategies? A) Social responsibility B) Financial performance C) Customer knowledge D) Internal business processes E) Learning and growth A) Social responsibility What aims to balance long-term with short-term concerns, financial with nonfinancial concerns, and internal with external concerns? A) Contingency planning B) The Balanced Scorecard approach C) Taking corrective action D) Benchmarking E) Consonance B) The Balanced Scorecard approach The Fortune 50 includes all of the following EXCEPT A) the largest retailers. B) the largest transportation companies. C) the largest utilities. D) the largest banks. E) the largest hospitals. E) the largest hospitals. Which of the following is NOT a key attribute that serves as one of the evaluative criteria for Fortunes Americas Most Admired Companies? A) People management B) Innovativeness C) Financial soundness D) Amount of physical resources E) Social responsibility D) Amount of physical resources The strategy-evaluation process should A) dominate decisions. B) be complex. C) be cumbersome. D) foster mutual understanding and trust. E) be restrictive. D) foster mutual understanding and trust. Controls need to be ________ rather than ________. A) action-oriented; information-oriented B) cultural; political C) qualitative; quantitative D) measurable; timely E) universal; diverse A) action-oriented; information-oriented The strategy-evaluation process should foster A) mutual understanding. B) doubt. C) corporate culture. D) complexity. E) division. A) mutual understanding. Which of the following is true regarding the design of a firms strategy-evaluation system? A) There is a one-size-fits-all system that works for all companies. B) It does not need to take into account the organizations size. C) The management style of a firm has no bearing on the design. D) It should be determined based on the unique characteristics of a company. E) There is one ideal system. D) It should be determined based on the unique characteristics of a company. ________ organizations require more elaborate and detailed strategy-evaluation systems than ________ ones because it is more difficult to coordinate efforts among different divisions and functional areas. A) Non-profit; for-profit B) For-profit; non-profit C) Large; small D) Small; large E) Foreign; domestic C) Large; small ________ plans can be defined as alternative plans that can be put into effect if certain key events do not occur as expected. A) Agile B) Scenario C) Evaluation D) Contingency E) Forecast D) Contingency Which of the following statements about contingency plans is NOT true? A) Contingency plans should be as simple as possible. B) Only high-priority areas require the insurance of contingency plans. C) Contingency plans should be developed for favorable and unfavorable events. D) Strategists should plan for all possible contingencies. E) Contingency plans minimize the impact of potential threats. D) Strategists should plan for all possible contingencies. What has been shown to permit quick response to change, prevent panic in crisis situations, and make managers more adaptable? A) Auditing B) Implementing a Balanced Scorecard C) Contingency planning D) Taking corrective actions E) Measuring performance C) Contingency planning What term is defined as a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between these assertions and established criteria, and communicating the results to interested users? A) Auditing B) Innovation C) RD D) Strategic Management E) Financial ratios A) Auditing International financial reporting standards (IFRS) comprise approximately ________ pages. A) 1,000 B) 5,000 C) 10,000 D) 25,000 E) 100,000 B) 5,000 Already the European Union and 113 nations including Australia, Mexico, and Canada have ________ IFRS rules. A) adopted and then abandoned the use of B) been prohibited from adopting C) spoken out publicly against the adoption of D) revised the standard version of the E) adopted or soon plan to use E) adopted or soon plan to use With regard to the visible or hidden issue, most executives agree that A) the SEC should regulate whether or not companies make their strategic information visible. B) some strategic information should remain confidential to top managers. C) a company has gone too far when it takes steps to ensure that strategic information is not disseminated beyond the inner circle. D) the potential benefit of improved employee and stakeholder motivation and input is not worth the risk of rival firms easily knowing and exploiting a firms strategies. E) keeping strategies secret from employees and stakeholder will likely improve communication, understanding, and commitment. B) some strategic information should remain confidential to top managers. A particularly important twenty-first-century challenge facing all strategists today is A) deciding whether the process should be more an art or a science. B) deciding whether strategies should be visible or hidden from stakeholders. C) deciding whether the process should be more top-down or bottom-up in their firm. D) all of the above E) none of the above D) all of the above Increased education and diversity of the workforce at all levels are reasons why A) the top-down approach is preferred. B) the bottom-up approach is untenable. C) only top executives have the experience and acumen to make strategy decisions. D) middle- and lower-level managers, and even nonmanagers, should be involved in the strategic planning process. E) the horizontal approach is the most pragmatic choice. D) middle- and lower-level managers, and even nonmanagers, should be involved in the strategic planning process. Most strategy literature advocates that strategic management is A) more of a science than an art. B) more of an art than a science. C) based on analysis rather than research. D) based on intuition rather than analysis. E) based on creativity rather than intuition. A) more of a science than an art. All of the following are reasons to be completely open as opposed to secretive with the strategy process EXCEPT A) Managers, employees and other stakeholders can readily contribute to the process. B) Stakeholders have greater basis for understanding and committing to a firm that is open. C) All levels of todays workforce exhibit increased education and diversity, making such contributions valuable. D) Participation and openness enhance understanding, commitment and communication within the firm. E) Openness limits rival firms from imitating or duplicating the firms strategies. E) Openness limits rival firms from imitating or duplicating the firms strategies. Mintzbergs notion of crafting strategies A) is consistent with the view that strategic management is more a science than an art. B) contends that firms need to assess their environments, do research, evaluate alternatives, analyze, and then choose a course of action. C) suggests that strategic decision making be based primarily on holistic thinking, intuition, creativity, and imagination. D) reject strategies that result from subjective imagination in favor of objective analysis. E) insists on formality. C) suggests that strategic decision making be based primarily on holistic thinking, intuition, creativity, and imagination.

Plot, Setting, Comparing Themes, Character, Style, Tone, and Mood, Irony, Narrator and Voice Symbolism and Allegory Essay Example

Plot, Setting, Comparing Themes, Character, Style, Tone, and Mood, Irony, Narrator and Voice Symbolism and Allegory Essay Example Plot, Setting, Comparing Themes, Character, Style, Tone, and Mood, Irony, Narrator and Voice Symbolism and Allegory Paper Plot, Setting, Comparing Themes, Character, Style, Tone, and Mood, Irony, Narrator and Voice Symbolism and Allegory Paper Essay Topic: Literature Plot A series of related events in a story, each connected to the next. Sequence The order in which a storys events take place. Exposition The opening of a story, when the characters and their conflicts are introduced. Conflict A struggle between two forces. External Conflict Two characters, character and a group, character and an animal, or character and a force of nature. Internal Conflict A struggle that takes place in the characters mind or heart. Climax The most exciting part of a story; the moment when the outcome of the conflict is determined. (usually at the end of a short story.) A major decision. Resolution (denouement) The very end of the story, when loose ends are tied up. Flashback An action that interrupts the story to introduce an event that took place in the past. Flash-Forward An action that jumps ahead of the story to narrate an event that happens at a later time. Foreshadowing Hints in the story that certain events are going to happen later. Setting The time and place in which the story happens. Atmosphere Mood or feelings brought on by a storys setting. Subject The topic of a work of literature. The subject can usually be started in a single word or phrase. Theme The general idea or insight about human life that a work of literature reveals. The theme can be stated in one or more sentences. Generalization A broad statement that applies to many individuals, experiences, situations, or observations. A kind of conclusion that is drawn after considering as many facts as possible. Themes are expressed as generalizations. Genres The different forms of literature. (Short stories, novels, plays, poems) Universal themes Can be found in literature from different times, countries, and cultures. Universal themes cross genres as well as national boundaries, languages, customs, and historic periods. Characterization The way writers create characters in a story. Direct Characterization The writer tells us directly what a character is like (good or evil or lazy) Indirect Characterization The writer tells us clues in the story to decide what kind of person the character is. Protagonist The main character in a story. Antagonist The character that the main character struggles against. Subordinate Characters Minor characters on the story. Motivations The reasons behind a characters actions and feelings. Flat Characters A character who is not fully developed in the story. A flat character is almost never the main character. Round Character A character who is fully developed, just as a person in actual life. Dynamic Character A character who changes during the story. The change might involve recognition of some truth about life. Static Character A character who does not change during the story. Dialogue The conversations characters have with other characters. First-Person Narration A story told be an I(character) narrator. Style The particular way a writer uses language. (Word choice, sentence structure, and tone.) Diction The writers choice of words- an essential element of a writers style. Connotations Meanings and emotions associated with a word that go beyond its dictionary definition. Figures of Speech Imaginative comparisons in which one thing is described in terms of another. They are not meant to be understood on a literal level. Imagery Language that appeals to one or more of the 5 senses. Tone The writers attitude toward a subject or character, or toward the audience. Mood The overall feeling or atmosphere of a work of literature. Irony The difference between what we expect or what seems suitable and what actually happens. Verbal Irony When someone says something but means the opposite. Situational Irony An event that is contrary to, or the opposite of, what we expected. Dramatic Irony When we know what is going to happen to a character but the character doesnt know. Ambiguity A quality that allows something to be interpreted in several different or conflicting ways. Narrator The teller of a story. Omniscient Point Of View The narrator can tell us everything about the characters, including how they think and feel. First-Person Narrator A character in the story who refers to himself or herself as I or me. It only tells what the narrator know and chooses to reveal. Unreliable May not always tell the truth about characters or events in the story. Diction The writers choice of words. Tone The writers attitude toward the subject of a story, toward a character, or towards the audience. Voice The writers use of language and overall style, created by ton and choice of words. Symbol An object (a person, animal, or event) that stands for something more than itself. Public Symbol A symbol that has become widely recognized, such as the bald eagle (a symbol of the United States) or the olive branch (a symbol of peace). Invented Symbol A symbol invented by the writer, which usually stands for something abstract, such as evil, innocence, or love. Allegory A story which characters and settings stand for something beyond themselves, usually virtues and vices. Sometimes the characters in an allegory are given names that indicate what they stand for.

Edible Candle - Fire Science Demonstration

Edible Candle - Fire Science Demonstration For this science magic trick, you light a candle, blow out the flame and then eat the candle. Its safe, fun and even nutritious. Edible Candle Materials This project requires a few simple ingredients from the home: bananapecan nutcandle stick or candle holder with wax drippingsmatch or lighter Set Up The Trick Cut a banana so that it resembles a small candle. You want a candle that you can eat in one or two bites.Set your banana-candle on a candle stick or holder. If the candle stick has white wax drippings, this will add realism to the trick.Cut the pecan into a wick shape and set it into the top of the banana.When you are ready to do the trick, light the pecan, just like an ordinary candle wick. Blow out the flame and eat the candle. How It Works Pecans, as well as other nuts, are high in oils. The nut can be lit like a candle wick and will burn for several minutes. You could even use nuts on a cake as birthday candles!

Australia study Annotated Bibliography Example | Topics and Well Written Essays - 250 words

Australia study - Annotated Bibliography Example The book is notable in that it was written to be an aid for those who teach Aboriginal culture and languages. This Victorian-era work is a broad stroke examination of the cultural history and practices of the Aboriginal peoples of Australia. It provides a quite detailed look at native languages and details specific phonological and grammatical aspects that have challenged English speakers. This venerable book presents an interesting overview of factors that aggravated the racist impulses of the ruling Anglo-Australian society. This work utilizes the work of linguists and anthropologists from around the world who have studied the demise of native languages in Australia. It pays special attention to the particular social contexts in which Aboriginal languages have been used and are used today. Languages are examined from a largely functional standpoint and from the perspective that government policies have damaged the vast majority past the point of reclamation. This seminal report is one of the most comprehensive compilations of the latest data concerning the state of Aboriginal languages. It presents a chronological account of the erosion of Aboriginal lifestyles and cultural traditions. It paints a bleak picture of the state of native languages in Australia, though it doesn’t waver from a strictly fact-based recitation. Co-written by an anthropologist and linguist, this book focuses on the close relation between the environment, culture and language. This highly academic work makes a convincing case for the preservation of native languages, explaining what is at stake in a world where more languages are at risk than ever before. The authors make the interesting point that losing native languages is wasteful in that rich scientific knowledge is lost forever. Schmidt’s disciplined academic approach to the subject includes an analysis of

Federalist No. 69 and the Executive Branch Essay

Federalist No. 69 and the Executive Branch - Essay Example A government consists of three branches; the Executive, the Legislative, and the Judicial. The President of America has the right to revisit a bill, which undergoes two of the branches and forms into a law if approved by two-thirds of the people from both houses. On the contrary, the King of Britain has â€Å"an absolute negative† regarding approval from the houses. This naturally means agitation both from the Parliament and the public before a law is implemented rather by play than force. This authority is only invested in the King and not the President. Then Hamilton states four concrete points of difference between the King and the President: 1. The President has the authority to command the militia occasionally unlike the King of Great Britain and the governor of New York, who can command the whole militia at all times remaining in their numerous jurisdictions. Hence the power of the President is second-rate as compared to the other two. 2.   It is the duty of the Presid ent to be commander-in-chief of the United States’ army and navy. This article brings the President on equal grounds with the King and the governor, however lesser in substance. The President cannot declare war or regulate fleets and armies. Only the legislature has this authority. 3. The President can pardon call cases except for the impeachment case. This is not the case with the governor of New York who can even deal with the impeachment cases except for assassination and treachery. This is aggressively questioned by Hamilton for its undeserving distribution of power vested in the President. 4. The King of Great Britain and the governor of New York respectively have the influence to disband the Parliament or the legislature of the State which may be a purposeful control employed by the governor in certain delicate matters. The President, however, remains at the level of just adjourning only the national legislature under a single case of disagreement circumstance (Hamilton , 1992). These differences have been pointed out to display the real character of the executive, the President of the United States, who may not be compared to the King of Great Britain, not even the governor of New York. In reality, the U.S. Constitutions only recently gained power as the American Legislators made a conscious effort to regain the executive branch through the trust of the people. The President is the magistrate elected by the people of the United States. He is not completely independent because he is chosen for four years through fair elections (Tocqueville, 1945). The power as it is seen in the constitution did not exist prior to the introduction to the Constitutions of the United States. The people lived under the Articles of Confederation, which did not have an executive branch and it lasted for forty years (Prince, 1867). It was considered weak without the executive branch.  Ã‚