hollywood on trial :: essays papers

hollywood on trial The world is full of injustice. Of programs that want to accomplish the right things but get twisted by the people that run them. This essay will deal with the reasons and Birth of the Hays Commission, the ludicrous steps they took to add "morality" to the motion picture industry, and some other sensors of the time. All things said in this essay are true and taken from the Hays correspondence its self. It is a known fact that sex sells. It is used by advertisers to get us to by there product, and likewise it is used by producers and directors to get us to see their films. During he Depression, no one had enough money to buy dinner much less go see a movie. So, there was a increase in the sex that was on the screen to pull in people. Not that there was any rules or guidelines of the studios to follow. It was just they didn't care. There was a outcry by the catholic church and in April, 1934 a committee of bishops were set up named The Legion of Decency. These Bishops would tell all the priests, and they in turn would in turn tell the parishioners what movies were proper to see and what was not. This thought scared the Hollywood studios. A boycott of that size in the middle of a depression would crush them. The heads of all the major studios got together to solve this problem. They knew that they didn't want to lose the Catholics, and they didn't want government intervention. Their solution was to have a board to censor all the movies coming from the major studios (at that time it was legal for studios to own their own theaters so independent films weren't generally seen by the public at large). To head this committee was William Hays. "William Hays was a Republican politician from Indiana with the impatient look a mailman whose paycheck was being sent by mail. Actually he was the Postmaster General in one of the most corrupt administrations of the century, Warren G. Harding"(Gardner, xvii). Because of this, he had friends on high places in the movie industry. Even though his name was on the committee all he was responsible for was making the set of rules.

Justifying the Ways of God in Miltons Paradise Lost Essay -- Papers M

Justifying the Ways of God in Milton's Paradise Lost Through Paradise Lost, Milton ?justifies the ways of God to men?, he explains why man fell and how he is affected by the fall. He shows that although man had a fall it was a fortunate fall, ?felix culpa?. As a result of the fall there are bad outcomes that man and women will endure but it was a fulfillment of God?s purpose. In creating man, God gave him free will; he created him a perfect being but ?free to fall?. In God?s plan man will fall by his own fault. This allows God to show mercy on man and allow man to chose to be obedient and to love God by his own choice and to eventually end up in a better place. If man had not fallen then there would be no coming of Christ the savior, and no redemption, which are apart of God?s plan. When Christ dies for man, he begins the process of redemption leading to the Last Judgement Day and to a new earth and heaven. Although mankind will suffer consequences, they will find grace and mercy through God?s glory and through experience and k nowledge they will be able to express sincere love and know true happiness. Milton begins this epic poem by telling men what is going to happen to man through God?s prophecy. God speaks of the fall and the ultimate outcome. When God created mankind he gave them free will, this free will is what allowed them to fall. God gave them free will because without freedom there would be no evidence that man?s love is genuine: ? Not free, what proof could they have giv?n sincere? (III, 103). God allows Satan to rally his troops and continue on his battle against heaven: ?And high permission of all-ruling-Heaven/ Left him at large to his own dark designs? (I, 212-13). God does this because Sat... ...ghest victory? (XII, 568-69). Finally Adam expresses that he will never leave Paradise because he will always have it within him: ?but shalt possess/ A paradise within thee, happier far? (XII, 586-87). Adam takes what he can from the fall and makes it to his best ability, a fortunate one. Eve has had the pain of child birthing put on her as a punishment. She takes this a makes it a good thing: ?I carry hence; though all by me is lost,/Such favor I unworthy vouchsafed,/ By me the Promised Seed shall all restore? (XII 621-23). Eve is saying that isn?t even worthy of this gift, ?favor?, creating her own felix culpa out of herfall. Adam and Eve disobeyed God and for that there were punishments, however they both turned it around and made it the best as possible. Works Cited: Milton, John. Paradise Lost. Ed. Scott Elledge. 2nd ed. New York: Norton, 1975.

A. E. Housman’s “To An Athlete Dying Young” Essay

E. Housman’s â€Å"To An Athlete Dying Young† is part of his series of poems collected in his book, A Shropshire Lad. It is set during the funeral march of a young and victorious runner who died at the height of his career. The speaker is one of the pallbearers, who recounts the athlete’s victory and philosophizes on the timeliness of his death. As with the rest of the book, this poem resounds with the melancholic themes of death and dying in youth. To be more specific, this poem describes how it is best to die young and at the peak of one’s career in order for one’s memory and legacy to be forever etched in the minds of the people. Though Housman’s exhortation might seem to be bordering on the macabre, it rings true: glory, fortune, and fame are all fleeting. The poem starts by depicting the victory of the runner and how he became the source of pride in his town: â€Å"The time you won your town the race  / We chaired you through the market-place.† The image of chairing shows how the townspeople carried the runner on their shoulders and paraded him in the market-place. The market setting is important, as it depicts a place where people of all ages and social status converge. It is a testament to the runner’s achievement and how it was able to bring together different people together in his victory. As they were carrying him on his shoulder, â€Å"Man and boy stood cheering by, / And home we brought [him] shoulder-high.† The last line of the first stanza foreshadows what would happen as the poem progressed. Carrying him shoulder-high not only indicates how he was chaired by the townspeople but also foreshadows how his coffin would be carried at the same shoulder-high level as he is brought to his tomb. Also, home could be read two ways given the foreshadowing: home as in his physical house and home as in his final resting place. In this manner, the speaker draws a connection between his victory and his death, and how, in both instances, he would be carried by the shoulders to be brought â€Å"home.† In the second stanza, the procession takes a sudden turn from one of gaiety and victory to one of sadness and melancholy, as this time, they are no longer celebrating but sending the athlete to his grave. â€Å"Shoulders† and â€Å"house† again are mentioned, paralleling that of the first stanza albeit taken on a somber tone. The procession takes place on the â€Å"the road all runners come,† a metaphor for the road of life that everyone travels. Another metaphor makes an appearance to further the sober theme: once the athlete has been brought â€Å"home,† he becomes a â€Å"townsman of a stiller town.† The â€Å"stiller town† here refers not only to the cemetery at which he is buried but to the idea that he is resting in peace, that he has accepted his death. Again, this idea of peaceful death corresponds well to the theme. When young people die, people always assume that it is â€Å"untimely,† hence, they cannot rest in peace. However, for the athlete, his death is timely as he is at the peak of his career, ensuring that he will remain a glorious image in the minds of the townspeople for generations to come. The third stanza presents the main theme of the poem by saying that the runner was a â€Å"smart lad, to slip betimes away / From fields where glory does not stay.† The speaker also presents here the laurel as a symbol for glory and the rose as a symbol for the life of non-victors. He compares that lifespan of the laurel to the rose, indicating that the laurel easily withers, while the rose, slow to bloom, lives much longer. The fourth and fifth stanza both expound on the third, as it gives evidence of how death is indeed a blessing for the young athlete, for in death, he is able to preserve his victory. In death, he â€Å"cannot see the record cut,† indicating that he will not have to deal with younger and better runners eventually overtaking him, as they will inevitably do. In dying, too, he will not become like any run-of-the-mill athlete, who did not quit while they were ahead. As such, he is a privileged position, as he will not live to be disgraced, for his body died before his name. In the third stanza, death is represented by the metaphor â€Å"shady night,† which works on an age-old technique of associating death with night. An oxymoron is also used in the third stanza – silence sounds. It marries together two contradictory terms, which furthers the image of death, for in death, the only â€Å"sound† to be heard is â€Å"silence.† The main point of these two stanzas is that the brief life that he had is esteemed, for he did not have to suffer the loss of fame and glory. In the fifth stanza, the athlete is about to be laid in his tomb, and the speaker is exhorting his companions to recount once more the victory. He rationalizes that in doing such an act the memory of the runner’s victory is immortalized, preserving it in the minds of the people. The symbol of the challenge-cup is also used as a testament to the glory of the athlete. Once again, the metaphor of the death as shade is used, indicating that death is not the loss of the light of life but merely the blocking of light. The importance of this metaphor to the poem is that death cannot extinguish the light of the runner’s glory. At most, it can only dim it to a more subtle shadow. Finally, the last stanza elevates the theme of the poem – as well as the glorious athlete – towards another, spiritual level. In a way, the last stanza encapsulates the promise of dying young and at the height of fame, and that despite the seeming â€Å"untimeliness† of his demise, much more is to be gained through death. As the athlete passes on to the next life, the â€Å"strengthless dead† will â€Å"flock to gaze† at his â€Å"early-laurelled head.† The image of the dead surrounding the young athlete (implied by the phrase early-laurelled) is a very powerful one, as it indicates how the glory of the athlete transcends the mortal plane, which makes it an even more laudable success. Furthermore, in this spiritual state, his laurel crowns will not wither. What this means is that his success has finally become immortal, and his glory will no longer fade, preserved as it is, ironically, through death. Death as a way to preserve glory and success may seem to be too vain and too gruesome. However, it is important to go beyond this theme and instead, reach beyond the heart of the poem. For, at its heart and driving spirit is a reminder to people to remember that worldly glory and success are but transitory. Works Cited Housman, A. E. â€Å"To An Athlete Dying Young.† Ed., Untermeyer, Louis. Modern British Poetry. New York: Harcourt, Brace and Howe, 1920; Bartleby.com, 1999. . 12 April 2007.

Management History Essay

Managers can look at past managerial methods in order to make decisions that will best suit themselves and help their organisations, as well as giving their organisation a competitive advantage (Boddy D. , 2005). In this essay I will be arguing against the proposition that knowledge of management history is irrelevant to modern practice. To show that management history is important for modern managers, I am going to discuss and focus on a number of historical management techniques and theories and how they can be useful. I will talk about how these management techniques and theories are relevant with modern management. The first approach I will look at is the classical approach. Too elaborate on this theory I will split it in to two areas; the scientific management theory and the administrative principals. Firstly I will discuss the scientific approach; where I will talk about Frederick Winslow Taylor and his theory on the importance of workers being trained and the importance of the selection process (Bartol & Martin, 1994). The next branch is the administrative approach involving theorist Henri Fayol and how his theories have been well respected and become a big part of modern management today. To finish off my argument I will be talking about the behavioural side of management by relating to Abraham Maslow’s hierarchy of needs. Through looking into these methods I hope to give the reader a good understanding as to why I believe historical management has had a big impact on modern management today and will continue to do so in the future. The first discussion will be based around the classical approach, an approach to management that is seen as a way of managers making decisions based around economic concern. There are three main areas within the classical approach, these being scientific management, administrative principles and bureaucratic organisation. However, throughout my argument I will be focusing only on two of these approaches, thus being the scientific approach and the administrative principals. The two main theorists who are heavily involved in these consist of Frederick Winslow Taylor, whom was the founder of scientific management and Henri Fayol whom has had a big influence on the administrative principals. I will also mention Mary Parker Follet whom has also had a big impact on the administrative principals. (Schermerhorn, Davidson, Poole, Simon, Woods, & Chau, 2011). I have chosen to focus only on these two areas of classical management as they are well related to my argument that historical management is relevant to modern management. The  first approach I will be discussing is the classical approach, where we will first be talking about scientific management. The man behind the scientific management theory is known as Frederick Winslow Taylor. Taylor’s main contributions to management thought and practice ha ve come through his idea of the scientific management theory and approach. In 1911, Frederick Winslow Taylor published his work, ‘the principles of scientific management.’ These principles described how applying the scientific method to the management of workers could greatly improve productivity through the analysis and synthesis of workflows. It is a theory of management that analyzes and synthesizes workflows, improving work productivity (Schermerhorn, Davidson, Poole, Simon, Woods, & Chau, 2011). To back my argument that management history is important for modern managers we see Henry Ford come into the picture. The ideas of Taylor were continued through well-known car manufacturer Henry Ford who went on to replace his workers with machinery, generally when it came to doing things such as heavy lifting (Daft, 2005). Scientific management has four guiding action principles, these being; to develop a ‘science’ for every job that includes rules of motion, standardize work processes and appropriate working conditions. Also to carefully select workers with the right abilities for the job, to carefully train them and give them proper incentives to cooperate with the job ‘science’ (Schermerhorn, Davidson, Poole, Simon, Woods, & Chau, 2011). Frank Gilbreth whom worked as a bricklayer put Taylors ideas into place and created a method that allowed the number of movements to lay a brick reduce from 18 to 2 therefore going on to increase the rate from 120-350 bricks (Hatch & Cunliffe, 2006). Taylors work is still being used in modern day and his concepts are well thought of, his ideas are clearly seen at the roots of management today. Scientific management has proven to be a very beneficial way for companies to develop and improve their approach towards business (Helms & Cengage, 2 006). The next part of the classical approach I will be talking about is the administrative principals. The administrative principal’s approach to management came about from a man named Henri Fayol. Most management textbooks published today acknowledge Fayol to be the father of the administrative theory (Daft, 2005). Fayol was a French mining engineer, whom gradually worked his way up the ranks until he was manager of up to 10000 employees for over 30 years. The administrative principles  involved issues such as departmentalization, span of control, exceptions to routine, and hierarchy. An example of the administrative principals being used in modern management can be seen through major fast food franchise McDonalds. The efficient production of their fast food is crucial towards customer satisfaction and organisation success therefore Fayol’s principles come in use for this systematic type of organisational structure. Here we see another part of historical management being used in a very successful franchise within the modern era. Mary Parker Follet was also a contributor to administrative principles. Follet believed that growth and success would come from the direct interaction between members of the organisational groups achieving common goals and objectives. She also displayed a general understanding of groups and showed commitment to human co-operation, creating ideas that are still relevant today (Schermerhorn, Davidson, Poole, Simon, Woods, & Chau, 2011). The next part of my argument belongs to that of Maslow’s hierarchy of needs. Abraham Maslow has identified 5 important needs that individuals should aim to require in order to positively influence their contribution within the workplace. Maslow’s theory is often represented as a pyramid, with the larger, lower levels representing the essential needs, and the upper levels representing the need for self-actualization. The first need starts from the bottom of the table, this being psychological. Psychological needs are our basic needs, needs such as food and water. Safety needs are next, expressing an emphasis on the need for security and protection. Self-belongingness is the next need and falls under the category of social needs and feeling as though you are a part of something, a community, or group of some type. This is then followed by self-esteem needs which will mean you are given respect and recognition for your work, leaves the employee with a sense of competency. The last need of all and the highest need in Maslow’s theory is self-actualisation. This need looks at employees achieving self-fulfilments and goals, on the completion of certain tasks employees allow themselves to grow in confidence by using their abilities to their full extent (Davidson, Griffin, Simon, & Woods, 2009). Maslow believes that the only reason that people would not move well in direction of self-actualization is because of hindrances placed in their way. These days we are beginning to see Maslow’s theory in many businesses as a way of motivating employees. Managers are using Maslow’s  theory within the work place to help give their employees motivation and something to work towards and achieve, it is a tool managers use to help point employees in the right direction (Davidson, Griffin, Simon, & Woods, 2009). A prime example of this is volunteers working for non for profit organisations. With the fact that there is no money involved in volunteer works it is important for these volunteers to have the Maslow’s theory approach merged into their business setting as well as a part of their work ethic. This is vital in order to feel as though they are reaping rewards from the hard work they are putting in, as in volunteer work, money is non-existent. Managers also now tend to change and mix up the way they are motivating employees by giving different rewards and motivation stimuli in order to keep volunteers and employees happy to stay with the organisation (Hatch & Cunliffe, 2006). As I have stated, it is clear too see that the two types of classical approaches discussed both have an impact on modern management. With Frederick Winslow Taylor and his theory of scientific management we can see that an important aspect is to obtain maximum wealth for both the employee and the employer. The example of Frank Gilbreth and his techniques used with bricklaying help us understand that positive outcomes come from Taylors theory and we are able too see that his theory has not gone un noticed and is infact a part of modern management. The same goes with the next part to classical management, this being the administrative principals. We again see administrative principles being applied to modern management. Our example based around this theory being major fast food franchise McDonalds. ‘The efficient production of their fast food is crucial towards customer satisfaction and organisation success.’ McDonalds is one of the largest franchises in the world today and will continue to be for years to come, and it is worthy proof showing the administrative principals involvement within such a successful franchise within modern management. The last theory I discussed was that thought by Abraham Maslow and his hierarchy of needs. This theory is a vital part of one’s mind and can help achieve a certain degree of self-belief within an employee as well as a manager or employer. It is a useful tool for managers to keep employees motivated and feel as though they are achieving. Throughout this essay I believe I have been able to support my argument as to why I believe that historical management is relevant to modern management. References Bartol, K. M., & Martin, D. C. (1994). Management. Michigan: McGraw-Hill series in management. Blake, A, M. (2010) One hundred years after The principles of Scientific Management. One Hundred Years after The Principles of Scientific Management, 1-9 Boddy, D. (2005). Management an introduction 3rd edition. Harlow: Pearson Education Ltd. Daft, R, S. (2005). Management second pacific rim edition. Florida: Dryden press. Davidson, P., Griffin, R. W., Simon, A., & Woods, P. (2009). Management 4th Australasian Edition. Milton: John Wiley & Sons Australia. Hatch, M. J., & Cunliffe, A. L. (2006). Organization Theory. New York: Oxford University Press Inc. Helms, M. M., & Cengage, G. (2006). Chain of Command Principle Retrieved 22 August, 2011, from http://www.enotes.com/management-encyclopedia/chain-command-principle Schermerhorn, J. R., Davidson, P., Poole, D., Simon, A., Woods, P., & Chau, S. L. (2011). Management (4th Asia-Pacific ed.). Milton, Queensland: John Wiley and Sons.

Negotiation and Leadership Essay

The negotiation is a process where two parts make a deal to satisfy the interests or needs of each other. We are going to analyze how and when to negotiate. To guide ourselves with this topic, we are going to use the method of Harvard that consists in seven steps. Harvard method: 1) Interests 2) Alternatives 3) Options 4) Legitimacy 5) Communication 6) Relationship 7) Compromise We are going to analyze the seven steps and also we are going to show the importance of generating confidence space with the locator, understand other points of view, look for points in common and why the negotiation benefits both sides, we are also going to see examples of the characteristics of the personality of the negotiator. After we evaluate all this, we are going to see the importance of a leader to be able to negotiate. Development: We human beings unconsciously and consciously negotiate every day, an example of unconsciously if you are walking to a building and someone else is walking next to you, we unconsciously react depending on the situation to make the decision of who walks in first. As mentioned before the negotiation is to make a deal between each other to satisfy our interests, that’s why we can say that the negotiation rises when we or other want to satisfy needs. The method of Harvard consists in seven basic steps that leads you to affront situations during a negotiation with the objective of reaching a win win situation, we can say that this is the best style of negotiation because both parts are happy and if the compromises are completed, the relationship between each other is very good and this helps you to increase your image. The seven Harvard steps 1) Interests: this step means that you must know your needs and how to satisfy them, in a negotiation it is very important to know or find out the interests of the other part, this can be done by having an effective communication (open questions). In the Harvard method, they use the Maslow Theory about need, that consists in five steps of necessities; the first step is Physiologic, the second its Security, the third its Social, the fourth is Esteem, and the last Self Actualization. 2) Alternatives: This is very important because when you identify your needs to satisfy the first thing you have to do is to consider all the different options that you have to satisfy them. Example: if your need is to find shoes to walk comfortably, your alternative would be to go to a lot of shoe shops to decide which one is better. The meaning of this step in the negotiation is the opportunity costs that are the things you leave behind to do your negotiation. Here also we have the M.A.A.N: (Mejor Alternativa a un Acuerdo Negociado) (The Best Alternative to a Negotiated Agreement) When a negotiator has worked on his alternatives and those of his counterpart, he has identified the M.A.A.N of both and has done that his better alternative will be possible, that will be the moment that it will be in better conditions to negotiate. This is because it will have the Intention very clear in the negotiation, but in addition, because it will know really what to do if it does not reach an agreement. The level of the best of our alternatives satisfies our interests, will help us to determine when an agreement can or not be accepted. Definitively, the MAAN will be an effective guide to know if it convenes for us or not. On the contrary, if it was a question our MAAN as a poor option with relation, it doesn’t have sense accept it. Is there all the power of the negotiation. 3) Options: when you realize which was the shoe shop that satisfy your needs, this shoe shop will be your option, when you realize this you must go and establish a conversation, the idea of this is to generate better options to negotiate. You can also add to your option ideas of other alternatives that you have seen and you realize that can make your objectives better. Example: in one shoe shop they give you a pair of socks but I didn’t like the shoes, I went to a different shop and I liked the shoes so I asked the men if he could give me a pair of socks for free, this example is about generating more options inside your best Alternative (your option) The number of alternatives and options don’t create by themselves, it is very important to say that this are generated by your motivation and actions, if you don’t have a good motivation your number of alternatives and options will be very low, with this conformism you don’t maximize the possibilities of increasing your goals. After we talk about these steps, it is important to mention that by using them we are going to increase the benefits of the negotiation. 4) Legitimacy: The importance of this point is to accept or recognize the value of the issue at hand. The way of doing this is through the Judgment: the judgment consists on a feeling of being treated fairly in a negotiation. Often an interest in legitimacy and feeling fairly treated is the main driver in a dispute. However, parties with differing views on what is fair may fail to realize that beneath their conflicting positions is the same underlying interest. A few judgments that you can make at the time you buy a car are: -Price in the market – Review the car with a mechanic – Review a forum. 5) Communication: The form that is in use for reporting has a critical impact in the result of the negotiation, specially when both parts are not known † the benefit can be very much major for both when it is negotiated face to face because only of this form it is possible to share vital information. If the volume of the transactions to realizing is important, it is worth a sorrow being going to know personally the person with whom then we will have to negotiate for telephone or e-mail. We have verified that if both parts have jointly a personal positive, at the time knowledge the method of communication (telephone, e-mail, etc.) it must have importance for the good result. If the negotiators, on the contrary do not know them selves or are strange the way turns into critic and marks the difference. The confidence and the contribution establish much easier when the parts are known, which would be impossible to do for telephone or e-mail between strangers. If the contrapart don’t want to tell you what are their interest, a good way to discovered is Open Questions, the main idea of the open questions is to get information, this are not yes or no answers, the purpose of this is get the most information you can have. 6) Relationship: The most important negotiations are done by the persons or institutions with which we have negotiated before and we will negotiate again. For a good relation you must not mix problems of personal relation with essential problems of the negotiation. With a good communication, and confidence, the relationship will stay in time; and also will be able to do more negotiation in the future. 7) Commitments: The commitments are verbal or written expositions that specify what a part will do or do. We might be calling them the † draft of the contract â€Å". They can be done in the course of a negotiation. In general, an agreement will be better in the measure in which the promises have had: exposition, structure and they have been designed in order that they turn into lasting agreements, of easy comprehension and verifiable. The idea of the commitments is also being clear whit problems that could happens in future, for example if I made a deal with a japanes, in which I export Fruit to Japan; we must be clear in situations like bad time that could close the marine, so the fruits will no be able to get out of Chile, the idea of this when me made de commitments we must be clear who is going to be responsible for this, who is going to pay that fruit, or pay to get freezer to main the fruit. Negotiate by position, is not good, because the men in position don’t want to give up their expectative. Two examples of Negotiate by position are: – Hard Ones: they a are rude, strict, they don’t have good communication, don’t respect the other, he is only interested on complete their goal, he will never change her price; so we can said; he don’t care having a good negotiation. – Soft Ones: They don’t respect they self’s, they usually change the price to continues in the negotiation, the problem in this position is that the men in this position and de other part in the negotiation, don’t respect de soft man. The importance of negotiation in leadership First of all we agree with this statement and believe that only a very authoritarian leadership works without negotiation. To explain this very important issue we are going to compare two fundamental definitions, in this case â€Å"negotiation† and â€Å"leadership†. â€Å"Negotiation is a dialogue between two or more people or parties, intended to reach an understanding, etc.† Wikipedia â€Å"Leadership is organizing a group of people to achieve a common goal.† Wikipedia As you can notice both of the definitions have the same aim, which is to reach an agreement between people. This leaves clear that negotiation is essential for a good leadership. You can not be a leader without being a negotiator. As we learned in class, there are three different types of leaders (authoritharian, democratic and liberal). The last two are considered to be the best because they leave place to work on your own and most importantly to discuss. And that offers a place of confidence between the leader and the followers. That confidence is generated by the negotiations that take place and make both parties reach their common interests. Our second and fundamental hypothesis, besides the definitions, is that leadership and negotiation take place everywhere and at any time in our lives. For example there are different types of temperaments in our society, sanguine, choleric, melancholic and phlegmatic. In a job selection it is not possible to hire a perfect combination of these temperaments, so you have to negotiate your flaws and pros so both of you can reach the common goal. Another example is a situation in a team-work session, where we know that everyone is supposed to help to reach an objective. If the leader is not able to handle the different types of personalities the project is most likely to fail. And in this process he has to negotiate several terms with the different parts of the team. As you can see none of the two areas are more important than the other, they are intertwined. It is necessary to have negotiation skills as a leader, because without them you cannot lead properly. Both of them have the exact same objective, which is to reach a common goal. And negotiation as leadership take place in our daily live just we don’t often notice it. Conclusion: The negotiation is a very important aspect in ours lives, knowing the best way to do it is a great opportunity to increase our leader and personals abilities. In the future this will us to increase our utilities in a negotiation, in ours job, live, and others. Being a responsible man the opportunities of have more successful negotiations. In this work demonstrate the importance of negotiation in a leader.

Bond Yields for Johnson & Johnson

Solution to Minicase 5 Bond Yields for Johnson & Johnson Objective: The case enables the student to gain insight into the financing activities of large corporations and to practice calculating bond prices and yields. Computations are carried out for annual and semiannual interest periods, and for fractional periods. Case Discussion: Johnson & Johnson is one of the leading pharmaceutical firms in the world. It is large and financially sophisticated. When it needs to borrow money, it sells bonds where it can get the best deal. Sometimes that means selling bonds to U. S. investors. Other times it means issuing Eurodollar bonds to investors outside the United States. (The text discusses the Eurobond market in more depth in Chapters 20 and 27. ) The student is asked in this case to use the techniques developed in Chapter 5 to calculate the yields of domestic bonds and Eurobonds. The main difference between the two is that domestic bonds pay interest semiannually, whereas Eurobonds pay annually. Due to this difference in the frequency of compounding, the student must be careful to compare the APYs of domestic and Eurobonds when trying to find the lower-cost alternative. Exhibit S-5-1 provides information concerning five Johnson & Johnson debt issues. Answers to Questions: 1. Calculate the APY for each of Johnson & Johnson’s bonds and identify which one has the lowest APY, assuming today is January 15, 2009. Answer: Bond 1, calculate the APY of the 7. 375s23 eurobond. There are 15 coupon ayments left, and the last one was made 2 months plus 6 days ago (66 days ago). Use annual payment analysis; CPN=7. 375% x 1000 = $73. 75. Solve the equation using a spreadsheet with N=15, and f=(66/360)=0. 183333 to find the APY = 7. 3001%: |[pic] | | Bond 2, calculate the APY of the 7. 375s22 domestic bond. There are 27 coupon payments left and the last one was made 17 days ago on 12/29/08. Use semiannual payment analysis; CPN/2=7. 75% x 1000 / 2 = $36. 875. Solve the equation using a spreadsheet with N=(2 x 13. 5)=27 semiannual periods, and f=(17/180) = 0. 094444 to find r = 3. 5198%, so the APY = 7. 1635%: |[pic] | | Bond 3, calculate the APY of the 8. 25s31 eurobond. There are 23 coupon payments left, and the last one was made 8 months and 15 days ago (255 days ago). Use annual payment analysis; CPN=8. 25% x 1000 = $82. 50. Solve the equation with N=23 years, and f = (255)/360) = 0. 708333 to find APY = 7. 8288%: |[pic] | | | | | Bond 4, calculate the APY of the 6. 73s20 domestic bond. There are 24 coupon payments left, and the last one was made 4 months ago (120 days ago). Use semiannual payment analysis; CPN/2=6. 3% x 1000 / 2 = $33. 65. Solve the equation using a spreadsheet with N=2 x 12=24 semiannual periods, and f = 120/180 = 0. 666667 to find r = 3. 6269%, so the APY = 7. 3854%: |[pic] | | Bond 5, calculate the APY of the 6. 85s35 domestic bond. There are 52 coupon payments left, and the last one was made 14 days ago. Use semiannual payment analysis; CPN/2=6. 85% x 1000 / 2 = $34. 25. Solve the equation using a spreadsheet with N=2 x 26=52 semiannual periods, and f = 14/180 = 0. 077778 to find r = 3. 5616%, so the APY = 7. 2500%: [pic] | | The 7. 375s22 have the lowest APY, 7. 1635%. 2. The 8. 25s28 can be called in 2021 at par. Calculate the YTC (yield to call) assuming today is January 15, 2009. Does this change your answer to question 1? Answer: There are 13 coupon payments left, and the last one was made 8 months and 15 days ago (255 days ago). Use annual payment analysis; CPN=8. 25% x 1000 = $82. 50. Solve the equation with N=13 years, and f = (255)/360) = 0. 08333 to find APY = 7. 6871%: |[pic] | | | | | The APY of 7. 6871% is less than the APY of 7. 8288% found for Bond 3 in question 1, but is more than the other bonds. So the answer to question 1 does not change, the 7. 375s22 have the lowest APY, 7. 1635%. Exhibit S-5-1 Terms of Johnson & Johnson Debt Issues ISSUE |MARKET |COUPON |FREQUENCY |MATURITY |PRICE1 | | | | | | |(% OF PAR) | |73/8s 20 |Eurobond |73/8% |Annual |11/09/20 |101. 9785 | |73/8s 19 |Domestic |73/8% |Semiannual |06/29/19 |103. 288 | |81/4s 28 |Eurobond |81/4% |Annual |04/30/28 |110. 1563 | |6. 73s 17 |Domestic |6. 73% |Semiannual |09/15/17 | 98. 1535 | |6. 85s 32 |Domestic |6. 85% |Semiannual |01/01/32 | 97. 0501 | 1 Including accrued inter est.

The Company of Wolves Essay Example | Topics and Well Written Essays - 1000 words

The Company of Wolves - Essay Example While her mother mourns, she goes to spend some time with her grandmother (Angela Lansbury), who tells her stories and warns about wolves and men, intuitively and effortlessly drawing parallels between both species; After she returns to her parents, and while taking a walk in the woods with a friend, they find that a wolf has entered town to lay siege on their cattle. They run into town to alert the men, who hunt down the wolf and kill it. However, the carcass transforms into a human corpse. The rest of the story is reminiscent and full of the symbolisms from Perrault’s Little Red Riding Hood. It also includes the usual suspects – huntsman, wolf, granny etc. But that is where the likeness ends – it does not end or even proceed as would be expected. Based on Carter’s short stories, which, according to Merja Makinen, are (in)famous for the â€Å"excessiveness of their violence and, latterly, the almost violent exuberance of their excess,† The Company of Wolves delivers on its promise of violence and morbid dispositions. It is also very vicious in its attack on and reversal of the damsel-in-distress tradition present not only in Perrault’s Little Red Riding Hood, but in fairy tales, generally. For example, in one scene, where Rosaleen is cornered by a wolf, she has the courage to grab a rifle and shoot at it (as opposed to the helpless/hapless young girl crying for help). It is also ‘laden’ with sexual innuendo and symbolic portraits of female sexual liberation, which can be deduced in the scenewhere she gives up her bright red shawl (which is said to symbolise her virginity) of her own volition, not out of coercion. The wholesomeness of the plot, however, is brought to question by the director’s barely comfortable employment of the â€Å"Chinese Box† structure in the film. Throughout all four stories narrated in the movie, I was conscious of the separateness of the