Some Say I Was Poor Essay Example | Topics and Well Written Essays - 750 words

Some Say I Was Poor - Essay Example This brought some joy of happiness in my life as we no longer had to dwell out for a bath. Like every rich child I did not receive bacon, sausage and eggs in my breakfast but rather settled for an oat meal which i never missed upon. My childhood had good memories of receiving good clothes from my elder siblings who stopped wearing them after a while. Again the clothes were not new but they were enough to make me happy for a while. All these problems arose because i belonged to a family who was not much educated. My father and mother both dropped out from their school at an early age and could not strive for a better job to earn their family a nice living. As i grew up in life i realized that i belonged to a lower class family in the United States. When i was a child there were certain times when i used to witness rich children and envy them because of their way of living but now at this age when i think of it i consider it as a blessing in disguise. Christmas was a time which i looke d forward to during my childhood as that was the time when i used to get presents. Some of my wishes did not come true during my childhood but i still don’t regret them. Altogether we were ten siblings living under one roof and being together was a pleasure for me as we always had the company of each other. We used to get along well and played games together which helped us to pass our time in a nice manner. Like every child we also had wished to have a big feast and in order to fulfil our wishes we used to play games in which we pretended as to we all were eating a large feast. At the age of eleven we all were required to go to the cotton field so we could earn for our family. On Friday we were all paid and this money would go to our parents so they could manage the house. Many people would consider this act to be a harmful act for the children but we were happy to do this for the cause of our family. As my father was not much educated himself he did not give specific direct ions to us so that we could study. My father preached us about God and helped us to know that he is the supreme being in the world. Success does not come instantly in life but it can be achieved on different levels. Growing up in a small town called Ferris located in Texas was not hard but one thing that i must admit is that we belonged to a poor community as a whole. In those times the neighbours had great respect for each other and in our town all our neighbours used to share things with each other. I still remember this as a positive gesture during my childhood which helped me to learn more about life and care. Gradually with time all of my siblings including me started walking on a path which led to a better future. We all have grown up to get used to the culture of the world today. Some of my siblings joined school whereas some went to trade schools only to become successful. With struggle and hope all of us have become professionals in the world today to lead a better life tha n we had when we were children. Although we can still not be classified in the upper class of the American Society today but we are happy with all that we have. All of us have become financially stable to earn a better future and now that we sit together we remember the times that we had during our childhood. I have learned on every step of life that we can become successful if we try. Education in my

Driver For Change In Bbc Resources Management Essay

Driver For Change In Bbc Resources Management Essay Evaluate the importance of business processes in delivering outcomes based upon business goals and objectives P1.1 Describe the structure and culture of an organisation and evaluate the inter-relationships between the different processes and functions of an organisation P1.2 Identify the mission, aims and objectives of an organisation and analyse the effect of these on the structure and culture of the organisation. P1.3 Define the methodology to be used to map processes to the organisations objectives and functions and evaluate the output of the process and analyse quality gateways Learning Outcome 2: Develop plans for their areas of responsibility and implement operational plans P2.1 Develop plans which promote goals and objectives for own area of responsibility and ensure plans are consistent with legal, regulatory and ethical requirements P2.2 Use objectives which are specific, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way. P2.3 Prepare and agree implementation plans which translate strategic targets into practical efficient and effective actions. P2.4 Manage work activities to prevent ineffective and inefficient deviations from the operational plan through effective monitoring and control P2.5 Implement appropriate systems to achieve objectives and goals of the plan in the most effective and efficient way, on time and to budget and to meet organisational standards of quality. Learning Outcome 3: Design and monitor appropriate systems to ensure quality of product and services P3.1 Define the resources, tools and systems required to support the business process. P3.2 Define and implement quality audit systems/practice to manage and monitor quality to standards specified by the organisation and process operated. P3.3 Embed a quality culture to ensure continuous monitoring and development of the process. Learning Outcome 4: Manage health and safety in the workplace. P4.1 Carry out risk assessments as required by legislation, regulation and organisational requirements and ensure appropriate action is taken. P4.2 Identify health and safety regulations and legislation applicable in specific work situations and ensure these are correctly and effectively applied P4.3 Systematically review organisational health and safety policies and procedures in order to ensure they are effective and that they comply with the appropriate legislation and regulations P4.4 Ensure practical application of health and safety policies and procedures in the workplace. Learning Outcome 5: Improve organisational performance. P5.1 Monitor systems and work activities and identifyproblems and opportunities for improvement P5.2 Recommend improvements which align with the organisations objectives and goals and which result in a reduction in the variation between what customers and other stakeholders want and what products, processes and services deliver. P5.3 Identify the wider implications of proposed changes within the organisation P5.4 Plan, implement and evaluate changes within an organisation Please go through the case below and attempt tasks in the assignment. DRIVER for change in BBC resources Background. London Operations, part BBC Resources Ltd, provides studio, outside broadcast and post production facilities to customers both within and outside the BBC. It was hemorrhaging money at the rate of over  £ 7 million (c. $ 10 million) a year. It was overstaffed and locked into inefficient, outmoded work practices. Under Producers Choice, it was being increasingly ignored by BBC program makers who were going outside the corporation to obtain better terms for production facilities. Under political pressure, the Corporation was so concerned that it was considering selling off all or part of BBC Resources. The companys management required insight and plans to determine whether Resources Ltd could become competitive, and how it could rapidly implement the changes needed to transform the business from its current loss-making situation . Resources management carried out a program of improvement that began with a review of the London Operations to assess current performance, recomended the necessary steps to achieve profitability and to plan and implement the changes. A rigorous analysis of key drivers and levers for cost and performance was carried out. Core processess were identified and mapped and an approach to improvement was adopted, bringing together changes in people, technology and processes. Delivery and Support processes were appraised and simplified, current rules and assumptions governing these processess were challenged and opportunities for radical re-engineering highlighted. The review suggested ways in which the situation could be completly turned around. Resources management used these finidngs to support its case that the facilities should be kept in public ownership, and began a program of implementation of its recomendations to make the operations viable. The approach The approach taken was based around the DRIVER methodology The review suggested a number of improvements, for example reduced process waste, more efficient staffing, supplier rationalisation, improved seasonal management of facilities and customer billing accuracy. The recomendations were supported by rigorous benchmarking exercise within the industry. The review highlighted the many ways of doing business had simply grown up and turned into traditions. the approach taken showed that it was often valid to take a complete fresh look at the way work could be undertaken. This was all the more important since in some of London Operations, major jobs came round on a regular basis, and if a big saving could be made on Wimbledon coverage for example, that saving would be repeated in future years. The opportunities to improve were clear. reduced staffing, modified work practices and a general focus by the managers on the bottom line. Maintaining the new ways of working. One of the organisations key concern was that, although the proposals might be implemented initially, there would be gradual or indeed not so gradual return to old ways with inefficiencies returning and staffing levels rising again, especially through the employment of outside freelance staff. To combat this, a management structure was created that supported the new processess, defined the necessary role and responsibilities to successfully operate the new processes and develop a framework of balanced performance measures, to ensure that the overall performance of London Operations was visible to senior managers. As improvements and changes were implemented and as the senior management became more aware of commercial pressures it was recongnised that, for these changes to have any durability and long lasting impact on the business, it was vitally important that everyone in the organisation understood the part that they had to play in helping run the business around. Furthermore the management team needed to have a clear understanding of what they were doing, why there were doing it and how they needed to do it. To this end the senior management team indentified the need to understand and further develop the mission and vision for the business. Then to be able to cascade these down through the organisation, focussed around a small number of factors that were deemed critical to the achievement of the mission and vision. Mission and Vision Vision Turning Ideas into Reality Mission We will enrich the BBC creatively and financially by helping customers create the sounds of vision of the future. Relied upon for innovation, efficiency and service working with us will be inspirational and fun. Define the project Review the business baseline Identify Opportunities Verify the Opportunities Evaluate and plan implementation Review and Report (Figure C 1.0) DRIVER Methodology Page 02 of 06 Case Study / Scenario Defining measurable Objectives From the mission statement the key words were identified to form the basis for the development of strategic frame work: CASH , CREATIVITY , INNOVATION , SERVICE , EFFICIENCY Using these key words eight factors critical to the achievement of the mission were identified. 1. Skilled, Motivated and Flexible people. 2. Key talent that is industry recognised. 3. Focussed investment in products and services. 4. Profitable revenue growth. 5. Efficent and effective processess. 6. Effective customer relationships. 7. Strong leadership, clarity of direction and cooperation. 8. Industry recognised customer base. To help the business to remain focussed on the achievement of the eight critical factors a set of guiding principles were defined. (Figure C 2.0) Through a series of senior management workshops, the eight factors were further developed to indentify their key activities and performance measures. These performance indicators were then arranged into a balanced set of measures and appropriate targets for the comming year defined for each Sharing S . We will share in the sucess of our business. . Our sucess will be built on team work and cooperation. . We will develop mutually profitable partnerships with our customers based on trust. . Our sucess will be built on team work and cooperation. Partnerships P Equal Opportunities E . We will promote our role as an Equal Opportunity employer to all communities . We encourage open and regular communication throughout the business. Communication C Customer Customer satisfaction Survey Results. No. of Customer Complaints Resolved. Post Contract Review Results. Commendations Resulting in Awards. Strength of Cutomer Relationship. Market Profile Staff Utilisation Facilities Utilisation Quotation Turn-around Time Invoices Issued within 5 Days Processes Finance Return on Sales Return on Capital Employed Market Share external and internal Variance from Cash Flow Budget Performance to Investment Budget Staff Satisfaction survey Results % of staff Within Appraisal Process Turnover of Key Talent Number of Identified Leaders Within a Leadership development programme. Staff Turnover. Absence Rate People Figure C 3.0 Balanced Scorecard of Measures To assist in the development of these key activities, the senior management team used a CSF planning document. ( Figure C 4.0). One planning sheet is detailed for every measure for each CSF. The CSF itself defines what must be achieved. In the example Resources Must have skilled, motiovated and Flexible People. This is linked to one of the performance measures (KPI) and an appropriate description of what that KPI represents is provided. In addition the current performance is given, where applicable, together with its target. The bottom section of the document identifies how the KPI will be achieved. By doing this the business identifies the lower level of specific actions that should be held to achieve the specific sucess factor. Each of these actions is allocated an owner and a date for completion. CSF 1 We must have skilled, motivated and flexible people. Owner A.N. Other. No. KPI Definition Current Measure Target Due Date 1 June 2001 50% N/A Overall staff rating against satisfaction/motivation index Staff satisfaction survey results No. KPI No. Activity Current Measure Driver Measure Resp 1 1 Compile London Operations specific staff survey which asks staff to identify 3 priority issues that motivate/demotivate the. Ask staff to rate how well the business delivers on these issues. AN Other May Staff Satisfaction 1 2 Identify action plan to address these issues. Identify those issues within Studios, OBs and Post Production control and those outside our direct control AN Other July Staff Satisfaction 1 3 Communicate survey results and intended actions. AN Other August Staff Satisfaction 1 4 Implement communication plan to improve staff understanding about the direction of RES Ltd, recognise peoples value, encourages a sense of identity. AN Other July 1 Agree dates for follow up audit. AN Other August The activities that will take place to address the identified performance gaps. Figure C 4.0 CSF Planning document As the whats are cascaded down the hows, responsibility is likely to be cascaded down to the most appropriate level within the organisation. For example, The KPI is owned by a member of the senior management team, as are the 4 identified actions. However, these 4 actions, if cascaded to the next level of detail, would become the whats that would require their own series of hows to be defined and probably be owned functionally by a department or business unit. Implementation of these process allowed for a link to be created from the highest level of critical sucess factor right down to individual or team obejctives and goals. Furthermore it provides a means of feedback through the chain to the CSFs and enables performance to be monitored and aligned to corporate objectives. Achivemenets The project helped London Operations to dramatically enhance its understanding of the business and its performance and identified opportunities to reduce costs by nearly 20%, while maintaining levels o f customer satisfaction and market share. Furthermore the approach has led to these changes being locked into the future working of the business. Many attitutes have changed and barriers broken down to secure the future of Resources Ltd. The schedule for implementation was less than 18 months and the transformation in operations has made Resources Ltd. an attractive commercial proposition. Satisfaction with the approach towards the project can be measured by a number of yard sticks. BBC managers have acknowledged that the savings proposed are far greater than they had anticipated, even in their optimistic moments. One senior BBC manager commented that as a rule of thumb a restructuting exercise costing  £12 million (c. $ 18 m) would be expected to yield savings of around  £6 Millions (c. $9 m) a year in other words it should pay for itself within 2 years. The  £12 million (c. $18 m) resturctuting for London Operations, however, is set to impact the bottom line by over  £ 13 million (c. $20m) per year. This reflects the innovative and creative way in which the project was progressed. Direct feedback has been very positive. The project team were praised particulalry for their interpersonel skills in working with and involving staff, and for the continiously high levels of communications with management on the progress of the work. Senior management recognised and appreciated the Hardsoft approach that blends a rigorous establishment of the hard facts of the situation with a positive effort to communicate details to staff, involve them in the changes and generally build good relationships. Resources staff viewed these as the most inclusive project they had experienced. managers regarded the project as creative, innovative and practical, acheieving the support of employees and achieving benefits that other approaches had failed to do. Tasks Involved in respect to the Case Study / Scenario and Possible Evidence The case study is of BBC resources Limited, a group company of BBC Limited. BBC Resources is in the business of providing studio services to its customers, including BBC itself. BBC Resources has gone through a bad phase where it made losses, but now it seems to have turned around. Case study captures how the company went around turning its fortunes. With reference to the case study, carry out following tasks: Task 1: Describe the culture and structure of BBC resource before the turn around? How did it re-define its mission and objectives? Are these objectives SMART? What changes were made in the structure and culture? How did it go about identifying the processes which need to be worked upon to achieve its goals/objectives? Task 2: Describe the plan which BBC resources made to achieve its goals? How did it go about implementing the plan? How did it decide to monitor and control the plan? Task 3: What resources and tools did BBC Resources use to support the business processes? How did they monitor the quality of processes? What did they do to embed the quality culture? Task 4: What health and safety regulations are applicable to BBC Resources as per UK laws? What are the likely safety risks BBC resources need to worry about? What would you advise BBC Resources to ensure health and safety of its employees given the nature of the business? Task 5: What systems/processes has BBC Resources put in place to identify problems and opportunities for improvement? What were the outcomes of changes that BBC resources implemented? How do you evaluate the outcomes of what BBC Resources has already done for improvement? What are some of the un-anticipated implications of changes that BBC Resources introduced? What are some of the improvements that you would recommend to BBC resources? Grading Criterias MERIT DESCRIPTORS M1. Identify and apply strategies to find appropriate solutions M1.1 Effective judgements have been made M1.2 Complex problems with more than one variable have been explored M1.3 An effective approach to study and research has been applied M2. Select/ design and apply/ appropriate methods/ techniques M2.1 A range of methods and techniques have been applied M2.2 The selection of methods and techniques/ sources has been justified M2.3 Complex information/ data has been synthesized and processed M3. Present and communicate appropriate findings M3.1 The appropriate structure and approach has been used M3.2 Coherent, logical development of principles/ concepts for the intended audience M3.3 The communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used  · Word Process the assignment using font Calibri, size 11 points and convert the same to PDF document before submission.  · Zero percentage (0%) Plagiarism is allowed in your work, however referenced material should be appropriately quoted.  · Use the Harvard Referencing System for referencing and provide complete bibliography.  · Complete the title page and sign the statement of authenticity in your work submission.  · Use Business Report format while creating your case portfolio.  · Do not wait for the last date to submit your work, if you fail to submit in time, no extension would be provided. Important Instructions. Other Notes (if any) Grading Criterias DISTINCTION DESCRIPTORS D1. Use critical reflection to evaluate own work and justify valid conclusion D1.1 Conclusion have been arrived at through synthesis of ideas and have been justified D1.2 The validity of results has been evaluated using defined criteria D1.3 Realistic improvement have been proposed against defined characteristics for success D2. Take responsibility for managing and organising activities D2.1 Autonomy/ independence has been demonstrated D2.2 Substantial activities, projects or investigation have been planned, managed and organised D2.3 The important of interdependence has been recognised and achieved D3. Demonstrate convergent/ lateral/ creative thinking D3.1 Ideas have been generated and decisions taken D3.2 Self evaluation has taken place D3.3 Convergent and lateral thinking have been applied

Shakespeares Macbeth - Macbeths Dark Quality :: Macbeth essays

Macbeth's Dark Quality      Ã‚   It is obvious to the reader of Shakespeare's tragedy Macbeth that there are varying types and degrees of darkness in the drama. We shall look at this in detail within this paper.    L.C. Knights in the essay "Macbeth" describes the moral darkness into which Macbeth lowers himself:    The main theme of the reversal of values is given out simply and clearly in the first scene - "Fair is foul, and foul is fair"; and with it are associated premonitions of the conflict, disorder and moral darkness into which Macbeth will plunge himself.   (95)    Charles Lamb in On the Tragedies of Shakespeare comments on the "images of night" and their impact on the audience:    The state of sublime emotion into which we are elevated by those images of night and horror which Macbeth is made to utter, that solemn prelude with which he entertains the time till the bell shall strike which is to call him to murder Duncan, - when we no longer read it in a book, when we have given up that vantage-ground of abstraction which reading possesses over seing, and come to see a man in his bodily shape before our eyes actually preparing to commit a muder, if the acting be true and impressive as I have witnessed it in Mr. K's performance of that part, the painful anxiety about the act, the natural longing to prevent it while it yet seems unperpetrated, the too close pressing semblance of reality,give a pain and an uneasiness [. . .]. (134)    Roger Warren states in Shakespeare Survey 30 , regarding Trervor Nunn's direction of Macbeth at Stratford-upon-Avon in 1974-75, how the witches represented the darkness of   black magic:    Much of the approach and detail was carried over, particularly the clash between religious purity and black magic. Purity was embodied by Duncan, very infirm (in 1974 he was blind), dressed in white and accompanied by church organ music, set against the black magic of the witches, who even chanted 'Double, double to the Dies Irae. (283)    In "Macbeth as the Imitation of an Action" Francis Fergusson states the place of darkness in the action of the play:    It is the phrase "to outrun the pauser, reason [2.3]," which seems to me to describe the action, or motive, of the play as a whole. Macbeth, of course, literally means that his love for Duncan was so strong and so swift that it got ahead of his reason, which would have counseled a pause.

Autobiography: Family and Blake Austin Summers

My name is Blake Austin Summers. I am 14 years old and in the 9th grade and go to Wayne School of Engineering. I have brown eyes with short hair. I am white and half Asian. I have a family of four, mom, dad, brother, sister, and also have two pets. My birthday is on Septet 5, 1998. I was born and raised in North Carolina in a town named Goldberg. I used to live on Seymour Johnson Air force Base. https://donemyessay.com/italian-facial-features/When my dad retired we had to move. I currently live in a two story house, and have been there since 2005. I have been to many places in the United States before. I have a lot of relatives from both sides of my parent's. They all live in different states. My favorite color is blue and my favorite type of food is Italian. I have two best friends named Vive and Katie. The things I like to do on my free time is listen to music, hang with my friends, go outside to walk, and get on my computer.I am currently in karate as a black belt in two styles. I am really good with computers and most technology. The school I'm going to offers better academics and I plan on achieving my goals there. Those goals are to graduate with a high diploma and associated degree, which will help me and have me a step forward. When I become older I want to be a psychologist because I love to help people with their problems.

Religion and Beliefs in Myanmar Essay

Burma is a predominantly Theravada Buddhist country. An appreciation of Buddhism and its history in Myanmar is a prerequisite for outsiders wishing to better understand the Burmese mind. There are no totally reliable demographic statistics from Burma, but the following is an estimate of the religious composition of the country: Buddhists: 89% Animists: 1% Christians: 4% Muslims: 4% Hindus: 2% Most Myanmar are Buddhist of the Theravada stream. Central to their religious beliefs is karma, the concept that good begets good and evil begets evils. The ultimate aim in life according to Buddhist belief is to escape the cycle of rebirth and reach Nirvana. Meritorious deeds that will help a person to achieve Nirvana include giving donations (especially to monks) and abiding by the Five Precepts and practicing Bavana (meditation). Some Myanmar people, especially those from the rural areas, have many superstitions. Astrology, palmistry and clairvoyance are sometimes relied upon to make important decisions. These may include marriage, going into a business partnership, naming a baby, and others. To offset bad luck, certain meritorious deeds or yadaya may be performed such as setting free some live birds or animals, building a footbridge, or mending a road. Religion and Beliefs in MyanmarBurma is a predominantly Theravada Buddhist country. An appreciation of Buddhism and its history i n Myanmar is a prerequisite for outsiders wishing to better understand the Burmese mind. There are no totally reliable demographic statistics from Burma, but the following is an estimate of the religious composition of the country:Buddhists: 89%Animists: 1%Christians: 4%Muslims: 4%Hindus: 2%Most Myanmar are Buddhist of the Theravada stream. Central to their religious beliefs is karma, the concept that good begets good and evil begets evils. The ultimate aim in life according to Buddhist belief is to escape the cycle of rebirth and reach Nirvana. Meritorious deeds that will help a person to achieve Nirvana include giving donations (especially to monks) and abiding by the Five Precepts and practicing Bavana (meditation).Some Myanmar people, especially  those from the rural areas, have many superstitions. Astrology, palmistry and clairvoyance are sometimes relied upon to make important decisions. These may include marriage, going into a business partnership, naming a baby, and others. To offset bad luck, certain meritorious deeds or yadaya may be performed such as setting free some live birds or animals, building a footbridge, or mending a road. http://asia.isp.msu.edu/wbwoa/southeast_asia/burma/history.htm http://asia.isp.msu.edu/wbwoa/southeast_asia/burma/history.htm