A Separate Peace Themes Free Essays

A Separate Peace by John Knowles concerns itself about a youthful grown-up named Gene who chooses to visit his old fashioned Devon years after the war and remembers his recollections of his companion, Phonies. The majority of the story is a flashback about the difficulties Gene and Phonies needed to confront experiencing childhood in secondary school during a war. During this flashback, Gene becomes through the stage where he should relinquish his adolescence and develop to adulthood. We will compose a custom exposition test on A Separate Peace Themes or then again any comparable subject just for you Request Now All through the book, Phonies represents youth and honesty, uncovering the primary topic of the book: guiltlessness versus development. Gene’s Journey during his time at Devon shows how he develops and increases a greater comprehension of his general surroundings. Toward the start of the book, both Gene and Phonies were whimsical toward the start of the book. For instance, Phonies would wear pink garments and a school tie as a belt to a headmaster’s gathering. â€Å"In his scurry that morning Finny had not surprising utilized a tie for a belt. Be that as it may, at the beginning of today the current tie had been the Devon School tie† (20). This shows a degree of lack of respect of mental self view and school-picture that generally ill-advised, little youngsters have. Fakes even accepts that the war is Just a trick made up by grown-ups to get a benefit. There’s the terrible, there’s the great; Just unadulterated high contrast. He was even ready to support this counter-intuitive conviction to Gene, and Gene effectively yields. Much the same as how a youngster adheres to her preferred cover or consoling teddy bear to shield her from the frightful throughout everyday life, Phonies is Gene’s method of sticking on to a progressively juvenile view to clarify life essentially. As Gene develops during his time at Devon, he loses Phonies for some time as Phonies recuperates from his leg injury. This makes the way for Gene as he sees another view point on life. He has a feeling of blame that he was the person who trounced Phonies out of the tree, however can't clarify his activities. This new feeling of blame make question in the event that he is really malevolent or still guiltless. It brings up the issue that there might be something other than unfeelingly detestable or simply great that Phonies appeared to accept before. In any case, Phonies, representing Gene’s adolescence, attempts to pull Gene back to a universe of blamelessness with winter fairs and games †games where there are no washouts and everybody wins. Influenced by Phonies’ enticing straightforward goals, Gene gets himself difficult to relinquish the guiltless point of view. All things considered, this nudging question further creates when Gene meets Leper after the impacts of the war. â€Å"The armed force has the ideal word for everything, did you ever think about that? †¦ And the ideal word for me†¦ Psycho. I surmise I am. I should be. Am I however, or is the military? Since they turned everything inside out† (141 , 149). This statement sums up the scene when Gene finds out about brutal savageries of war, and starts to understand that the world is bitterer than he had initially suspected. Individuals can be insidious. This totally changes his unique blameless view on the world. Toward the finish of the novel, when Gene is old enough to be enrolled into the war, Gene has found out much about the unforgiving truth of the real world. He starts to move into an acknowledgment state. At the point when Phonies understands that it was Gene who had initially trounced the branch, Gene can clarify that there are sure disasters, certain motivations that prior in the novel. â€Å"No, I don’t realize how to show you, how might I show you, Finny? Disclose to me how to show you. It was Just some obliviousness inside me, some insane thing inside me, something blind, that’s all it was† (191). Quality acknowledges that people are neither completely acceptable nor fiendish, however typical creatures with common driving forces. Knowles appears all through the book that as one ages and develops, one must lose that guiltless whimsical attitude. Quality gradually pulls separated from Phonies’ goals and moves onto a progressively mind boggling comprehension of human conduct. Be that as it may, as Gene arrives at youthful adulthood, Knowles cunningly has Phonies die, as just to show that with the goal for Gene to completely develop and arrive at adulthood, the honest youth should totally vanish. Didn't cry at that point or ever about Finny†¦. ‘ couldn't get away from a felling this was my own burial service, and you don't cry in that case† (186) The statement even shows that Gene feels that Phonies was a piece of himself. This is a lluding to the credulous youth part of Gene. Knowles reliably communicates the subject of blamelessness versus development. He discloses to us that so as to accomplish development and accomplish the more full, complex view on life, one needs to lose the honest viewpoint that typically the youthful has. Quality moved from a youthful gullible kid to a created youthful grown-up. The most effective method to refer to A Separate Peace Themes, Papers

heart of darkness essays

heart of haziness articles Great and Evil: Fight to the Finish William's Lord of the Flies, (1954) a Conrad's Heart of Darkness, (1902) there are full of feeling correlations and differentiations between the hero and the rival. Despite the fact that the hero and the opponent have similar aims, they have various thought processes. In Heart of Murkiness, Marlow needs to spare Kurtz, yet the administrator doesn't need Marlow to bring back Kurtz, in light of the fact that the supervisor is anxious about the possibility that that if Marlow brings back Kurtz than he'll need to leave his place of employment and offer it to Kurtz. In Lord of the Flies, Jack needs to assume control over the administration and Ralph, then again, needs to be a pioneer himself. Ralph needs to be the pioneer with the goal that he could make an arrangement to get off the island, yet Jack needs to be a pioneer so he can be the ruler and chase, so that he has meat for himself. (9, 137) The hero needs triumph over the opponent and the enemy needs to de-accomplishment the hero. Where as the e opponent has a shrewd reason and the hero had a decent reason. A comparative idea between the hero and the opponent is that them two are bold enough to set out to conflict with one another. They don't escape one another, yet the two of them of out and stand up to one another. In Heart of Darkness, Marlow realized that the administrator didn't need Kurtz back, yet he was valiant enough to take a stab at bringing Kurtz back. the trough knew Marlow was much the same as Kurtz. That he won't surrender so simple. The administrator made every effort to stop Marlow. Regardless of whether they think their adversary is more grounded, they don't move in an opposite direction from the dread of confronting them. In Master of the Flies, Piggy realizes that Jack and his clan is more grounded than him, yet he heads toward the clan and expresses his genuine thoughts out about how they weren't right. (156) when an individual decides to face their adversary, nothing can stop them. Another equivalent trademark between the hero and the ... <! Heart of obscurity papers Heart of Darkness by Joseph Conrad, and the Christian form of Adam and Eve are firmly related in that the two of them portray the excursion from honesty to encounter. Marlow, the African wilderness, and Kurtz can be contrasted with the characters (Adam, Satan, and Christ) from the tale of Adam and Eve. The allurement of investigating the profound dull wilderness, the information on the white keeps an eye on trouble, the self-revelation and development of Marlow, just as his salvation, all identify with the ideas found in the story from the book of scriptures. Based around Adams fall in the Garden of Eden in the wake of being persuaded by Satan to eat from the Tree of Knowledge, the narrative of Adam and Eve outlines what happens when Adam resists God and is confronted with the outcomes. Like Adam, in Heart of Darkness Marlow is additionally confronted with allurement and afterward, as it were, expelled for his wrongdoing. The main contrast among Adam and Marlow is that Adam needed to remain in the Garden after his expulsion, while Marlow in a way ousted himself from the organization because of his unexpected interest with the wilderness. Yielding to the allurement of the wilderness and the revelation of the locals, he depicts his enthusiasm with the barbarians, ... I took a gander at them as you would on any person with an anomaly of their motivation, thought processes, limits, shortcomings... (Conrad 112). Taking after Adams interest of the illegal apple from the tree of information, the locals lives entrance Marlow, anyway his marvel is limited, or prohibited by the organization. In any case, his allurement and interest brought about by the genuine wilderness, is viewed as Satan, as he leaves the organization to investigate it and thus is betrayed, and gets one of the unsound. (Conrad 138) Marlow and Adam can be viewed as two men that yielded to their allurements, anyway not at all like Adam, Marlow was pleased with turning into an outsider, and he had ... <! Heart of Darkness articles Joseph Conrad, in the same way as other creators, utilized his own encounters for the premise of his books. In particular, Conrads venture on the Congo River as commander of a West African waterway liner shaped the reason for his novel Heart of Darkness. In this novel, the storyteller of the story, Marlow, Conrad's hero, goes up the Congo looking for Kurtz, an ivory broker, and inevitably winds up in the core of dimness. Conrad additionally utilized his skeptical perspective on life for the premise of Heart of Darkness. Conrads fatalistic demeanor is apparent when he disclosed to his companion R. B. Cunninghame Graham: There is...a machine. It advanced itself...and behold!it knits....It sews us in and it weaves us out. It has weaved time, space, torment, passing, debasement, misery and all the illusionsand nothing matters. I'll concede anyway that to take a gander at the callous procedure is now and again interesting. In the Heart of Darkness, three apparent topics incorporate passin g, defilement, and hopelessness. During Marlows venture into the core of obscurity, passing, debasement, and misery turned into the show topics of the novel. Above all else, Marlow encountered passing a few times all through his journey. Marlow gets some answers concerning the demise of Kurtz, the peak of the novel, when the administrators kid said to Marlow, Mistah Kurtz-he dead (Conrad 64). Another passing happens when the assault on the liner leaves the helmsmen dead with the pole of a lance in the side just beneath the ribs (Conrad 64). Marlow chooses to [tip] him over the edge in such a case that [his] late helmsmen was to be eaten, the fishes alone ought to have him. He had been an exact moment rate helmsmen (Conrad 47). Second, debasement dominated every single other subject as the significant topic of the novel. As Marlows venture advances, the debasement of the exchanging industry turns out to be progressively self-evident. Kurtz had colle ... <! Heart of Darkness articles The time of dominion was a period of extension for Europe. European colonization occurred all around the globe. The same number of cons there were to colonization, for example, exchange and development of region, what we accept today is ethically off-base was not brought into thought. The Heart of Darkness, composed by Joseph Conrad, outlines the wrongs of European colonization, for the most part concerning subjection and their torment. Heart of Darkness is the account of a multi year elderly person, Charlie Marlow, and his journey up the Congo River. He pilots a steamer sent to ease Kurtz, an ivory merchant for the organization. Kurtz is depicted as an all inclusive virtuoso and started his work in the Congo as a feature of a prudent strategic, sets himself up to be a divine being to the locals. When Marlow shows up, he is stunned to perceive how the Europeans have treated the locals. What makes Heart of Darkness in excess of a fascinating travelog and stunning record of detestations is the manner in which it subtleties in unpretentious ways Marlows continuous comprehension of what's going on in this locale of the world. In the same way as other Europeans, Marlow ached for experience. Be that as it may, when he showed up in the Congo and saw the horrendous work occurring, he could no longer stow away under the front of his agreeable human advancement. Rather, the entirety of the detestations executed by European brokers and operators constrained him to investigate his own spirit and find what dimness lies there. Marlow states in the start of the novel, The basics of this issue lay profound under the surface, past my reach.(Conrad 53) But before the finish of his excursion, he will have found the brutality of which even men, for example, Kurtz are competent. The finish of the nineteenth-century realized one of the most remarkable instances of dominion and decimation in present day memory. Ruler Leopold II of Belgium had a voracious insatiability for cash, land, and force. He looked to Africa to discover these things. In the long run, Leopold made sure about the Congo locale of ... <! Heart of Darkness expositions In one of his novellas, Heart of Darkness, Joseph Conrad describes Marlows emotional story of an excursion into human instincts most profound breaks. All through this reflection, ladies assume a questionable job in their contact with men. A few pundits have totally excused their job as insufficient; in any case, a more intensive look uncovers that ladies have a significant capacity in Heart of Darkness. Right off the bat in his vocation, Conrad built up a way of life as a carefully manly author by his stories that contained just manly men in the realm of ocean (Jones 14). It is these account novellas, for example, Lord Jim and Tales of the Unrest, that prompted his disagreeability with females in the public arena and the artistic world (Jones 14). In the end, because of this disagreeability, he started to extend and make ladylike characters (Jones 14). In any case, a few pundits gripe that Conrad needed ability when it came to making ladies characters (Jones 14). In particular, Susan Brodie contends that Conrads female manifestations are frequently excused as auxiliary and inadequate to the plot and subject of the story (141). These basic decisions regularly bring about a negative disposition towards Conrads utilization of ladies. Nonetheless, upon much investigation, these basic contentions might be excused totally. Proof uncovers that ladies to be sure have the significant job of debasing Conrads manly characters with their connection to underhandedness and haziness (Bross 41). This procedure of defilement alarms Marlow. Since it the ladies affect debasement, Marlow fears the entirety of the female characters. In the storytellers case, Marlow, female characters rule practically the entirety of his activities. In Heart of Darkness, Conrad makes female characters, which control the course of the novella just as the fate of murkiness for the manly characters. Marlows see on womanhood is notable. ... <! Heart of Darkness expositions In the novel Heart of Darkness, composed by Joseph Conrad, there are numerous references that relate to truth. A portion of these references examine well known fact, some represent representative truth, while others present individual realities that force themselves on the principle character and nar

Blog Archive To Keep or Cancel Your GMAT Scores

Blog Archive To Keep or Cancel Your GMAT Scores With regard to the GMAT, raw intellectual horsepower helps, but it is not everything.  Manhattan Prep’s  Stacey Koprince  teaches you how to perform at your best on test day by using some common sense. The GMAT offers various kinds of flexibility around your decision to keep or cancel your GMAT scoresâ€"but also some restrictions. It’s important to understand your options so that you make the best decision for you! How does it work? At the end of the test, you will be shown your scores (for everything except the essay) and you will then be asked whether you want to keep or cancel your GMAT scores. If you keep your scores, they’ll go on your official record. If you cancel them, they won’t; the school won’t see those scores, nor will the schools even know that you took the test that day. Right at that moment, you’ll have 2 minutes to decide whether to keep or cancel your GMAT scores. Later, you can change your mindâ€"but you’ll have to pay a fee to change the status of your scores. So let’s first talk about how to make the best decision during that first 2 minutes. In short, you need to have an idea of what you’d want to do before you even walk in the testing room. What do  your  schools want to see? First, what kind of program do you want? MBA programs generally care only about your highest score. Other kinds of programs, such as Ph.D. programs, may look at all of your scores. So it’s important to find out how  your  schools are going to use the data. If you are applying to an MBA program, you can assume that they don’t care if you take the test multiple times. They’re just going to use your best score and that’s that. If you are applying to a Ph.D. program or another type of Master’s program, ask the schools directly whether they care about multiple tests and, if so, how they use the multiple data points. (By the way, for any school communication, I highly recommend attending one or more of the various MBA tours that travel around the country, giving you an opportunity to meet representatives from different schools. There are a  bunch  of  different  ones, some of which are tied to specific groups of people, such as  women  or other  underrepresented  groups. Ask your questions directly, make some connections, and get the ball rolling!) What is your goal score? Based on where you want to apply and how those schools use GMAT scores, you’ll come up with a goal score for yourself. Broadly speaking, you can classify the programs into one of three categories: â€"Safety. I’m almost certain to be accepted to this school. â€"Regular. I’ve got a good chance to get in, but it’s not a certainty. â€"Reach. This school is a stretch, but hey, if I don’t even apply, I definitely won’t make it, right? So I’ll give it a shot. Your GMAT goal should be above the average for your safety schools and at least at the average for your regular schools. You may not be above average for the reach schools, but you’d still ideally be within that school’s general range. For the purposes of this discussion, let’s say that your goal score is a 650. What is your minimum acceptable score? Your ideal goal is 650, but let’s say that (based on your research) your minimum score is really a 620. You’d still feel comfortable applying to your schools with that score. So, first, if you do hit a 620 or higher, you are not even going to think about canceling. You’re good to go! What if you score a 610? Close enough. Keep it. 600? 580? 560…? See where I’m going with this?  At some point, the decision will switch to, “Nope, I’m going to cancel this one.” Where is that point? Consider the Worst Possible Scenario Your ideal goal is 650. Your minimum is 620. But what if you just can’t score above 590? You don’t want to take the test and score 590 and cancel, and then sign up again and get another 590 and cancel again, and then take it a third time and get a 550 because you’re so stressed out…and now you’ve taken the test three times and you have no score on your record at all. The above scenario is even more likely for those who have really high goals. If someone really wants a 730 and keeps canceling 690 scores…that person might never make it to 730. (You can reinstate your canceled scores at a later dateâ€"but you’re going to have to pay to do so. Let’s minimize your expenditure here.) Know (More) about What the Schools Want Remember how I said that MBA programs don’t really care if you take the test multiple times? For those programs, then, you don’t actually have to cancel anything. They don’t care. Just keep all your scores. I know most students won’t be totally comfortable with this. I’m going to try to change your mind, though. Anecdotally, we have heard that MBA programs, if anything, consider it a  positive  to see that you tried again. Let’s say that a school’s average is 650. You first score was a little under 650â€"say, 620 to 640. That’s probably good enough, but you decide to go for it again because you want to hit that average, if possible. This could play out in a couple of ways: â€"You score 650+. Yay! You’re at/above the average for that school! Your hard work paid off. â€"You increase your score a little but not all the way to the average. You are closer now, and you’ve signaled to the school that you were willing to try hard to succeed. They like to see that. â€"You drop below your initial score. You still keep the score to signal to the school that you were willing to keep trying. Yeah, it did drop, but so what; you still have your original (higher) score locked in. I would definitely keep the score in the first two scenarios. I also think it’s worth it to keep the score in the third scenario, but I would understand if a student didn’t feel comfortable doing so (particularly if you knew you would take the test a third time). Final Advice: To Keep or Cancel Your GMAT Scores? So all of the above leads me to this: â€"If you’re applying for an MBA and you’re okay with my recommendation just to keep everything, then keep your score no matter what. â€"If that idea makes you uneasy, then keep any score that’s within 100 points of your minimum goal score. If you want a minimum score of 650, keep any score of 550 or higher. (If your ideal score is 650 but your minimum is 620, keep anything at 520 or higher.) Caveat: if your goal score is crazy high (e.g., you want a 780), keep anything within 150 points of your goal. I know, I know, a 630 isn’t anywhere near a 780. But less than 1% of the testing population hits a 780! That’s super ambitious. Be really happy if you get there, but don’t assume that anyone who just “studies enough” will get there. I Canceled but Now I’m Thinking I Should Reinstate the Score… (or Vice Versa) As of this writing, here are the details for canceling or reinstating a score after you leave the testing center. (Note that any details, especially pricing, could change in the futureâ€"so check  mba.com  to make sure that nothing has changed.) If you keep your scores in the testing center but later decide that you want to cancel them, you have  72 hours  to do so; after that, you cannot cancel your scores. You’ll have to pay a $25 fee. If you cancel in the testing center but later decide that you want to reinstate your scores, you can do so as long as the scores are still valid (they expire after 5 years). This will cost you $50. It costs less to cancel after the fact, but you have a time limit of 72 hours. If you’re just not sure what to do in the testing center, I would recommend keeping the scores, then using the next day or two to think about what to do (and ask others that you trust for their opinion). Then, if you do decide to cancel, you’ll only have to pay $25 to do so. One Unusual Circumstance in Which You Actually Should Cancel This last bit won’t apply to 99.9% of people taking the test, but just in case this happens to you, read on. If you become ill or otherwise feel that you cannot finish while you are at the testing center, then a weird thing happens if you leave the test before getting to that “keep or cancel” screen at the very end. You won’t have any reported scores (since you didn’t finish) but the fact that you showed up to take the test that day will still show up on your official score report. It’s sort of an in-between case with an odd outcome. So, if this happens to you, here’s what I recommend you do. If you have to leave the testing room (maybe you feel queasy and have to go to the bathroom), do so. Just let the test keep running. If you decide, when you get back, that you can’t keep going, then click through all of the remaining questions randomly to get yourself to the end of the test. On the Keep or Cancel screen, cancel your scores. In Sum Know what your goal scores (ideal and minimum) are. Know what you want to do before you get into the testing room. (For example, tell yourself, “If I score 530 or higher, I’m keeping my score. If I score 520 or lower, I’m canceling.”) If you just can’t decide at the end, keep the scores. Know that you’ll have 72 hours to change your mind and cancel instead. Get out of the testing room, clear your mind, decide what to do, and move ahead. Stacey Koprince  is a Manhattan Prep instructor based in Montreal, Canada and Los Angeles, California.  Stacey has been teaching the GMAT, GRE, and LSAT  for more than 15 years and is one of the most well-known instructors in the industry. Stacey loves to teach and is absolutely fascinated by standardized tests.  Check out Stacey’s upcoming GMAT courses here. Share ThisTweet GMAT Blog Archive To Keep or Cancel Your GMAT Scores With regard to the GMAT, raw intellectual horsepower helps, but it is not everything.  Manhattan Prep’s  Stacey Koprince  teaches you how to perform at your best on test day by using some common sense. The GMAT offers various kinds of flexibility around your decision to keep or cancel your GMAT scoresâ€"but also some restrictions. It’s important to understand your options so that you make the best decision for you! How Does It Work? At the end of the test, you will be shown your scores (for everything except the essay), and you will then be asked whether you want to keep or cancel your GMAT scores. If you keep them, they’ll go on your official record. If you cancel them, they won’t; the school won’t see those scores, nor will the schools even know that you took the test that day. Right at that moment, you’ll have two minutes to decide whether to keep or cancel your GMAT scores. Later, you can change your mindâ€"but you’ll have to pay a fee to change the status of your scores. So let’s first talk about how to make the best decision during those first two minutes. In short, you need to have an idea of what you’d want to do before you even walk into the testing room. What Do Your Schools Want to See? First, what kind of program do you want? MBA programs generally care only about your highest score. Other kinds of programs, such as Ph.D. programs, may look at all your scores. So it’s important to find out how  your  schools are going to use the data. If you are applying to an MBA program, you can assume that they don’t care if you take the test multiple times. They’re just going to use your best score, and that’s that. If you are applying to a Ph.D. program or another type of Master’s program, ask the schools directly whether they care about multiple tests and, if so, how they use the multiple data points. (By the way, for any school communication, I highly recommend attending one or more of the various MBA tours that travel around the country, giving you an opportunity to meet representatives from different schools. There are a  bunch  of  different  ones, some of which are tied to specific groups of people, such as  women  or other  underrepresented  groups. Ask your questions directly, make some connections, and get the ball rolling!) What Is Your Goal Score? Based on where you want to apply and how those schools use GMAT scores, you’ll come up with a goal score for yourself. Broadly speaking, you can classify the programs into one of three categories: â€"Safety. I’m almost certain to be accepted to this school. â€"Regular. I’ve got a good chance to get in, but it’s not a certainty. â€"Reach. This school is a stretch, but hey, if I don’t even apply, I definitely won’t make it, right? So I’ll give it a shot. Your GMAT goal should be above the average for your safety schools and at least at the average for your regular schools. You may not be above average for the reach schools, but you’d still ideally be within that school’s general range. For the purposes of this discussion, let’s say that your goal score is a 650. What Is Your Minimum Acceptable Score? Your ideal goal is 650, but let’s say that (based on your research) your minimum score is really a 620. You’d still feel comfortable applying to your schools with that score. So, first, if you do hit a 620 or higher, you are not even going to think about canceling. You’re good to go! What if you score a 610? Close enough. Keep it. 600? 580? 560…? See where I’m going with this?  At some point, the decision will switch to, “Nope, I’m going to cancel this one.” Where is that point? Consider the Worst Possible Scenario Your ideal goal is 650. Your minimum is 620. But what if you just can’t score above 590? You don’t want to take the test and score 590 and cancel, and then sign up again and get another 590 and cancel again, and then take it a third time and get a 550 because you’re so stressed out… and now you’ve taken the test three times, and you have no score on your record at all. This scenario is even more likely for those who have really high goals. If someone really wants a 730 and keeps canceling 690 scores… that person might never make it to 730. (You can reinstate your canceled scores at a later dateâ€"but you’re going to have to pay to do so. Let’s minimize your expenditure here.) Know (More) about What the Schools Want Remember how I said that MBA programs don’t really care if you take the test multiple times? For those programs, then, you don’t actually have to cancel anything. They don’t care. Just keep all your scores. I know most students won’t be totally comfortable with this. I’m going to try to change your mind, though. Anecdotally, we have heard that MBA programs, if anything, consider it a  positive  to see that you tried again. Let’s say that a school’s average is 650. You first score was a little under 650â€"say, 620 to 640. That’s probably good enough, but you decide to go for it again because you want to hit that average, if possible. This could play out in a couple of ways: â€"You score 650+. Yay! You’re at/above the average for that school! Your hard work paid off. â€"You increase your score a little but not all the way to the average. You are closer now, and you’ve signaled to the school that you were willing to try hard to succeed. They like to see that. â€"You drop below your initial score. You still keep the score to signal to the school that you were willing to keep trying. Yeah, it did drop, but so what; you still have your original (higher) score locked in. I would definitely keep the score in the first two scenarios. I also think it’s worth it to keep the score in the third scenario, but I would understand if a student didn’t feel comfortable doing so (particularly if you knew you would take the test a third time). Final Advice: To Keep or Cancel Your GMAT Scores? So all of this leads me to this: â€"If you’re applying for an MBA and you’re okay with my recommendation just to keep everything, then keep your score no matter what. â€"If that idea makes you uneasy, then keep any score that’s within 100 points of your minimum goal score. If you want a minimum score of 650, keep any score of 550 or higher. (If your ideal score is 650 but your minimum is 620, keep anything at 520 or higher.) Caveat: if your goal score is crazy high (e.g., you want a 780), keep anything within 150 points of your goal. I know, I know, a 630 isn’t anywhere near a 780. But less than 1% of the testing population hits a 780! That’s super ambitious. Be really happy if you get there, but don’t assume that anyone who just “studies enough” will get there. I Canceled, but Now I’m Thinking I Should Reinstate the Score… (or Vice Versa) As of this writing, here are the details for canceling or reinstating a score after you leave the testing center. (Note that any details, especially pricing, could change in the futureâ€"so check  mba.com  to make sure that nothing has changed.) If you keep your scores in the testing center but later decide that you want to cancel them, you have  72 hours  to do so; after that, you cannot cancel your scores. You’ll have to pay a $25 fee. If you cancel in the testing center but later decide that you want to reinstate your scores, you can do so as long as the scores are still valid (they expire after five years). This will cost you $50. It costs less to cancel after the fact, but you have a time limit of 72 hours. If you’re just not sure what to do in the testing center, I would recommend keeping the scores, then using the next day or two to think about what to do (and ask others that you trust for their opinion). Then, if you do decide to cancel, you’ll only have to pay $25 to do so. One Unusual Circumstance in Which You Actually Should Cancel This last bit won’t apply to 99.9% of people taking the test, but just in case this happens to you, read on. If you become ill or otherwise feel that you cannot finish while you are at the testing center, then a weird thing happens if you leave the test before getting to that “keep or cancel” screen at the very end. You won’t have any reported scores (since you didn’t finish), but the fact that you showed up to take the test that day will still show up on your official score report. It’s sort of an in-between case with an odd outcome. So, if this happens to you, here’s what I recommend you do. If you have to leave the testing room (maybe you feel queasy and have to go to the bathroom), do so. Just let the test keep running. If you decide, when you get back, that you can’t keep going, then click through all of the remaining questions randomly to get yourself to the end of the test. On the Keep or Cancel screen, cancel your scores. In Sum Know what your goal scores (ideal and minimum) are. Know what you want to do before you get into the testing room. (For example, tell yourself, “If I score 530 or higher, I’m keeping my score. If I score 520 or lower, I’m canceling.”) If you just can’t decide at the end, keep the scores. Know that you’ll have 72 hours to change your mind and cancel instead. Get out of the testing room, clear your mind, decide what to do, and move ahead. Share ThisTweet GMAT Blog Archive To Keep or Cancel Your GMAT Scores With regard to the GMAT, raw intellectual horsepower helps, but it is not everything.  Manhattan Prep’s  Stacey Koprince  teaches you how to perform at your best on test day by using some common sense. The GMAT offers various kinds of flexibility around your decision to keep or cancel your GMAT scoresâ€"but also some restrictions. It’s important to understand your options so that you make the best decision for you! How Does It Work? At the end of the test, you will be shown your scores (for everything except the essay), and you will then be asked whether you want to keep or cancel your GMAT scores. If you keep them, they’ll go on your official record. If you cancel them, they won’t; the school won’t see those scores, nor will the schools even know that you took the test that day. Right at that moment, you’ll have two minutes to decide whether to keep or cancel your GMAT scores. Later, you can change your mindâ€"but you’ll have to pay a fee to change the status of your scores. So let’s first talk about how to make the best decision during those first two minutes. In short, you need to have an idea of what you’d want to do before you even walk into the testing room. What Do  Your  Schools Want to See? First, what kind of program do you want? MBA programs generally care only about your highest score. Other kinds of programs, such as Ph.D. programs, may look at all your scores. So it’s important to find out how  your  schools are going to use the data. If you are applying to an MBA program, you can assume that they don’t care if you take the test multiple times. They’re just going to use your best score, and that’s that. If you are applying to a Ph.D. program or another type of Master’s program, ask the schools directly whether they care about multiple tests and, if so, how they use the multiple data points. (By the way, for any school communication, I highly recommend attending one or more of the various MBA tours that travel around the country, giving you an opportunity to meet representatives from different schools. There are a  bunch  of  different  ones, some of which are tied to specific groups of people, such as  women  or other  underrepresented groups. Ask your questions directly, make some connections, and get the ball rolling!) What Is Your Goal Score? Based on where you want to apply and how those schools use GMAT scores, you’ll come up with a goal score for yourself. Broadly speaking, you can classify the programs into one of three categories: â€"Safety. I’m almost certain to be accepted to this school. â€"Regular. I’ve got a good chance to get in, but it’s not a certainty. â€"Reach. This school is a stretch, but hey, if I don’t even apply, I definitely won’t make it, right? So I’ll give it a shot. Your GMAT goal should be above the average for your safety schools and at least at the average for your regular schools. You may not be above average for the reach schools, but you’d still ideally be within that school’s general range. For the purposes of this discussion, let’s say that your goal score is a 650. What Is Your Minimum Acceptable Score? Your ideal goal is 650, but let’s say that (based on your research) your minimum score is really a 620. You’d still feel comfortable applying to your schools with that score. So, first, if you do hit a 620 or higher, you are not even going to think about canceling. You’re good to go! What if you score a 610? Close enough. Keep it. 600? 580? 560…? See where I’m going with this?  At some point, the decision will switch to, “Nope, I’m going to cancel this one.” Where is that point? Consider the Worst Possible Scenario Your ideal goal is 650. Your minimum is 620. But what if you just can’t score above 590? You don’t want to take the test and score 590 and cancel, and then sign up again and get another 590 and cancel again, and then take it a third time and get a 550 because you’re so stressed out… and now you’ve taken the test three times, and you have no score on your record at all. This scenario is even more likely for those who have really high goals. If someone really wants a 730 and keeps canceling 690 scores… that person might never make it to 730. (You can reinstate your canceled scores at a later dateâ€"but you’re going to have to pay to do so. Let’s minimize your expenditure here.) Know (More) about What the Schools Want Remember how I said that MBA programs don’t really care if you take the test multiple times? For those programs, then, you don’t actually have to cancel anything. They don’t care. Just keep all your scores. I know most students won’t be totally comfortable with this. I’m going to try to change your mind, though. Anecdotally, we have heard that MBA programs, if anything, consider it a  positive  to see that you tried again. Let’s say that a school’s average is 650. You first score was a little under 650â€"say, 620 to 640. That’s probably good enough, but you decide to go for it again because you want to hit that average, if possible. This could play out in a couple of ways: â€"You score 650+. Yay! You’re at/above the average for that school! Your hard work paid off. â€"You increase your score a little but not all the way to the average. You are closer now, and you’ve signaled to the school that you were willing to try hard to succeed. They like to see that. â€"You drop below your initial score. You still keep the score to signal to the school that you were willing to keep trying. Yeah, it did drop, but so what; you still have your original (higher) score locked in. I would definitely keep the score in the first two scenarios. I also think it’s worth it to keep the score in the third scenario, but I would understand if a student didn’t feel comfortable doing so (particularly if you knew you would take the test a third time). Final Advice: To Keep or Cancel Your GMAT Scores? So all of this leads me to this: â€"If you’re applying for an MBA and you’re okay with my recommendation just to keep everything, then keep your score no matter what. â€"If that idea makes you uneasy, then keep any score that’s within 100 points of your minimum goal score. If you want a minimum score of 650, keep any score of 550 or higher. (If your ideal score is 650 but your minimum is 620, keep anything at 520 or higher.) Caveat: if your goal score is crazy high (e.g., you want a 780), keep anything within 150 points of your goal. I know, I know, a 630 isn’t anywhere near a 780. But less than 1% of the testing population hits a 780! That’s super ambitious. Be really happy if you get there, but don’t assume that anyone who just “studies enough” will get there. I Canceled, but Now I’m Thinking I Should Reinstate the Score… (or Vice Versa) As of this writing, here are the details for canceling or reinstating a score after you leave the testing center. (Note that any details, especially pricing, could change in the futureâ€"so check  mba.com  to make sure that nothing has changed.) If you keep your scores in the testing center but later decide that you want to cancel them, you have  72 hours  to do so; after that, you cannot cancel your scores. You’ll have to pay a $25 fee. If you cancel in the testing center but later decide that you want to reinstate your scores, you can do so as long as the scores are still valid (they expire after five years). This will cost you $50. It costs less to cancel after the fact, but you have a time limit of 72 hours. If you’re just not sure what to do in the testing center, I would recommend keeping the scores, then using the next day or two to think about what to do (and ask others that you trust for their opinion). Then, if you do decide to cancel, you’ll only have to pay $25 to do so. One Unusual Circumstance in Which You Actually Should Cancel This last bit won’t apply to 99.9% of people taking the test, but just in case this happens to you, read on. If you become ill or otherwise feel that you cannot finish while you are at the testing center, then a weird thing happens if you leave the test before getting to that “keep or cancel” screen at the very end. You won’t have any reported scores (since you didn’t finish), but the fact that you showed up to take the test that day will still show up on your official score report. It’s sort of an in-between case with an odd outcome. So, if this happens to you, here’s what I recommend you do. If you have to leave the testing room (maybe you feel queasy and have to go to the bathroom), do so. Just let the test keep running. If you decide, when you get back, that you can’t keep going, then click through all of the remaining questions randomly to get yourself to the end of the test. On the Keep or Cancel screen, cancel your scores. In Sum Know what your goal scores (ideal and minimum) are. Know what you want to do before you get into the testing room. (For example, tell yourself, “If I score 530 or higher, I’m keeping my score. If I score 520 or lower, I’m canceling.”) If you just can’t decide at the end, keep the scores. Know that you’ll have 72 hours to change your mind and cancel instead. Get out of the testing room, clear your mind, decide what to do, and move ahead. Share ThisTweet GMAT

Art Is A Reflective Mirror - 1945 Words

No one can disagree that Art is a reflective mirror, which helps to reveal most of the history events, culture, political circumstances, contemporary social issues and religion. Art is also a personal representative of the artist or it can be a product of human activities. Besides, Art is known as the creation of images and objects in a variety of forms and visual elements following by its concept. So, Is the concept of Art being relevant not only in the Art world but also in education and our society?. Does culture affect the ideas of art and become certain parts of the concept?. Concept of Art is the artist’s intention and messages that have been conveyed and transferred to the audience through the artwork. Artists themselves are seemed subconsciously affected by the culture of their birthplace or by the place they are living in. Roots of history, culture and political economy nourish the art. Rudolf Arnheim states that: The arts, as a reflection of human existence at its highest, have always and spontaneously lived up to this demand of plenitude. No mature style of art in any culture has ever been simple . By choosing Asian countries as an example of art that was influenced by history, Vietnam- my birthplace with its art is the one that was heavily affected by its own history of wars. â€Å"Painting is an instrument of war†, said Pablo Picasso; according to the visual art heritage from various foreign cultures during the twentieth century, Vietnam Art has become unique andShow MoreRelatedReflective Essay1508 Words   |  7 PagesIntroduction People often spend at least few minutes every day before the mirror. Why do you stand before a mirror? What do you see when you look at the mirror? You, right? Technically speaking we stand before a mirror to analyze ourselves by looking at our own reflection in the mirror. The same can be said about the reflective compositions. 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The Merger Of Daimler Benz And Chrysler Finance Essay - Free Essay Example

Sample details Pages: 7 Words: 2184 Downloads: 1 Date added: 2017/06/26 Category Finance Essay Type Research paper Did you like this example? 1 INTRODUCTION Both mergers and acquisitions are attempts from companies just in order to combine their strengths so to achieve synergistic benefits. Two companies combine to form a new company in a merger. In an acquisition, one company takes over the other in terms of ownership or management. Don’t waste time! Our writers will create an original "The Merger Of Daimler Benz And Chrysler Finance Essay" essay for you Create order Mergers and acquisitions can create economies of scale, in which costs of similar functions can be reduced. Cost per unit of output can reduce as well with increased output bringing down the cost per unit to be produced. Investors are happy with the notion that the merger or acquisition will give the company added strength and benefits. One plus one makes three: this equation is the special alchemy of a merger or acquisition. The key behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies a main reasoning behind MA. This rationale is particularly alluring to companies when times are tough. Companies that are strong will act to buy other companies to create a more competitive, cost-efficient company. The companies that will come together hope to gain a greater market share or achieve greater efficiency. These are the potential benefits, because of which target companies will often agree to be purchased when they know they cannot survive alone. https://www.investopedia.com/university/mergers/ In todays challenging business environment, companies must continuously acquire knowledge and expertise, gain new product and service capabilities, and expand market share in order to attain a critical mass in an increasingly competitive and volatile economy. A number of companies are turning to mergers and acquisitions (MAs) to help achieve these objectives. Determining whether to purchase another business, or to merge to form a large and perhaps quite different company, is one of the most important decisions and management is called upon to make. The right acquisition at the right time can be a shortcut to expansion, increased profitability, and a new direction for the business. With a single act, the acquiring company may accomplish growth which would have been impossible or which, at the very least, would otherwise have taken many years of investment and hard work. However, a bad decision can be fatal, often stretching the acquirers financial, managerial and other resources beyond their capacity, causing the entire structure to fail. An acquisition decision is, therefore of extreme importance. Even if growth through acquisition or merger is a good idea, choosing the right acquisition candidate and completing the acquisition process are difficult and risky steps. Most acquirers evaluate numerous potential acquisition candidates for each transaction they actually consummate in order to be successful (Joseph M Morris, 1998). For many companies, the acquisition itself is the easy part; the more difficult task is to successfully integrate the newly acquired company within the organization. Beyond the tactical aspects of determining which employees will now report to whom and which facilities will remain open and which will close, a merger or acquisition involves integrating more strategic aspects, one of the most imp ortant of which is the creation of a corporate culture (Jossey Bass, 1998). From nineteen ninety onwards there is an increasing trend of mergers and acquisitions. Due to globalization it has also encouraged cross border mergers. This report looks at the merger in an automobile company, Daimler-Benz with Chrysler, which took place in 1998. 1.1 DAIMLER-BENZ AND CHRYSLER: THE MERGER On May 7, 1998, Daimler Benz and Chrysler announced their merger agreement, in a $48 billion share-for-share exchange affected with a new global registered share facility with a new name DaimlerChrysler (DCX). The merger became effective in November 1998 and on the 17th of that month, through a business combination of Daimler Benz and Chrysler to create a global, diversified manufacturer and distributor of automobiles, diesel engines, aircraft, helicopters, space and defense systems and other products and services. The DaimlerChrysler AG Global Registered Shares (GRS) simultaneously began trading on twenty-one markets around the world, including Frankfurt and New York. The shares are traded, quoted and settled in U.S. Deutschmarks or Euros in Frankfurt and dollars in New York. Daimler shareholders got about 55% of the new company and Chrysler shareholders got about 45% because Daimlers market capitalization was greater than Chryslers. (G. Andrew, 2003) 1.2 COMPANY BACKGROUND: DAIMLER-BENZ Daimler Benz was founded in 1895 in Stuttgart, Germany, and by the 1980s; it had become one of its largest industrial companies with 1997 revenues of DM 124 billion. Its market capitalization was $36 billion on December 31, 1997 and net sales were over $68 billion. The company had over 550,000 shareholders with its shares distributed across 14 stock exchanges around the world, including the New York Stock Exchange (NYSE) as ADRs since 1993 ( Radebaugh, Gebhardt and Gray 1995). Daimler-Benz and its consolidated subsidiaries operated in four business segments: Automotive (Passenger Cars and Commercial Vehicles), Aerospace, Services and Directly Managed Businesses World scope Database Global Researcher (Update 36, April 1999). Daimler-Benz was primarily active in Europe, North and South America and Japan. In 1997, approximately 33% of Daimler-Benz revenues was derived from sales in Germany, 25% from sales in other member states of the European Union and 21% from sales in United States and Canada. 1.3 COMPANY BACKGROUND: CHRYSLER Chrysler was incorporated under the laws of the State of Delaware on March 4, 1986, and is a surviving corporation following merger with number of its operating subsidiaries, including a predecessor corporation which was originally incorporated in 1925. Net sale in 1997 was $61 billion, and its market capitalization was $23 billion on December 31, 1997. 135,000 shareholders held the shares worldwide and its shares were traded worldwide, including Frankfurt, Berlin and Munich in Germany. Chrysler and its consolidated subsidiaries operated in two principal industry segments: Automotive Operations and Financial Services. Automotive Operations included the research, design, manufacture, assembly and sale of cars, trucks and related parts and accessories. Substantially all of Chryslers automotive products were marketed through retail dealerships, most of which were privately owned and financed. Financial Services included the operations of Chrysler Financial Corporation and its co nsolidated subsidiaries, which were engaged principally in providing consumer and dealer automotive financing for Chryslers products. Chrysler was manufacturing, assembling and selling cars and trucks under the brand names Chrysler, Dodge, Plymouth and Jeep, and related automotive parts and accessories, primarily in the United States, Canada and Mexico. Chrysler was producing trucks in pickup, sport-utility and van/wagon models, which constituted the largest segments of the truck market. In 1997, although most of its vehicles were selling in North America, but it also participated in other international markets through its wholly owned subsidiaries in Argentina, Brazil, Venezuela, Taiwan, Korea, Japan, Thailand, Egypt, Austria, Italy, France, Belgium, the Netherlands and Germany, a joint venture in Austria, and through minority-owned affiliates located in china and Egypt. 1.4 REASONS FOR DAIMLER CHRYSLER MERGER: Jurgen Schrempp, the CEO of Daimler-Benz touted the merger between Daimler-Benz and Chrysler as being a merger of equals (Gibney,Frank Jr,1999). It was the largest industrial merger in history and was being analyzed by the world to see if the Germans and Americans could regain their global prominence and compete more effectively with the Japanese. At the time of the merger, Chrysler was the most profitable of the Big Three U.S. automakers (Pfeffer,Jeffrey, 2003) The merger was motivated by the following reasons. One, Chrysler wanted to re-enter the European market with a strong position. Two, there was too much U.S. manufacturing capacity with a large number of smaller plants and it was estimated that the merger would force some these plants out of business. One of Jurgen Schrempp long-term goals after merging with Chrysler was to strengthen the companies position in the growing Asian market. Integrating some of the lean and flexible ways of Chrysler into the traditi onal, engineering- driven Daimler-Benz culture was seen as a major benefit of the merger. Chrysler was known for its approach, where speed and ingenuity were prized. Teams of engineers, designers, production and marketing people were organized around common platforms. Freed from corporate bureaucracy they could produce imaginative designs quicker and much more efficiently. On the other hand, Chrysler could use some of the German self-discipline and engineering and quality focus. One of the real benefits to us is instilling some discipline that we knew we needed, but werent able to inflict on ourselves, said a Chrysler executive (Daimler Chrysler Crunch Time,September, 1999). 1.5 EARLY ATTEMPTS AT MERGERS: Daimler-Benz Edzard Reuter, the previous Daimler-Benz Chairman, had pursued the vision of an integrated technology concern. Under his leadership the company had expanded into financial services, the aircraft industry (Fokker, Dornier), a large conglomerate itself (household goods, automation technology, office automation and railway equipment). When Schrempp took over in May 1995, financial performance of the company had seriously declined. Taking shareholder value management to heart, his first task was to rationalize and streamline the Groups non-auto businesses. At the same time, he pushed forward several new projects in the car business. In preparation for a major change of strategic direction Schrempp had Daimler-Benz adopt US GAAP accounting principles and listed the company on the New York Stock Exchange. Furthermore, he reorganized Daimler-Benz into a holding company, thereby providing the structural conditions for merging with a large player. However, groundwork for possible acqu isitions and mergers had already been laid in the early 1990s before Schrempp had become Chairman of Daimler-Benz. Mercedes-Benz executives feared that their traditional upscale car range was reaching the limits of its market potential. Studies completed at that time indicated that Mercedes-Benz, which had sold just above 500,000 cars in 1993, would never be able to grow beyond sales of one million units annually. The companys traditional markets were mature and its Mercedes-Benz brand cost too much for customers in developing countries. Maintaining the premium status of the brand entailed restricted expansion. This could mean that the company might lose its competitive strengths in new technologies. Suppliers no longer wanted to grant Daimler-Benz the exclusive use of breakthroughs like intelligent cruise control systems for more than a few months. They instead preferred to get their money back faster by selling the latest technology to bigger producers such as Volkswagen or Genera l Motors. 1.6 Chrysler Chrysler made an impressive comeback from near-bankruptcy in the late 1970s. A special Federal Loan Guarantee Program supported by the U.S. government rescued it. In the early 1980s the company reinvented itself by streamlining its manufacturing operations. It reduced the white-collar force by half and the blue-collar force by a quarter. Furthermore, drastic price cuts for parts and services were negotiated establishing Chrysler as the industry benchmark standard for buying parts and components. Before the merger Chrysler was more profitable than Daimler-Benz earning $ 2.8 billion in 1997 on $ 61 billion in sales, whilst Daimler-Benz had earned $ 1.8 billion on $ 69 billion in sales. In 1987, the company acquired Renaults U.S. car operations, American Motors. An attempt to merge with Fiat failed in 1990, as did a hostile takeover bid by billionaire investor Kirk Kerkorian. In 1995 Chrysler and Daimler-Benz held talks about how to jointly expand their position in the Asian grow th market. As these talks did not come to any conclusions, Chrysler developed its Lone Star strategy, a low investment growth approach to foreign markets. Rather than build factories abroad the company would try to export cars that it produced in North America. But Chrysler discovered that it was too thinly staffed to deploy the managers needed around the world to speed up such sales. At the same time Chrysler was feeling the pressure from the demands of advanced technology. RD cost Chrysler more than its U.S. competitors because it made fewer vehicles over which to spread the cost. 1.7 PROBLEM STATEMENT The concept of merger and acquisition is very in today as most of the companies and sectors are performing it. Daimler Benz and Chrysler the automobile giants merged to form Daimler Chrysler. The researcher is keen to study post merger analysis and the problems faced as consequence of the merger. 1.8 RESEARCH QUESTIONS What was the post merger analysis of the merger? What were the problems faced as the result of the merger? 1.9 SIGNIFICANCE I was unable to locate any work done on mergers and acquisitions in automobile industry thats combined together. This research will be conducted considering the aspect of mergers and acquisitions in an automobile industry between Daimler Benz and Chrysler. 1.10 SCOPE OF STUDY The scope of the study is to evaluate the Daimler Chrysler merger. The research will focus on Daimler Benz and Chrysler the biggest giant in auto mobile industry. The research aim to analyze the post merger analysis and the problems faced as consequence of the merger 1.11 OBJECTIVES A clear and well developed objective makes all tasks easy. Since this research deals with the merger and acquisition in automobile industry between Daimler Benz and Chrysler, the objective of this study is as under: The objective is to study is: Post merger analysis Synergies and economy of scale Post merger business model Stock price before and after the merger Integration of accounting procedure Comparing market share of Daimler Chrysler with its competitors Problems faced as the consequence of merger Top management layoffs Coordination problems Communication problems Cultural conflicts merger Decline in stock prices after merger Decline in sale in Chrysler division.

Social Security - 2346 Words

Social Security at 80: Time to Retire? or Revise In 2015, America’s Social Security System turns 80 years old. The original act was a landmark bill, as it was the establishment of America’s safety net. The promise of the act was to ensure that America’s retirees would have some protection from poverty. Since the Social Security Act of 1935 was passed, the social safety net has been expanded to cover additional groups and classes of people. The most important additional programs established being MediCare and MedicAid. After years of running a surplus, Social Security has reached an inflection point. At the current rate of drawdown, the trust fund will run dry, and Social Security will begin to operate as a pay-as-you-go program,†¦show more content†¦This act created Medicare Part D which was the introduction of prescription drug coverage. Since 1965, prescription drugs have become more common but were excluded from the original 1965 act. The law was meant to address the increa sing dependency of elderly on prescription drugs to manage chronic illnesses. Unlike the Veteran’s Affairs prescription drug benefit plan, the MMA does not allow the federal government to negotiate drugs prices. This has become a contentious point because the same drug can cost the VA 50% than the same drug under Medicare. Demographic Issues Affecting Social Security, Medicare and Medicaid The overriding issue facing Social Security, Medicare and Medicaid is the changing of America’s demographic makeup. Shortly after the close of the Second World War, the U.S. saw a dramatic rise in fertility, called the Baby Boom generation. The sharp rise and following fall of U.S. fertility produced what is often called a demographic dividend. The demographic dividend provided by these workers coincided with an era of unparalleled economic growth for the United States and the rest of the world. But the demographic dividend provided by the Baby Boomers is coming to an end. Beginning in 2011, the Baby Boomers began to retire and the aged dependency ratio is set to markedly increase. The Social Security Administration estimate that the U.S. aged dependency ratio will rise to 35% in 2030 from the 2010Show MoreRelatedSocial Security999 Words   |  4 PagesSocial Security History, Current Structure and Calculatio n of Benefits The Social Security Act was implemented in 1935, after the stock market crash had wiped out the savings of millions of Americans, the nation reached out to their president to guarantee the elderly a decent income. The original Act provides retirement benefits payable to a person 65 years and older who were no longer working. 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System Analysis of Headspace for NSW- myassignmenthelp.com

Question: Discuss about theSystem Analysis of Headspace for NSW. Answer: Introduction Headspace is a mental health organization that wok with young people from age 12 to 25 those who mainly suffers from anxiety and depression. These are the most common health problems that the youth faces in NSW. Youth commits suicide in NSW from the age group 16 to 25. The youths have to see multiple doctors and professionals for their help (Abolfazli et al., 2014). The problem arises in Headspace in this area that each time the youths shifts their professionals, they have to repeat their story each and every time. Saying the same thing several times, the youth summarizes their problems which make treatment difficult for the professionals. Youths are admitted in the ED (Emergency Department) of the hospital. There is no such system that gives notice to the case workers of the Headspace about the release of the patients. The youths cannot get any type of help from the case workers of the Headspace after their release. For this issue that has arrived in Headspace, a cloud solution is p roposed. The solution that is cloud based provides a solution to the Headspace with all the issues related to data security and data ownership of the Headspace, youth that comes for treatment, to the Emergency Department and the case workers. This report gives a detailed structure that is needed by Headspace related to cloud solution. The non-functional requirements that are needed for the system is clearly stated which includes the use of FURPS+ aspect of the non-functional aspect. The details of the cloud based solution are given stating its advantages as well as disadvantages of using cloud solution in Headspace. Lastly an SDLC approach is described briefly stating the advantages and the disadvantages of predictive and adaptive methods of SDLC. Non-functional Requirements of Headspace The requirements that are needed by Headspace to solve the different attributes of the cloud based system are known as the non functional requirements of Headspace (Awan, Malik Javed, 2015). All the critical qualities of the cloud based system are recognized by the non-functional requirements. The non-functional requirements of system are FURPS+. FURPS+ stands for functionality, usability, reliability, performance and the last is the security. The requirements are important to a system of the Headspace. FURPS+ technique is explained in as follows: Functionality: The Functionality defines the feature of a product that is considered as the most common among all the features (Mijumbi et al., 2016). The functionality requirements are mostly technical oriented which includes printing, auditing, system management, mail, licensing, workflow and security. Usability: The issues that are related with the users are involved in usability of the FURPS+ technique. The issues are related with the user to start the system, look at all the requirements and also capture the system (Rahimi et al., 2014). The non-functional requirements of the cloud system are ensured by the usability factor of FURPS+. Reliability: Reliability ensures availability, accuracy and also recoverability. The dependency on the recovery and the computations are the main factors that are related with the system which protects the system from being shut down. Performance: The information all through the cloud system that are performed and the total time taken by the cloud system is calculated in the performance technique (Penzenstadler et al, 2014). The recovery time that is required for the system to recovery is also calculated in performance. Security: The last technique of the non-functional requirement of FURPS+ is the security. The security is the main factor for Headspace because it needs to keep all the data that are stored confidentially. The data that are kept in the record of Headspace are all highly sensitive as well as confidential (Stoica, Mircea Ghilic-Micu, 2013). The security provides a guard for all the data that are stored in the cloud from unauthorized access. The + sign of FURPS+ describes some particular constraints. This includes interface of the system, physical constraints, the design constraints of the system and also the implementation constraints of the system. Functional Requirements and Non-functional Requirements of Headspace Functional Requirements- The doing of all the services in a system are mainly specified in the functional requirement. To satisfy and maintain the fundamental reasons for existence, the actions that are performed by service comes under the functional requirement. The fundamental activities that are required in functional requirements are manipulating the data and also computing all the data (Balaji Murugaiyan, 2014). The functionality service is not changed by the functional requirements irrespective of all the other properties that are associated with them. The functional requirements that involved in a cloud system area s follows- authorization level, cancellations and the adjustments, transaction corrections, historical data, administrative functions, certification requirements, business rules, requirements that are legal and regulatory, external interfaces, reporting requirements, audit tracking and authentication. The most common example of functional requirement is sending of email when new registration is done by the customers or a customer sign in to their account. Non-functional Requirements- The properties that are possessed by services comes under the non-functional requirements of the cloud system (Chung et al., 2012). All the qualities and the characteristics that are needed to make the cloud service fast, attractive, reliable and usable are the properties of non-functional requirements. In non-functional requirement, fundamental activities such as manipulation of data and computation of data are not at all required in the system. The non-functional requirement of cloud service is made easy and secured for using by adding different functionality. The limit of functionality is kept on the system in non-functional requirements and the behavior is also elaborated in this requirement. The functions of non-functional requirements that are involved in the cloud system are: capacity, reliability, scalability, maintainability, regulatory, interoperability, usability, manageability, security, performance of response time, utilization, static volume tric, availability, serviceability, data integrity, recoverability and data integrity (Galibus Vissia, 2015). All the attributes and the characteristics of the cloud system are mentioned so that all the users accessing that database are aware of the changed updated data. Solution based on cloud Advantages of Cloud Environment- The following are the advantages of cloud environment. Usability- The cloud storage services are taken care of in usability in folders of desktop of personal computers and MAC books (Tuteja Dubey, 2012). This gives all users the facility of dragging and dropping all files they want to store in the local storage. Accessibility- All the files that are stored in the cloud should be enabled to be accessed by the users through the internet from any place the user wants to access. Recovery- There is a high backup plan for the services that are provided by the cloud system. Backup plan is an essential part of any kind of business in case there exists some data breach or some data loss from the organization. All the files that are stored in the cloud keep a copy of those as a backup in case any tragedy happens with the user. Saves the cost- The operational cost of cloud storage that is used by organizations and the businesses are needed annually (Rittinghouse Ransome, 2016). The cost that is actually needed to store data in cloud is calculated as per GB. It costs 3 cents for a single GB to store in the cloud. Disadvantages of Cloud Environment- The disadvantage of cloud environment are as follows. Usability- The feature of dragging and dropping are provides a disadvantage as well for the cloud system. The user those who are adopting the method of drag and drop have to be careful about the method (Kulkarni et al., 2012). Copying and pasting is not allowed in this process. Accessibility- The disadvantage arrives with accessibility because the cloud system is not accessible without internet. The user cannot access the files that are stored in the cloud without internet. Data Security- Most of the time, the security to all the data that are stored in the system are not secured efficiently by cloud system (Li et al., 2013). The privacy of the information is not taken care of as in other system like cloud. Software- Another disadvantage is that the systems which have the installed software for using cloud can only get access to the files and data that are stored in the system. If the system does not have the software installed, the files are not at all accessible. Headspace deals with all the types of data that are very sensitive and are to be kept confidential. A cloud system is implemented in Headspace to keep all the data secured and safe. Some processes are to be followed to store the data in cloud system. Firstly the agreement those are provided by the cloud providers are to be read properly by Headspace. In case there is any data breach in Headspace, the cloud is able to give a security and keep a backup to all the information that is stored in the system. Some of the cloud services that is recommended for Headspace are Spideroak and the other is Wuala. SDLC Approach Predictive Approach Advantages- The model of predictive approach is very easy to implement and very simple to understand the method and implement them. The predictive approach is very easy to manage because the model is very rigid. The processes and the phases that are involved in the predictive approach are all completed at one time which does not create overlapping of the phases. The advantage of predictive approach is that it works well with smaller projects which enable the requirement to understand well. Disadvantages- The disadvantage predictive approach is that if the user proceeds with the method once, then the user feels difficult to go back if the processes reach to its testing stage. The projects that are done with this method are mostly very complex and are object oriented (AlZain et al., 2012). This model provides high uncertainty and also is risky to be carried out. The main disadvantage of predictive approach is that they do not work with a project that runs long. Adaptive Approach Advantages of adaptive model- The functions that are involved in the adaptive model can be developed early before implementing the process. The results that come from this method can also be predicted before the completion of the project. Planning process is done for this adaptive method. Disadvantages of adaptive model- The adaptive method requires many processes which prove a disadvantage of this model. Managing the adaptive method is very difficult as it deals with big projects and methods. For defining the increments, the complete system are to be defined beforehand which is very difficult. Conclusion Headspace can use the SDLC Adaptive method for completing their processes because the functions that are involved in the adaptive model can be developed early before implementing the process. The results that come from this method can also be predicted before the completion of the project. Planning process is done for this adaptive method. The requirements that are needed by Headspace to solve the different attributes of the cloud based system are known as the non functional requirements of Headspace. All the critical qualities of the cloud based system are recognized by the non-functional requirements. Headspace deals with all the types of data that are very sensitive and are to be kept confidential. A cloud system is implemented in Headspace to keep all the data secured and safe. Some processes are to be followed to store the data in cloud system. References Abolfazli, S., Sanaei, Z., Ahmed, E., Gani, A., Buyya, R. (2014). 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Mobile cloud computing: A survey, state of art and future directions.Mobile Networks and Applications,19(2), 133-143. Rittinghouse, J. W., Ransome, J. F. (2016). Cloud computing: implementation, management, and security. CRC press. Stoica, M., Mircea, M., Ghilic-Micu, B. (2013). Software development: Agile vs. traditional.Informatica Economica,17(4), 64. Tuteja, M., Dubey, G. (2012). A research study on importance of testing and quality assurance in software development life cycle (SDLC) models. International Journal of Soft Computing and Engineering (IJSCE), 2(3), 251-257