IT Skills For Finance Professionals Assignment Example | Topics and Well Written Essays - 1000 words

IT Skills For Finance Professionals - Assignment Example There are certain items that are not included in the cash budget although they used in the calculation of profits. They include deprecation and other expenses which do not include the movement of cash. The table below shows the cash budget for Classic Footballs Ltd. Calculations relating to this budget are shown in the appendix. Cash Budget for Classic Footballs Ltd for the Six Months Ending June 30, 2013    January February March April May June Total    ? ? ? ? ? ? ? Cash balance at beginning 0 50238 204198 426382 1046994 1762739 0 Add receipts:                      Issue of shares 52500                52500 Grant       350,000 350000 350000 350000 1400000 Loan- Welch Dev Co.    100,000             100000 Cash sales 175000 192500 210000 227500 271250 253750 1330000 Credit sales 302400 542640 593880 645120 741720 763980 3589740 Interest income    1457 5922 12365 30363 51119 101226 Total cash available 529900 886835 1364000 1661367 2440327 3 181589 10064018                         Deduct disbursements                      Machine    22000 22000 22000       66000 Sundry fixtures and fittings       18000          18000 Payment for Office Premises 100000 150000 100000          350000 Payment for Raw Materials 53249 112854 123498 134989 152425 159145 736161 Payment for Labour 190000 209000 228000 247000 294500 275500 1444000 Payment for Variable Overheads 67200 118720 129920 141120 162400 166880 786240 Rent and rates 68263 68262.9 68262.9 68262.9 68262.9 68262.9 409577.1 Light and Power       230387       230387 460774.3 Delivery Van 950    17550          18500 Audi          1000       1000 Advertising    1800             1800 Total disbursements 479662 682637 937618 614372 677588 900175 4292052                         Excess/(deficiency) 50238 204198 426382 1046994 1762739 2281414 2281414                         Financing:                      Overdraft 0 0 0 0 0 0 0 Repayment 0 0 0 0 0 0 0 Interest on overdraft 0 0 0 0 0 0 0 standard charge for exceeding O/D limit 0 0 0 0 0 0 0 Total effects of financing 0 0 0 0 0 0 0                         Cash balance at end 50238 204198 426382 1046994 1762739 2281414 2281414 The cash budget indicates that Classic Football Ltd will have excess funds available at the end of each of the first six months. The schedule indicates that the cash balance for the first month is ?50,238 and that the receipt from the share issue (?52,500) has contributed significantly to the positive cash balance. If the enterprise grant is received as scheduled, it is expected to contribute significantly to cash inflows and along with continuing growth in sales could place the company in a comfortable cash position. Therefore, the company does not need to use the overdraft that is available in those months. However, this cash should not be al lowed to lie idle. It should be invested in order to earn additional income for the company. This could help set off interest cost and other charges which are expected from future overdraft that may become necessary if sales continue to fall. Part 2 In some months Classic Football Ltd will have a large overdraft balance. This is expected sometime after the full amount of the grant has been received. There are a number of ways that the company could restructure its activities. Some payments could be made earlier in the months that are expected to have high levels of surplus cash. This will be best if the income to be received on any investment of excess cash is higher than the interest charges on overdraft balances. In order to deal with an overdraft balance the company could consider negotiating more favourable payment terms with suppliers. It could also seek to forego discounts on early payment to suppliers by paying at the end of the credit period since the discount that

Beers Critical Path Method

Beers Critical Path Method Beers Critical Path Method Introduction Background: This essay analyzes the transformation of a business-unit (Alpha) of a large public sector undertaking (PSU) company Beta. Alpha was set up with an intention of manufacturing x product for y market. Until December 2003, the primary mission of Alpha of about 900 people was the development, support and maintenance of product x, which was developed and implemented using sequential development method (App-2). The clumsy nature of the employed process and bureaucratic structure of the company was resulting into consistent delays into deliveries of low quality and over budgeted products. The unit had not been able to produce cost-competitive product with high-quality. It had been running without making profit for last three consecutive years. In 2004, newly elected governments inclination towards disinvestment of underperforming PSUs forced Beta to mull over the rationalization of its underperforming business-unit. Consistent pressure from the competitive market and senior managers from head-quarter (HQ) inevitably forced head of Alpha to revisit the units structure and processes. It was decided to come up with design and development of product with superior quality and cost competitiveness within a limited budget and time (i.e. Eighteen months). Revisit to the existing process and structure highlighted the major problems, which were due to lack of coordination and participation among functions in addition to sequential product-development methodology. Consequently, management decided to change the existing structure, and adopt concurrent engineering methodology (App-3) to produce x moving forward. Change Analysis Nature and type of change: Nature of change at Alpha can be analyzed by applying TROPICS test (Paton McCalman, 2008). Based on analysis, this change can be located at the Flexi/Grey area of change spectrum. Although time scales, control and sources factors are identified hard, but as a whole, change is inclined more towards soft end of the spectrum. Problem at Alpha can be considered messy as it involves soft complexities due to the introduction of a new working model and process method (Open university, 1985, cited in Senior Fleming, 2006). TROPICS Test (Modeled on source: Paton McCalman, 2008) Dimensions of the change CCP (Content, Context and Process) model (Pettigrew Whipp, 1991), widely used in organizational change analysis, can be applied in this case to understand the changes at Alpha. Although this model was originally developed to analyze private sector organization but later on, its application was extended to other fields and sectors (Pettigrew et al., 1992). Overall framework focuses on what (content), why (context) and how (process) dimensions of the organization change. CCP Framework (Modeled on source: Pettigrew Whipp, 1991) Context (Why): Traditionally, PSUs are considered to have bureaucratic culture (bureaucratic organization-structure and process culture) (Deal Kennedy, 2002). Such culture is generally hierarchy-driven, procedural, regulated, ordered, cautious, and power orientated (Wallach, 1983). The purpose of bureaucracy is to restrict individuals capacity exerting control over decision-making processes and activities (McHugh Bennett, 1999). According to Hofstede (2003), bureaucratic structure is based on rigid rules and processes, and competencies tied to the positions; where employees are accustomed to systemic but precise way of working, which operates on ‘one person, one job basis and require high degree of job specialization. Therefore, business knowledge and skills are owned by individuals; this makes knowledge sharing very problematic. De Long Fahey (2000) argue that the organization culture plays vital role in determining the people and specific business knowledge relationship. Alpha had been facing similar issues; due to the bureaucratic culture, decision-making was traditionally made at the top without much coordination with and participation of functions. Sequential-development approach used is linear in nature, which does not provide tangible results and product visibility until the product development lifecycle end (Martin, 1991; McConnell, 1996). Lack of individuals participation and knowledge sharing, conflict of authorities in conjunction with slow decision-making speed and cumbersome sequential nature of the product development used to induce significant delays in product delivery and implementation, causing low product-quality and high cost-per-product. Fig- can be used to show cause of realized changes using multiple-cause diagram. Multiple-Cause diagram (Modeled on source: Paton McCalman, 2008) Primary drivers for change can be identified by using a classical change management tool, Force-field analysis (Lewin, 1947). Main purpose for using this tool is to understand context (driving forces) and content (objective, goal, and restraining forces) and determine the process (ways to enhance positive factors and lessen negative factors) (Giardino et al., 1994). This tool confirms the nature and type of change at Alpha confirms, analyzed by TRPOICS test. The primary restraining forces indicate that most of the barriers to change involved soft aspects, such as senior management, existing culture and employee related barriers. Field force analysis (Modeled on source: Lewin, 1947) Content (What): Existing situation at Alpha was not conducive for proposed concurrent development approach either. This approach follows iterative process, which calls for authoritative and speedy decision-making activities along with team culture (Cockburn, 2002). However, bureaucracy structure hinders speed (Martin, 1991) and is not suitable for highly dynamic and complex business processes (Carnall, 2003). Crozier (1964, cited in Hughes, 2003) feels that static working patterns and fixed procedures are not beneficial in a dynamic and volatile business environment. Hence Alpha not only required change in product-development process but also to organization structure. Process (How): Changes at unit were managed and implemented using Beer et al.s (1990) critical path to corporate renewal. This six-step planned-change model needs to be executed in sequence to achieve a successful change. The critical path process in the present case was led by unit head with a middle management team. 1. Mobilize commitment to change through joint diagnosis of business problem: Prior to any effective change effort, it is important to have business problem clearly defined . Management should help people in developing a shared diagnosis of the problem (Beer et al., 1990) and realizing the need for change in existing status quo (Richardson Varkoi, 2003). Kotter (1996) describes the need for a powerful guiding coalition with involvement of key members of the organization. The number of such key members can be small to start with, and can gradually be increased as project gains momentum (Borjesson Mathiassen, 2003). At Alpha, initial step taken by the unit head to review the business broadly. Sticking to Lippits ‘golden rule (1959), an external consultant with his assistant was brought in to lead the change, and to develop the guidelines for the change management. External consultant was allowed to form a coalition-team with a senior researcher, five managers from various functions and six key expert employees from units production-department. Team together investigated existing and past product performances, results and artifacts. In order to analyze problems effectively, they also visited and observed many successful manufacturing companies. Through the analysis of their observations, customer satisfaction surveys and previous performance data, team formed a common understanding of the problem. Team recognized the flaw in the existing product methodology and lack of shared knowledge among employees due to which there were consistent and significant delays in product-delivery with poor p roduct-quality. They came up with two page fact sheet to support their analysis. At this point, team began to realize the need for an alternative organization model and development methodology. 2. Develop a shared vision of how to organize and manage for competitiveness: Once a problem is analyzed, coalition should align employees core tasks with vision of the organization, and lead them towards a task-aligned vision with redefining employees roles and responsibilities (Beer et. al, 1990). Objective of such new arrangements is to have better information-flow coordination pattern across all cross-functional departments. Moreover, these arrangements do not encounter much resistance as they do not cause any formal changes in systems and structure such as compensation or titles (Beer et. al, 1990). However, communications is essential to achieve such arrangement (Jones et al., 2004). Developing vision and strategy is generally a messy and time consuming process that results into guidance for future, which is feasible, desirable, flexible, and focused (Kotter, 1996). In order to develop vision, team executed future workshop to focus on democratic and creative idea generation from the participants. Future Workshops, a user-driven and participatory design technique, is used to help participants play an important role in designing vision for future, by actualizing a common problematic-situation (Greenbaum Kyng, 1991). This workshop is normally conducted in three phases: critique, visionary and realization phase (Jungk Mullert, 1986). The participants, at Alpha, consisted of management team and carefully chosen key employees. In critique phase, participants formulated their critical views regarding existing shared values and working procedures. At the end of this phase, participants were asked to prioritize the most important issues considered the barriers for the u nits development. In visionary phase, participants formulated the visions for units future direction, which brought in new suggestions and ideas for business activities improvement. In realization phase, participants identified actions to realize the visions most effectively as a response to critical issues. Relevant inputs gathered from participants of this process can be utilized while preparing overall change implementation plan (Jones et al., 2004). Based on cost-benefit analysis, future workshop and two-page factsheets, team carried out a SWOT analysis and developed a new organization model (refer fig-), along with a new methodology, concurrent development method, for product development and implementation. Intention of new model was to eliminate hierarchal and functional barriers to information sharing; whereas to adopt new product development approach to avoid delays and improve quality along with cost-competiveness of the product. Such organization-level changes do need an adequate support from senior management (Small Downey, 2001). therefore proposal of these changes was proposed to senior management team at HQ. While they were delighted to notice units pro-active and positive steps, they were not convinced with the new approach to resolve the critical issue as existing approach was working very well for rest of the organization. Eventually after few rounds of discussions, they got ready to lend their support and approved the proposal, despite their reservations. New organization model (Cross-functional Teams with their respective responsibility area) 3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along. Beer et al. (1990) feels that just simply helping employees develop a new vision is insufficient to make change successful. Employees need to understand the positive impact of new structure and approach to be committed to that vision. Therefore, it is vital to share and communicate the vision to employees in overcoming resistance to change and developing required competencies to make new organization work. Change process can be successful only when there are clear, concise and realistic change-plan and implementation-plan in place; otherwise process runs at risk of adding further resistance to change (Mathiassen et al., 2005). In order to communicate the vision to all employees, a conference with presentation and discussion was held. Senior management team from HQ along with all the employees, were in attendance. The change-plan with new structure and methodology, and implementation-plan with goals, objective, risks and mitigation plans, training plans, and milestone and measurement plans were also presented. Presence of senior management in the conference boosted the morale and confidence of units management team. Subsequently, internal meetings took place and goals, strategy and vision were circulated. Once new roles and responsibilities are defined, people need to foster the skills to make the new arrangement work. In fact, changes in the relationships due to these new roles, responsibilities will push people towards learning, and foster new attitudes and skills. Changed coordination pattern also increases sharing of information, employee collaboration and participation; this, in turn, reduces resistance level which arises as a result of incorrect information and rumours (Kotter Schlesinger, 1979). Team took the help of human resource team, not only to make sure employees were clear about the changes, and their roles and responsibilities but also to understand the required skills and trainings for the employees. Required trainings were imparted to employees to develop their skills. Beer et al. (1990) advocate replacing those managers who despite all the support and guidance do not want to or cannot change in order to function in new setup. Having said that such decisions can sometimes backfire as not only there is a threat of losing valuable skills and knowledge but also it can make other employees demoralized, that can hamper the change progress. Introduction of new model and development approach caused restructuring resulting into redundancy of staff in small number. Uncertainty created by the situation also made few employees depart during the transition process. Few managers and employees were replaced and few were given promotion. Few key employees including managers, who were very much accustomed to past bureaucratic culture could not find the new working model and culture suitable for them and subsequently, left the organization. 4. Spread revitalization to all departments without pushing it from the top. With a new structure is in place for the unit, departments and functions do have to rethink about their authorities and roles in the organization. Effective interaction between them and new organization structure enables members of team to become effective by letting employees participate actively in team decisions (Beer et al., 1990). At Alpha, where managers of production department looked the most spirited and passionate about the changes, managers of engineering department were more hesitating. They had always been a dominant force at Alpha and these changes were perceived as threat to their authority. In the past, they always shown less concern whether production department could manufacture products based on their design specification. However, with new organization structure and method in place, engineering department had to collaborate with product department in product development activities. This actually forced them to re-visit their approaches to manage and organize their own department, and rethink over their roles. Often when speedy change is required, leaders tend to force the issue throughout the organization; this generally short-circuits change-process. The best way is to let each functions and departments find their own way to the new organization (Beer et al., 1990). In case of Alpha, departments were encouraged to apply general concept of teamwork and coordination to their own situation. For nearly a year, engineering department had to suffer agony in implementing theses concept and accepting the new structure. Decision of their move to new structure was natural; since it was their own choice, team members showed commitment to learn the required attitude and skills. 5. Institutionalize revitalization through formal policies, systems, and structures. In any change process, sequence of activities should be carefully considered as activities suited at one particular time tend to backfire, if initiated little too soon. This is especially applicable to activities related to changes in systems and structure. Leaders should institutionalize changes only when right employees are in place and new arrangements are up and running. Beer et al. (1990) argues that none of formal structure and systems is perfect but employee commit to them, as they work in structure and learn about required interdependencies. If the implemented change becomes part of the culture of organization then it is considered successful (Senior Fleming, 2006). The units revitalization was successful as it enabled employees to change their views about their roles and responsibilities. They actually became convinced that change would bring a difference. This eventually resulted into a striking improvements in value added per employee, gross inventory per employee, scrap reduction, quality, and profits. To their credit, business unit was able to achieve all these without further control system, compensation or restructuring. However, eventually when opportunity came, there were few change were made in the formal organization. For example, vice president of operation was asked to leave organization and that position was eliminated altogether. 6. Monitor and adjust strategies in response to problems in the revitalization process. In order to sustain the benefits of changes and being able to adapt to dynamic competitive environment, an organization should know the effective use of continuous shared monitoring of the change process (Mathiassen et al., 2005). Keeping such measurement criteria provides multiple advantages, such as i) it keeps people, with direct involvement in the change-process, motivated; ii) it gives management a sense of direction in which change-project is moving iii) it also depicts a relationship between achieved result and invested effort. Even after successful change implementation, it is essential to re-examine the original plan regularly and revise it with respect to current circumstances and situations (Senior Fleming, 2006). Stating clear objectives and process measurements criteria explicitly in the implementation plan was very helpful. Measurements were gathered at the end of pilot-study and appropriate process benchmarking was set, after comparison with previous internal and cro ss-industry data. In order to monitor revitalization, several mechanisms were put in place. Internal surveys and feedbacks were introduced to monitor attitude and behaviour patterns. A monitoring team was formed to keep regular watch over the processes and plan for new challenges. This team consisted of managers and key members of respective functional teams and human resource and finance teams. Outcomes and lessons Outcomes: Use of critical path model in present case proved to be an effective way to evoke organization renewal without actually enforcing it. Beer et al.s (1990) believe that employees resistance to changes can be managed effectively through task-alignment approach. This turned out to be a key success factor in case of Alpha. Once core task aligned with organizations vision, employees discovered that new structure and product-development method are more effective. They started willing to accept changes, which otherwise they may have resisted. Adoption of concurrent development method along with change in existing structure, improved not only speed of decision-making but also employee-participation and knowledge-sharing among functions and departments. This enabled company to reduce product-manufacturing and delivery time significantly; this, consequently, improved product-quality and cost-competitiveness and therefore, the profit. The problems associated with the new development method and s tructure is now believed to have eased with increase in employees familiarization of new structure, and development approach. Despite all that, change-project at unit cannot be entirely considered successful. Beer assumes the approach of the changes through critical path model to be always top-bottom. However, the change-project in Alpha was initiated by unit head and carried out by his middle-management team with the help of an external consultant. One of the necessary steps was to gain approval and support from senior management teams of HQ, who was not roped in right from the word go. Negotiations with them caused notable delay in the implementation of the planned changes. The combined effect of not having senior management from HQ directly involved in the coalition, and resignations of senior researcher along with few key members of coalition while restructuring impacted the speed of the changes and its desired results. Although, change-project is claimed to be successful by the management team; but absence significant key performance indicators at the beginning for measuring the success, raise question mark over their claim. In fact, this change-project would be considered a failure if measured against traditional performance indicators, such as cost (in budget) and time (on time). Present study raises a few reservations over the critical path model itself. Basic flaws with this model are the lack of provision for pilot-project, and feedback-loop (iteration) at each stage. Pilot-project is considered to be very handy while implementing new process, which enables people to view new aspects of the process. This approach also gives an idea to people how process will work in actual and assists convincing others, particularly management, about the benefits of new process (Borjesson Mathiassen, 2003). At Alpha, pilot-project approach was employed effectively and it was successful, which convinced senior manager at HQ that the change-project was moving in right direction. Measurements gathered during pilot-project were also helpful in maintaining concentration and sustaining improvements. However, coalition did not realize the importance of feedback-loop at each stage, which caused uncertainty in employees mind, particular during restructuring. This resulted into dep arture of key employees, leaving long-term impact on the unit (Fodor Poor, 2009). Being effective only at organization-level changes, the model either not considered or overlooked specific aspects of concurrent-development approach; this gives rise to need for a more specific and tailored framework to manage such process-level changes. Bibliography Fodor, P., Poor, J. (2009). The Impact of the Economic and Financial Crisis on HRM and Knowledge-Management in Hungary and Slovakia Empirical Research 2008-2009. Acta Polytechnica Hungarica, 6 (3), 69-91. Nadler, D.A and Tushman, M.L. (1989).Organizational Frame Bending: Principles for Managing Reorientation.The Academy of Management Executive,3 (3), 194-204 Paton, R.A. and McCalman, J. (2008).Change management: a guide to effective implementation, 3rded. London: SAGE Publications. Lewin, K. (1947). Frontiers in group dynamics. Human relation, 1, 5-42. Senior, B., Fleming, J. (2006). Organizational Change, 3rded. London: Prentice Hall. Kotter, J. (1996). Leading Change. Boston: Harvard Business School Press. Lippit, R. (1959). Dimensions of the consultants job. Journal of Social Issues, 15 (2), 5-11. Miles, M., Huberman, A. (1994). Qualitative Data Analysis, 2nd ed. New York: SAGE Publications. Richardson, I., Varkoi, T. (2003). Managing for Change when Implementing Software Process Improvement Initiatives. In: European Software process Improvement Conference, EuroSPI 2003. Borjesson, A., Mathiassen, L. (2003). Making SPI Happen: The IDEAL Distribution Effort. [Online] http://www.computer.org/plugins/dl/pdf/proceedings/hicss/2003/1874/09/187490328b.pdf?template=1loginState=1userData=anonymous-IP%253A%253A86.12.199.139 (Accessed on: 07 Mar 2010) Small, A., Downey, E. (2001). Managing Change: Some Important Aspects. [Online] http://downeysmall.com/pdf/iemc2001rp_web.pdf (Accessed on: 06 Mar 2010) Mathiassen, L., Ngwenyama, O., Aaen, I. (2005). Managing Change in Software Process Improvement. IEEE Software. 22(6), 84-91 Jones, J., Aguirre, D., Calderone, M. (2004). 10 Principles of Change Management. [Online] http://www.strategybusiness.com/ (accessed on: 27 Dec 2009), Kotter, J., Schlesinger, L. (1979). Choosing Strategies for Change. Harvard Business Review 57(2), 106-114 (1979) Jungk, R. Mullert, N. (1996). Future Workshops How to Create desirable futures. London: Institute for Social Inventions. Greenbaum J., Kyng M. (1991). Design at work: Cooperative Design of Computer Systems. New Jersey: Lawrence Earlbaum Associates. Beer M., Spector B. A., Spector B. (1990). The Critical Path to Corporate Renewal. Boston: Harvard Business School Press. Pettigrew, A., and Whipp, R. (1991). Managing change for competitive success. Oxford.: Blackwell. Hughes, O. (2003). Public management and administration. London: Palgrave, Macmillan. Pettigrew A., Ferlie E., McKee L, (1992). Shaping Strategic Change The Case of the NHS in the 1980s. Public Money Management, 12(3), 27-31. Wallach, E. (1983). Individuals and organisations: The cultural match. Training and Development Journal, 29-36. Deal T. E. and Kennedy, A. A. (1982).Corporate Cultures: The Rites and Rituals of Corporate Life. Harmondsworth: Penguin Books. McHugh, M. and Bennett, H. (1999). Introducing team working within a bureaucratic maze.Leadership and Organizational Development Journal. 20 (2), 81-93. Carnall, C. (2003). Managing change in organizations, 4th ed. UK: Prentice-Hall. Cockburn, A. (2002). Agile software development. Boston: Addison-Wesley. Hofstede, G. (2003). Cultures and organisations—Software of the mind. London: Profile Books. De Long, D. W., Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-127. Martin, J. (1991). Rapid application development. New York: Macmillan. McConnell, S. (1996). Rapid development—Taming wild software schedules. Washington: Microsoft Press. Giardino A. P., Giardino E. R., MacLaren C. F., Burg F. D. (1994). Managing change: A case study of implementing change in a clinical evaluation system. Teaching and Learning in Medicine, 6 (3), 149 153.

A View from the Bridge Essay -- English Literature

A View from the Bridge. 'Justice is very important here' is spoken by Alfieri in his opening speech. Alfieri is a lawyer representing the official legal system of America. He also acts as a narrator, commentator who is almost like a bystander watching the events but remains powerless to have any impact on them. This is very similar to the chorus, featured in tragedies from ancient Greek playwright, who are a group of on lookers watching and commenting on events but are unable to act upon any of the incidents. Alfieri describes his neighbourhood of Red Hook as a 'slum' area of Brooklyn inhabited by Italians, who bring to America their own sense of justice which they find outside the law. This is because the law can not dispense total justice. Justice is one of the main themes in the play because all the characters feel some sense of injustice for one reason or another for example Eddie, the main character endures the greatest sense of injustice none of which can be solved by the law. Most characters in 'A View from the Bridge' are poor and have to struggle which in itself is a form of social injustice which radiates unfair exploitation of dock workers. They all have an innate sense of injustice. Each house hold has only one of everything for example the 'tablecloth' mentioned at the beginning of Act I, Beatrice wanted the house to be perfect for when the guests arrived and she needed a new table cloth. All the shops where closed so Catherine suggested 'Mrs Dondero upstairs' may be able to lend them hers but it was obvious from Beatrice's reply that it had seen better days. It becomes apparent their poverty stricken neighbourhood was located near the docks when Beatrice said 'I smelled coffee all day today... ...an do is give advice and hope that it will be used. It is extremely important he does what is right because of his key position. It becomes apparent at the end of the play that Alfieri has some compassion and veneration towards Eddie as he 'allowed himself to be wholly known' Alfieri places events within the drama in context and explains conflicts related to the play which occurred in Italian history. He knows the law is incapable of satisfying everybody and that it contains many boundaries. Alfieri is able to reflect on matters and diffuse widespread concepts. The Immigration Officers are direct and uncompromising the law is the law and this transcends any patriotic feelings. The officers speak Italian, 'andiamo, andiamo' which may mean they have Italian connections, but this Italian background does not affect them as they are there to do their job.

Problem-Solving Essay

Today the world has many issues, like hopelessness, prejudice, and selfish desires. The definition of the word moral is; concerned with the principles of right and wrong behavior and the goodness or badness of human character. In the world today there are few moral standards; we have numerous evil influences and few holy and godly influences. What does it mean to live honorably? It means that you respect yourself and others and live a life worth living. People have selfish desires to please themselves and not others.The Bible tells us in 1 Corinthians 15:33 do not be achieved: â€Å"Bad company ruins good morals. † The company we keep, the influences we are under, and the things we look at all directly affect our morals and ethics. Some of the things that affect us morally are, music movies, books, the Internet, the friends we have, and the relationship (or lack of) that we have with God. The way we treat others and ourselves is a huge part of our lives and the way we live the m. We should strive to be like Jesus in all our endeavors. Matthew 5:48, you therefore must be perfect, as your heavenly Father is perfect.Some of the ways that we could help the world regain moral standards are, leading by example, helping out or volunteering, and evangelism. The example we set should be an important priority for us as Christians; we should be Christ-like at all times. We could also help out the less fortunate, volunteering at charities or donating money; we should do our parts as Chrism's messengers in the world. The final thing we could do is evangelism, the spreading of Chrism's word. The world Is a sinful place, and God will come soon and take his people from It. The morals that we have are vital to our character.You could live honorably by, asking questions, figuring out what leads you astray, and helping fix It. James 1:22-25, but be doers of the word, and not hearers only, deceiving yourselves. For If anyone Is a hearer of the word and not a doer, he Is like a man who looks Intently at his natural face In a mirror. For he looks at himself and goes away and at once forgets what he was like. But the one who looks Into the perfect law, the law of liberty, and perseveres, being no hearer who forgets but a doer who acts, he will be blessed In his doing. Problem-Solving Essay By AbernathyThe world is a sinful place, and God will come soon and take his people from it. Asking questions, figuring out what leads you astray, and helping fix it. James 1:22-25, but be doers of the word, and not hearers only, deceiving yourselves. For if anyone is a hearer of the word and not a doer, he is like a man who looks intently at his natural face in a mirror. For he looks at himself and goes away and at once forgets what he was like. But the one who looks into the perfect law, the law of liberty, and perseveres, being no hearer who forgets but a doer who acts, he will be blessed.

Cappies Reviews For Up The Down Staircase

A young, ambitious teacher nurtures the hope of changing the lives of high schoolers by awakening their love in classic literature; however, her innocence causes her to underestimate the rowdiness of her students. Laguna Hill’s production of Up the Down Staircase is a heartwarming play that shows the growing bond between a teacher and her students. This play was made into a film in 1967. Sylvia Barrett is a caring young lady who becomes a teacher in a big city in the hopes of becoming â€Å"friends† with her students.Eventually, she decides to leave the school because she thinks she isn’t making of school. With her head bowed, and her hands quietly laid behind her back, Sylvia shuffles into her homeroom, gazing out at the daunting space as if it were filled with poisonous snakes. It is from this weak, almost pathetic child that Sylvia grows alongside her unruly students. As they, the â€Å"mob† turn from curious agitation to open hostility towards their op pressive English overlord, so too does Sylvia's innocent nature become calloused with anger and frustration.It is in the wake of Alice Blake's (Megan Crayne Beall) accident, the young girl, who's love struck mind still had time to do the homework Ms. Sylvia assigned her, that the entire class comes together. The student's desks, at first turned away from not only the audience, but also Sylvia, slowly turned to face her, symbolizing not only acceptance, but also a powerful unity created not by discipline or fear, but by love and respect. Sylvia's cold-hearted nature melts away and is replaced by confidence and compassion.No longer does she stay rooted to the front of the class, allowing anger and resentment to grow within her, but she moves about, concern for the future of her students written on every expression, and detailed in all her staging. Laguna Hills' â€Å"Up the Down Staircase† is a captivating story of one woman's compassion triumphing over the ignorance of society . With high energy and phenomenal stage chemistry, the entire cast puts on a show to remember.