Royal Air Force Essay Example | Topics and Well Written Essays - 3000 words

Royal Air Force - Essay Example Metamorphic success has its inveterate roots in the past history which makes people accept and adapt to the environment of Leaning process, training and ability. All these aspects play a vital role in the Royal Air Force to facilitate its members in the longer run in terms of training and learning to operate new apparatus and equipment. Change in the Royal Air Force has both positive and negative side to the picture. Both the facets of change should be considered to supplement information about the Royal Air Force. Different projects manifest the darker and denser version of reality in relation to change in the Royal Air Force. As Sir Michael Howard puts it"[The military] is like a sailor navigating by dead reckoning. You have left the terra firma of the last war and are extrapolating from the experiences of that war. The greater the distance from the last war, the greater become the chances of error in this extrapolation. Occasionally there is a break in the clouds: a small-scale conflict occurs somewhere and gives you a "fix" by showing whether certain weapons and techniques are effective or not but it is always a doubtful mix. . . . For the most part you have to sail on in a fog of peace until at the last moment. Then, probably when it is too late, the clouds lift and there is land immediately ahead; breakers, probably, and rocks. Then you find out rather late in the day whether your calculations have been right or not". ROBERTSON, 1998, Air Power Journal; Successful change and clear vision lay the foundation of handling affairs such as --. Managing Resources, Engaging Communication and Empowering. Future research is the essence of findings leadership Competencies; Leader Activities; Leading Change; Royal Air Force Leadership; Change Context; Change Management; Change Success Wren, John; Duelist, Vic(2005)(title review) Aspects of managing change in the Royal Air Force: The system of the Royal Air force can be managed by setting up goals. Through management of objectives, goals can be achieved for any organizational unit such as the Royal Air Force. George S. Odiorne, in his book Management By Objectives throws light on this concept of managerial change "A system of management whereby the superior and subordinate jointly identify objectives, define individual major areas of responsibility in terms of results expected, and use these objectives and expected results as guides for operating the unit and assessing the contribution of each of its members."2. Krahenbuhl, 1975 Facets of managerial concern with in the Royal Air Force: Organization Objective setting; this facet requires the manager of the Royal Air Fore to review the purpose for which an organization comes into power. For example mission statement and discussion about its progressive maneuvering is of great significance to the Royal management. Periodic review assiduously stresses the need for the emergence of an organization fully managed and controlled. This should be the starting point for the supervisor and the staff to set organizational objective in relation to the unit's concentrative areas, thus adapted during the approaching objective setting period. Goals upheld by staff members are as follows; to assist and guide the entire organization, to guide subordinate managers to formulate their own objectives. Consequently, by setting up

Responsible tourism Essay Example | Topics and Well Written Essays - 5000 words

Responsible tourism - Essay Example However, the Park has untapped natural resources such as rivers, rocks, lava flow and dust-elephants. All of these can be utilized to generate streams of revenues for the survival and growth of the region. Literature on responsible tourism suggests that poverty alleviation is possible if all the stakeholders work in cooperation to achieved the defined goals. However, this requires all the stakeholders to accept and discharge responsibility. Through a case study analysis it has been identified that the locals play a critical role in the sustainable development of any region. Motivating the locals becomes a major issue which can be shouldered by the NGOs. The tourists, the hotel operators and the tour operators, each have responsibility towards sustainable development. ... km. It is nine times bigger than the Maasai Mara National Reserve (Expert Africa, n.d.). The Park lies to the east of the Nairobi –Mombasa road, equidistant between Nairobi and Mombasa, amidst flora and fauna, and the meandering Galana River (Kenya Wildlife Service, 2013). The Tsavo river flows west to east through the national park, it borders the Chyulu Hills National Park and the Mkomazi Game Reserve in Tanzania. The climate here is warm and dry. The Tsavo East National Park was once home to 35,000 elephants, reduced 4,300 by 1988 due to poaching from Somalia (Joshua, 1993). However, under pressure from conservationists and western donors, and under new leadership, corruption was cleaned up and there was ban on trading in ivory. Investments were brought in which facilitated the growth of herds; tourism too picked up as infrastructure was enhanced. The elephant population in the entire Tsavo ecosystem as of 2011 was 12,570 (McKnight, n.d.). The biggest draw of the Park is th e herds of dust-red elephants that bulldoze their way around. Visitors to the park can watch wildlife under a huge sky and experience the wilderness in solitude (Expert Africa, n.d.). In addition, is the Aruba Dam, located on the North Bank of the Voi River, which makes a great game viewing destination. Other attractions include Mudanda Rock, the longest lava flow in the world and Lugard falls. The Park houses the largest mammals, Rhinos, buffaloes, lions, leopards, hippo, crocodile, Gerenuk and Hirola (Kenya Wildlife Service, 2013). 1.2 Aim of this report The aims of this report are as follows: To evaluate the concept of responsibility and sustainability in tourism To analyse a case study in terms of sustainable and responsible tourism To establish an appropriate

Power of suppliers analysis

Power of suppliers analysis Analysis Each of the five forces will now be evaluated individually in terms of the UK supermarket industry to see how attractive the industry is. Background information on the UK supermarket industry The industry consists of the following UK supermarkets: Aldi, Asda, The co-coperative, Iceland, Lidl, Marks and Spencers, Morrisons, Netto, Sainsburys, Somerfield, Tesco and Waitrose (Supermarket, 2009). Researching into these supermarkets show that they were all established in the late 1800s and early 1900s. This shows how established they are within the industry and how they have continued there success. The UK food retailing industry is dominated by four major supermarkets (Tesco, Asda, Simsburys, Morrisons), who together account for over two-thirds of UK retail food sales (Fearne et al, 2005, p570). The UK grocery market is worth  £146.3bn for the calendar year 2008 (IDG, 2009) and has been steadily rising each calendar year: The bargaining power of suppliers Analysis The UK supermarket industry would not be capable of running without suppliers to stock their shelves. This means that the bargaining power of suppliers is an extremely important force to look at in depth, as, if the bargaining power of suppliers is high it makes the industry less attractive as the suppliers will be able to push prices up and take control of the supermarkets power. There are many different elements that are looked into to analyse to the full extent of the bargaining power of the suppliers which are looked at below: Porter states that suppliers are more powerful if there are only a few suppliers (Lynch, 2009: 97). With the supermarket industry they have to deal with a large number of suppliers of goods and products that they will stock in their shops. This means they are in constant communications with different suppliers. This means that the UK supermarket industry are in a very strong position, as there are thousands of different products and ranges this means the supermarkets can pick and choose their suppliers depending on price, quality and service, meaning the bargaining power of suppliers in this sense is not high as they need to get there products into the supermarkets and therefore need to have contracts with huge Supermarkets like Tesco and Asda. However, Tescos and many other supermarkets have started to create relationships and good working ethics between themselves and suppliers. For example Tesco have created a supplier partnering approach which is by forging long-term partnerships with our suppliers and identifying new innovative suppliers (Tesco, 2009) which as a result, our supply base is distinguished by its long-term constructive relationships (Tesco, 2009. Tescos has over 1,5000 suppliers who have been working with them for over five years, this shows that Tescos has learnt that working in co-operation with the suppliers causes better relationships as has Simsburys who have recently launched there supporting fairtrade campaign. If there are no substitutes for the suppliers they offer (Lynch, 2009: 97) it is said that the suppliers are more powerful as they will exert there power if they know they do not have anyone to compete with, therefore setting higher prices and in the case of supermarkets holding power over them. In the supermarket industry this can be looked at from two different views as most Supermarkets offer a range of different brands to substitute each other along the same line, for example Supermarkets stock both Nestle and Kelloggs cereal, so in that respect they do have different substitutes within product lines but in this case the supermarkets and branded products both need each other. The brands need to get shelf space to gain market share and the supermarkets need to offer the products being marketed to the consumer to attract customers into the shops. Due to the huge market shares of the main supermarkets the suppliers have little bargaining power at all. Porter also believes that if suppliers prices form a large part of the total costs of the organisation (Lynch, 2009: 98) then the bargaining power of the supplier is high. This means that if suppliers prices were to be raised then the supermarkets in this case would also have to raise their prices and they would be adversely affected. In the case of the UK supermarket industry, the top supermarkets are not affected by the suppliers prices changing as the suppliers have such large dependency on the supermarkets for contracts and repeat business meaning they are in some ways controlled by the prices the supermarkets are willing to pay as the power they have means they can just find another cheaper supplier. However, with the smaller supermarkets they do not have as much control as the suppliers price will affect them and they may not have the higher market share meaning they cannot exert any power over the suppliers as they can choose to supply the bigger supermarkets instead. Overall, it would not benefit the supplier to change to higher prices as supermarkets buy in such high volume and their relationship is crucial therefore the bargaining power is low. Overall, taking into account all aspects of Porters theories on bargaining power of suppliers is low as, the fact that a handful of supermarkets control access to consumers means that they are increasingly in a position to exercise buyer power. This is because distribution through these outlets is critical to manufacturers and suppliers as these suppliers have no other viable means of setting up distribution that offers the same scale and economic benefits (Dobson et al, 1998 as cited in Fearne et al, 2005, p571) and the key players in the UK food industry are dominated, led and controlled by retailers to a large extent (Howe, 2008 as cited in Robson et al, 2001, p 39). However it can be seen that the supermarkets in the UK are working towards forging strong relationships with suppliers. The bargaining power of buyers Analysis Within the analysis of the UK Supermarket Industry the buyers in Porters five forces are the customers. There are four main ways in which the bargaining power of buyers is high and they are under the following conditions: If the buyers are concentrated and there are few of them (Lynch, 2009: 98). The UK Supermarket Industry has thousands of customers all around the UK, this meaning that the power of the customers is not high in this sense as their target market is phenomenally large with 6,410 supermarkets covering most of the UK meaning they are easily accessible for a huge range of customers. Another condition which means the bargaining power of buyers is high is when the product from the organisation is undifferentiated (Lynch, 2009: 98). This means that the customers can switch from one supermarket to another as they all basically offer the same products, this is an issue in the supermarket industry as most customers are not loyal to just one supermarket, but the volume of customers is so high this does not really have a negative impact on the supermarkets this meaning the buyer power is not strong enough to create a problem for the industry unless a high percentage of loyal customers decided not to use the supermarket again, however the supermarkets are continuously running advertising campaigns to attract new customers and to retain there original loyal customers. If backward integration is possible (Lynch, 2009: 98) then the bargaining power of the customers is high. In the UK Supermarket Industry it is impossible for the customers to integrate backwards and take over the supermarkets role, so the bargaining power of buyers is non-existent. This shows that the bargaining power of buyers/suppliers is extremely low in the UK supermarket industry as there are so many customers that the supermarkets will always be in demand but because of the nature of the industry and UK customers always needing them to supply them with their weekly shopping etc so they do not have any bargaining power. The threat of potential new entrants Analysis Whenever new firms can easily enter a particular industry, the intensity of competitiveness among firms increases (David, 1997: 128). Porter states there are seven major sources of barriers to entry, as UK supermarkets are highly profitable the industry looks attractive in that sense, but the real issue is whether or not the industry can be entered easily. If the UK supermarket industry has low barriers of entry this means that the industry becomes more competitive and if you are already established this is not good news as the competition becomes fierce as David (1997) suggests; however if the barriers of entry are high and you are already established this is very comforting news as it means there will not be many competitors and new competitors very unlikely. The economies of scale in the industry need to be looked at closely, especially as it has a huge effect. This is because in terms of stock, supermarkets can purchase products from suppliers on a huge scale, meaning they get better deals and reduced costs, a new entrant to the supermarket industry would find this hard to do as the capital needed would be extremely large and not achievable straight away. The second source of barriers to entry is the branding, customer knowledge, special levels of service and many other aspects (Lynch, 2009: 99), which can create high barriers. This is very true in the UK supermarket Industry as the supermarkets are established and have already created different strengths within the market; most of them from the late 1800s. The extent to which the supermarkets already established are recognised is an enormous advantage, this meaning the barriers of entry are very high as lots of money would have to be spent marketing, setting up and creating a successful supermarket idea that would be sustainable amongst the long established competitors. The capital requirements to enter the UK Supermarket Industry are financially challenging to compete with the established supermarkets; raising such funds and taking such a high financial risk, makes the barriers to entry extremely high. Switching costs deal with the motion that if customers are happy with the supermarkets already within the industry then the cost to a new entrant would be very high to persuade the customers any different; therefore making the industry unattractive, as there is already lots of choice within the supermarket industry I feel it would be very hard to make customers switch therefore the costs would be very high. Porter argues that the access to distribution channels is a threat to new entrants. Within the supermarket industry however this links in with could a new entrant find suitable locations to distribute its products that would be easily accessible and would these kinds of sites be too costly to fund from the beginning; also with high competition levels around each town or city. The cost disadvantages independent of scale (Lynch, 2009: 99) also need to be looked at as possible new entrants need to assess how easily they will be able to gain stability and a foothold in the market, they will do this by seeing how well the other supermarkets in the industry are established, have constant customers that are loyal and trusting and the supermarkets knowledge of the marketplace. As many of the supermarkets in the industry are extremely well established and recognisable for their different traits this makes an extremely high barrier of entry for new entrants, as they do not have this bank of knowledge and experience. Government policy has a big effect on new entrants, as within the supermarket industry there are many different laws. Legislations and regulations that have to be abided by especially as food products are being sold. This means that a new entrant within the supermarket would find this process very costly and timely, therefore raising the barrier to entry. Overall, the threat of new entrants within the UK supermarket industry is very low as the costs to enter the market will be extremely high and the competition against the established supermarkets would be high due to their knowledge, experience and networks with suppliers and distribution channels. The threat of substitutes Analysis Substitution reduces demand for a particular class of products as customers switch to alternatives (Johnson et al, 2005: 82); it can be argued that there is no substitute to food but whilst looking at the UK supermarket industry each supermarket is each others substitute, hence the competition being fierce and constant as each food product they offer the competitor will also offer. The way in which supermarkets have overcome this however, is that they each have there own different strategies and strengths for example Asda offers a huge range of low cost products where as Waitrose focuses on having high quality products at a higher price. There are also other substitutes outside of the supermarket industry which really need to be analysed like local corner shops, newsagents, farm shops, markets and budget shops. The threat of substitutes has taken on a different meaning during the recession as UK supermarket giant Tesco has lost market share to discounters Aldi and Lidl as consumers cut back on spending (BBC News, 28.04.09), where there has been a shift by shoppers from high-end to low-end stores (BBC News, 27.06.08). This means that the threat of substitutes have become an issue within the UK supermarket industry as other retail shops like Poundland and Wilkinsons offer discounted products which have become more attractive to the UK customers due to the recession. This means that the threat of substitutes has risen over the past years making the industry become less attractive. The extent of competitor rivalry Analysis Rivalry among competing firms is usually the most powerful of the five competitive forces (David, 1997: 127). Competitor rivalry plays a huge role in the UK supermarket industry, Competition may take the form of price competition, advertising and promotion, innovation, or service during and after sales (Thompson, 2003: 296) The reason why competitive rivalry is high in the UK supermarket industry is because most of the competitors are of equal size, therefore meaning that if one competitor decides to try and gain more market share then the rivalry considerably increases. This has happened recently with Asda as they are constantly running advertising campaigns showing how much cheaper they are than all the other supermarkets. Since this has happened the other supermarkets have fought back and have shown they are also just as cheap therefore raising the competition barriers and therefore rivalry. Here are some adverts below to show how they are naming their competitors and their prices: There is also a high level of competition within the UK supermarket industry as it is difficult to differentiate products and services (Lynch, 2009: 100) so therefore competition becomes based upon costing and offering the better deal to the customer to attract them to keep as many loyal customers as possible. There are extremely high levels of competition within the UK supermarket industry making it an unattractive industry. Conclusion of the UK Supermarket Industry according to Porters five forces Analysing the above information the UK supermarket industry is attractive in three of Porters five forces The bargaining power of suppliers, the bargaining power of buyers and the threat of new entrants. In the remaining two forces however, the industry is extremely unattractive the threat of substitutes and the extent of competitor rivalry. Critique of Porters five forces Porters five forces gives a basis of analysing the environment within an industry, but there have been many criticisms, which will be explored further. The dynamic nature of industry structure (Hax et al, 1991: 50) is something that needs to be analysed in terms of reliability with Porters five forces. As with most models and frameworks Porters model is static and is only a snapshot in time, where as in reality the nature of industries is that they are constantly changing, evolving and competing. The model may not be able to keep up with these constant changes and therefore not give a clear and accurate picture of the industry. For example the computing industry is constantly changing with new software available, new technologies therefore the level of competition constantly changing. The model also does not take into account how to define an industry and this causes a lot of implications as looking at the UK supermarket industry it is hard to define the difference between that of a supermarket industry to that of a grocery industry and where one stops and the other starts. Porter assumes that the industry is easily definable, but in reality this is near impossible as most industries overlap and/or people have different views or perceptions of a make up of an industry. This was found whilst looking at the UK supermarket industry as it was very hard to define which shops were deemed as supermarkets or other retail outlets. Another aspect that was hard to define was the fact that the supermarket industry seemed to overlap the grocery industry making the information very hard to extract. Another critique of the model is that it does not deem buyers, or in the supermarket industry case customers, as any more important than the other aspects within the micro-environment, where in fact in reality the customers are one of the most important aspects of being successful within an industry. This in turn means that within strategy development customers should be treated differently within the analysis. Porters model also suggests that the main intention of the organisation is to address its own interests before others, where in reality charitable and governmental organisations have different intentions therefore making this function of the model incorrect in some cases and industries. It can also be seen that just to survive is a main concern of most businesses rather than just focusing on profits. The model is also based on the idea of competition and that competitive advantage is essential both over other market competitors, customers and their suppliers. As Porter focuses on this he does not take into account strategies like strategic alliances, electronic linking of information systems of all companies along a value chain, virtual enterprise networks or others (The Manager, 2001) It can also be seen that Porter ignores the Human Resource aspect of strategy which includes management skills and cultures which form some industries beliefs and how they carry out their work therefore affecting the industries attractiveness. One of the five forces within the model is bargaining power of suppliers. Porter looks at suppliers as a threat to the industry where in fact in some organisations and industries have found it very useful to engage in closer co-operation with suppliers (Lynch, 2009: 101). Robson et al (2002) suggest that Supermarkets are leading the way in developing vertical relations in the food industry. It can be seen that some supermarkets have created a relationship and partnership between themselves and their suppliers as they are both as dependent on each other. Hence why working in harmony is a more ideal situation than Porters suggested aggressive approach to suppliers. This therefore means they are no longer a threat leading to the force not needed in some cases. In different industries not all forces are equally important (Hax et al, 1991: 50) therefore the simplicity of the model gains only limited information and to make a complex evaluation thorough research into the different forces and how much weight they carry in comparison to others needs to be established before a conclusion can be made about how attractive the industry is. For example, It could be very well be that many factors add to an unattractive position, and yet, when judged from its entirety, the industry still presents an overall attractive picture (Hax et al, 1991: 50). The government is a huge force that influences industry attractiveness or not. Porter does not suggest this within his chosen five forces but instead as a factor within the force of threat of new entrants. In recent economic times the government has been truly shown how it has in the final say of organisations. The recession and the recent break down within the banking sector showed the governments true role as it helped as it In total, the Government has put  £74 billion of taxpayers money into the banks, including RBS, Lloyds and HBOS, since the start of the financial crisis last year(Winnett et al, Telegraph, 2009) . Thus showing that if the government was not involved then the banking sector would have completely collapsed hence the government playing a huge role in supporting industries, for example the banking industry. Grant (2002) believes that there is a missing dimension in the five forces model. As the five forces model addresses the suppliers of substitute goods as threats, Porter does not explore that as well as substitutes for products there are also complements. Substitutes within the framework are shown as reducing the profit available in the industry where as complements have a positive impact on value (Grant, 2002: 90) and can help to exercise bargaining power (Grant, 2002: 91). This is because the more complements there are and the closer their relationship to the products supplied by the industry, the greater the potential profit within the industry (Grant, 2002: 90). In conclusion complementary businesses have to be taken into account as well as substitutes as dynamics within these organisations will affect the industry attractiveness; for example new technologies. Overall there has been many different critiques about Porters five forces, the main theme seems to be that the model is useful to get a general idea of how attractive an industry is, but to make sure you get a fully comprehensive analysis you need to look much more in depth at the industries elements that are not necessarily mentioned within Porters model and realise that this is only a snapshot in time and will change considerably over times and different economic events that occur. Reference List Books Grant, Robert M (2002). Contemporary Strategy Analysis. Fourth Edition, Page 90, Blackwell Publishers Ltd Grant, Robert M (2002). Contemporary Strategy Analysis. Fourth Edition, Page 91, Blackwell Publishers Ltd Thompson, John L (2003). Strategic Management, Page 296, Thompson David, Fred R (1997). Strategic Management. Sixth Edition, Page 127, Prentice-Hall Inc David, Fred R (1997). Strategic Management. Sixth Edition, Page 128, Prentice-Hall Inc Johnson, G et al. (2005). Exploring Corporate Strategy. Seventh Edition, Page 82, Prentice Hall Lynch, Richard (2009). Strategic Management. Fifth Edition, Page 97, Pearson Education Lynch, Richard (2009). Strategic Management. Fifth Edition, Page 98, Pearson Education Lynch, Richard (2009). Strategic Management. Fifth Edition, Page 99, Pearson Education Lynch, Richard (2009). Strategic Management. Fifth Edition, Page 100, Pearson Education Lynch, Richard (2009). Strategic Management. Fifth Edition, Page 101, Pearson Education Hax, Arnaldo C et al (1991). The strategy concept and progress. A pragmatic approach. Page 50, Prentice Hall Bibliography Books Grant, Robert M (2002). Contemporary Strategy Analysis. Fourth Edition, Blackwell Publishers Ltd Thompson, John L (2003). Strategic Management, Thompson David, Fred R (1997). Strategic Management. Sixth Edition, Prentice-Hall Inc Johnson, G et al. (2005). Exploring Corporate Strategy. Seventh Edition, Prentice Hall Lynch, Richard (2009). Strategic Management. Fifth Edition, Pearson Education Hax, Arnaldo C et al (1991). The strategy concept and progress. A pragmatic approach, Prentice Hall Hill, C et al (1995). Strategic Management, an integrated approach. Third Edition Houghton Mifflin Company De Wit, B et al (1998). Strategy process content context. Second edition, International Thomson business press Hitt, M et al (1995). Strategic Management, Competitiveness and Globalization, West Publishing Miller, A (1998). Strategic Management. Third Edition. McGraw-Hill Websites Winnett et al, 2009,  £4,350 per family to bail out banks. Telegraph [Online] Available from www.telegraph.co.uk [accessed on 20.11.09] Recklies, D, 2009, Beyond Porter A Critique of the Critique of Porter, The manager [online] Available from www.themanager.org [accessed 11.11.09] BBC News (2008) Supermarkets to Battle on prices, BBC News Business [online] Available from www.bbc.co.uk BBC News (2009) Tesco is losing UK market share, BBC News Business [online] Available from www.bbc.co.uk Visit4info (2009), visit4info, [online] Available from www.visit4info.com [accessed 1.11.09] Supermarket (2009) Supermarket, [online] Available from www.supermarket.co.uk [accessed 319.10.09]

The Disdainful Use of Names in Pynchon’s The Crying of Lot 49 :: Crying Lot 49 Essays

The Disdainful Use of Names in Pynchon’s The Crying of Lot 49 While reading Pynchon’s, The Crying of Lot 49, I found myself fascinated with the names of the characters. I tried to analyze them and make them mean something, but it seems that Pynchon did not mean for the names to have a specific meaning. This deduction made me think about the satirical nature of the naming of the characters. Which led me to muse on the chaotic nature of the naming. The apparent disdain for the characters by their naming seems to imply that the author is poking fun at the reader and society through the characters. The first character is Oedipa Maas and the reader cannot help but immediately think of Oedipus the King and the implications of that naming. As I read, I was on the alert for the characteristics of the Oedipus story. Although Oedipa does have a mystery to solve in the novel, I found I really could not relate her to Oedipus in any other way. And what does ‘Maas’ mean? Mass, as in a solid mass? Mass, as in the Catholic rite? Is Oedipa perhaps performing a rite of some kind? These questions plagued me as I read and by the conclusion of the story, I was no wiser. Then there is Oedipa’s husband, Mucho Maas. What kind of a name is Mucho? It implies, to me at least, that Mucho is somehow superior to his wife. But as the story progresses, Mucho seems to become less and less. Perhaps a comment by Pynchon on the declining status of a husband in American society? Perhaps a satirical jab at the rising state of women’s rights as equal instead of subordinate in a marriage? Whatever it means, the name Mucho didn’t seem to fit the character. Next we encounter Oedipa’s therapist. His character was bizarre from beginning to end. His name, Dr. Hilarious, worked for me. His name was fitting in many ways. That he goes berserk in the end was a fitting touch in depicting a shrink. His character was ‘hilarious’ in a way. I mean, come on, what therapist actually believes in telepathy? The absent character in the book, Pierce Inverarity, is a puzzle. The closest definition for Inverarity that I could find in the dictionary was a definition for ‘inveracity’. Inveracity means untruthfulness, which is fitting for the absent Pierce, since we never do discover if the man is actually dead or not.

Obama and Clinton Health Care Reform

Some differences between the two president's halt insurance reform policies are no government involvement, how to pay for the reform, alphabetic reform, and there was a faster effort to get the bill from President Obama passed where President Silicon's bill took over a year just drafting the bill. Steps to creating policy Recognizing the problem The government cannot prevent many problems from happening but they can help by recognizing the problems that follow a specific problem and create laws to help citizens. Setting an agenda The agenda will depend on the problem and the parties recognizing the problem.Once special interests groups, the media, and political parties start espousing to an issue then the agenda is set for what needs to be dealt with. Formulation This stage happens when all the parties bring their ideas to the table and decisions are made about what ideas will move forward. Adopting Once the ideas that are chosen are finalized the policy can be adopted and a law can be passed. The law must be sign by the president or can happen when the Supreme Court makes a ruling on case. Implementing Public policies can be implemented by administrative agencies in the executive branch.Implementation can be through tax breaks, some form Of enmeshment through fines or restrictions, or by appealing to people's positive instincts to be helpful and do their duty as a citizen. Evaluation Policies are continually evaluated for changes that need to be made. Succeed or F-ail President Obama succeed from the mistakes and previous errors made by President Clinton. President Clinton failed. Stakeholders The stakeholders in the attempts at health care reform are the consumers, the insurance companies, and the health care industry as a whole, legislators, President Clinton and President Obama.

Pet Shop Boys and Beauty

Success & Jealousy in Beauty Beauty, written by Jane Martin in the mid nineteen hundreds, is an ironic play about two successful women, Bethany and Carla. Both women were the same age yet complete opposites. They also had completely different personalities and were unhappy with their lives. Martin casted and characterized them this way to illustrate a few themes. The drama was mainly centered on the theme that no one is ever happy unless they get their wishes granted. However, in these two women’s cases, getting what they wanted caused them to realize there is nothing wrong with being different.These two themes can be seen through the two character’s success, jealousy, and a genie. Bethany and Carla experienced success in Beauty. Carla was a famous, â€Å"beautiful catalogue model that was going to become a big time model soon after speaking with Ralph Lauren† (Martin 735). On the other hand, Bethany, the smart one, â€Å"received a $40,000 job offer straight ou t of college. She also published several short stories† (735). Carla was characterized as the perfect and beautiful success story, while Bethany was characterized as the ugly screw-up.However, neither person was happy in their respective positions. Carla was always annoyed, â€Å"and always hung by her fingernails in modeling. She felt like she had zero privacy, and guys would hassle her on the street and pressure her from the beginning of a relationship. She never was able to have a long relationship† (736). Likewise, Bethany did not see herself as a success story because, â€Å"she did not see herself as a beautiful individual† (736). They both envied each other’s success and looks. This alone shows the reader that the characters were very jealous of each other’s lives.Jealousy is very noticeable in Beauty, especially when it comes to Bethany. Bethany was extremely jealous of, â€Å"Carla because she looked beautiful. She represented that beautif ul person that knocks a man across a room twenty-four hours a day. Beautiful was in the major leagues, whereas pretty was in the minor leagues as a way for people to simply discover each other† (736). Bethany just considered a self a disgrace and a piece of trash. Carla explained, â€Å"Bethany is beautiful and she has the charm, personality, and is perfectly pretty† (736).Of course, Bethany places a stereotype on beautiful by saying, â€Å"it is the real deal. Carla gets discounts on makeup for no reason. Parents treat beautiful children better and they even statistically get paid more. Beautiful people can have sex any time, any place† (736). Carla, confused, did not understand why Bethany wanted to be just like her. Bethany hated Carla most of the time because of her beauty. This leads Carla to go on a rant about beauty and why it is so difficult to live and be beautiful simultaneously. Carla tells Bethany to be herself and she will have an amazing life.Bethan y begs to differ and says, â€Å"it is what everyone wants to be. Money can only make you buy things. Beauty makes you the center of the entire universe. All eyes are always on those individuals that are beautiful† (736). Carla says, â€Å"Bethany will hate her life is she was beautiful. She would be miserable and unhappy† (736). Bethany then pulls out a genie in a bottle. Bethany, determined, reiterates, â€Å"Carla’s thoughts do not matter. Carla was just lying about everything, which explains why she had no friends or a long relationship.Bethany wanted to be just like Carla, and she had a god dam genie and only one wish to make† (736). Bethany indeed used her one wish and wished that she was just like Carla. The genie is used as a symbol to symbolize the fact that Bethany got everything she wanted to be happy. The genie allowed Bethany to â€Å"walk in Carla’s shoes†. Bethany and Carla looked at each other and realized they had swapped ro les. Both women stated, â€Å"We have each other’s jewelry, legs, nail polish, clothes and shoes. We can see each other! † (737). Upset, Bethany stated, â€Å"She wanted to be beautiful, but she did not want to be Carla. (737). In the end, both women realized they regretted getting what they wanted because they both had the same thing that every other human had. They both realize that their happiness was not good because it only showed that they both just had a plethora of different problems. Beauty is practically a real life drama that actually occurs every day in the world. There are hundreds of thousands of people that are not happy with their current situations in life. Many of them just want to be so much more successful, and, in Bethany’s case, more beautiful.Too many people think that success and having good looks automatically lead to unlimited happiness. Sadly, this is a lot more false than true. People will only be happy if they are themselves and are different and unique. After reading Martin’s play, one can see that the two women are just like two people in the real world. They both have experienced success and jealousy. Too many people worry too much about their image and appearance. The genie in the play showed what happens sometimes when someone is given everything they ever dreamed of having.The genie granted Bethany’s wish so she could realize how it felt being in someone else’s place or position. Afterwards, she saw that being different was okay and actually better than she initially thought. She realized that she did not want to be anyone but herself. Overall, Beauty illustrates a real life event that teaches people a valuable lesson: One should be happy and unique because there is nothing wrong with being different. Martin, Jane. Beauty. Literature and the Writing Process. Ed. Elizabeth McMahan, Susan X. Day, Robert Funk, and Linda S. Coleman. Backpack ed. Upper Saddle River: Prentice Hall, 2011. 7 33-737. Print.