Carer Term Definition Essay Example for Free

Carer Term Definition Essay By firstly understanding what the term carer means I can look at the challenges both care givers, and care receivers face. According to a government website a â€Å"carer is someone who looks after a friend, relative, or neighbour who needs support because of their sickness, age or disability.† A 2001 census report noted that â€Å"6 million people said that they provide unpaid care to a family member.† This is 12% of the adult population in the United Kingdom. This is a great amount of families providing and receiving care. For a family carer to claim financial help as a carer, the carer must be caring for someone for at least 35 hours a week, be over 16 and not a student. They must also be caring for someone formally recognised as â€Å"disabled† or someone over the age of 65. the carer must also not earn more than  £95 a week. These are the guidelines for application from a government website. Many carers may not no this and may be suffering financially from providing care within families. I will answer the essay title by looking at giving care and receiving care and the challenges both person face. I will also introduce you to the story of Ann, Angus and their family. There are many challenges in been a carer of a family member. But firstly a advantage of been a recognised carer is you can claim to qualify for a carers allowance of  £45.70 per week, also from a government website. The carers equal oppourtunities act 2004, â€Å"it gives carers the right to a assessment of their needs, with regards not just to their caring role but also to their needs for leisure, training and work.† This benefits the care giver in social terms and educationally. There are many difficulties in being a carer. It is demanding and hard work. Both physically and emotionally.

Tescos Strategic Management Processes: SWOT Analysis

Tescos Strategic Management Processes: SWOT Analysis Introduction: Tesco was founded by Jack Cohen in 1919 when he started to sell surplus groceries from a stall in the East End of London from which he earned a profit of  £1 from sales of  £4 on his first day. After 10 years, in 1929, Jack Cohen opened his first Tesco Store in Burnt Oak, Edgware, North London (http://www.tescoplc.com). Strategic management theory â€Å"Strategic management refers to the art of planning the business at the highest possible level. It is the duty of the companys leader or leaders to implement the strategic management focuses on building a solid essential structure to your business that will consequently be fleshed out through the collective labours of every individual was employed† (www.allbusiness.com). Strategic management hinges upon answering three key questions: What are the businesss objectives? What are the best ways to achieve those objectives? What resources are required to make that happen? (www.allbusiness.com) Strategic business environment PESTEL Analysis of Tesco: Political Factors: Tesco is now operating in seven countries in the Europe including the UK, the Republic of Ireland, Czech Republic, Hungary, Slovakia, Poland and Turkey. It also operates in the South East Asia including China, Japan, South Korea, Malaysia and Thailand (www.tescoplc.com). Tesco perform according to the political and legislative rules of all of these countries. With the influence of the Governments employment legislation Tesco employs following the equal opportunity employment policy (Doyle 1987). For employment legislations, the government encourages retailers to provide a mix of job opportunities from flexible, lower-paid and locally-based jobs to highly-skilled, higher-paid and centrally-located jobs (Balchin, 1994). Economical Factors: The economic environment includes interest rates, inflation, business cycles, unemployment, disposable income and energy availability and cost (Kaplan, 2007). Keeping these factors in mind Tesco implemented the strategy of marketing mix to continue the steady growth in the UK local market and in the International business. In the recent credit crunch due the high unemployment levels Tesco tried to keep the price of the most of the products in the range of the customers by lowering the cost and the profit (http://ivythesis.typepad.com). Social or Cultural Factors: Social factors change the buying behaviour of the customers. Like the British customers moved towards bulk shopping to get cheaper unit price. Due to female workers in the city areas the big retail shops increases ready meal to the office going customers. They may also include changes in the demographic make-up of a population (Kaplan, 2007). In Thailand, customers are used to shopping at traditional wet markets, interacting with vendors and rummaging through piles of produce to choose what they want. Rather than adopting the Western approach of neatly packaged, convenient portions, Tescos Rama IV store in Bangkok tries to meet local customers expectations (www.tescoplc.com). Technological Factors: Technological factors changed the retailing methods, like direct selling through cash or Debit/Credit card from in-store and/ via internet. Tesco stores use the following technologies all over the world: Integrated link-up computers within the stores Electronic shelf labelling Self check-out to reduce the queue of the customers Barcode reader for every products Electronic point of sale Electronic Funds Transfer Systems Environmental/ Ecological Factors: Tesco encourages re-using the shopping bags, plastic bottles, paper boxes and other recyclable products by gaining more and more club card points. This include product stewardship, which considers all raw materials, components and energy sources used in the product and how more environmentally friendly substitutes could be used (Kaplan, 2007). Tesco also like to sell the organic foods to the customers in their affordable price range. f) Legal Factors: â€Å"Various government legislations and policies have a direct impact on the performance of Tesco. For instance, the Food Retailing Commission (FRC) suggested an enforceable Code of Practice should be set up banning many of the current practices, such as demanding payments from suppliers and changing agreed prices retrospectively or without notice† (Mintel Report, 2004). â€Å"The presence of powerful competitors with established brands creates a threat of intense price wars and strong requirements for product differentiation. The governments policies for monopoly controls and reduction of buyers power can limit entry to this sector with such controls as license requirements and limits on access to raw materials† (Mintel Report, 2004; Myers, 2004). In order to implement politically correct pricing policies, Tesco offers consumers a price reduction on fuel purchases based on the amount spent on groceries at its stores. While prices are lowered on prom oted goods, prices elsewhere in the store are raised to compensate.† (www.ivoryresearch.com) SWOT analysis of Tesco   Ã‚  Ã‚  Ã‚  Ã‚  Strengths TESCO have protected commercial standing in the place of global market and achieved Retailer of the Year 2008 at the â€Å"World Retail Awards†. It may be used for marketing campaigns to get advantage for future development and sustainability. Where global retail sales are declining, TESCO have announced sales gain of 13% for UK markets and 26% growth in international markets (www.businessteacher.org.uk).   Ã‚  Ã‚  Ã‚  Ã‚  Weaknesses TESCO Finance income levels were affected by bad debt, credit card arrears and household insurance claims. Grocer outlets are not set up to activate as expert retailers in specific areas of product that can be capitalised on by other smaller customized retailers. TESCO is a low price leader in UK markets which can lead to reduced profit (www.businessteacher.org.uk).   Ã‚  Ã‚  Ã‚  Ã‚  Opportunities TESCO is the third largest global grocer that indicates a level of retail power to ensure conventional economies of scale. The acquirement of Homever provides the prospect to develop the brand through Asia, particularly South Korea and further grow International markets for TESCO. The development of Tesco Direct through online and catalogue shopping will grow the use of technology, providing the launch pad for larger non food based items with reasonable to high margin profits and less focus on sales and margin per foot return to space. TESCO mobile have developed  ¼ million clients in 2008 and encouraged into profitable status suggesting further growth and expansion within this technological area can be developed (www.businessteacher.org.uk).   Ã‚  Ã‚  Ã‚  Ã‚  Threats UK and American markets have been affected by economic concerns through the â€Å"credit crunch†. Lower available profits will impact and strategic focus may need to change to lower priced fundamental products with less focus on higher priced brands telling a switch in price architecture. Growing raw material costs from both food and non food will affect overall profit margins. Require further analysis for changes to consumer buying manner because technology develops consumer buying habit and it is need to evaluation (www.businessteacher.org.uk).   Ã‚  Ã‚  Ã‚  Ã‚  Strategic capability of Tesco Strategic capability is quite simply the capacity of a business to continue to exist, grow and deliver future importance. Clarity of thinking and action in objectives and strategy; evidence of strategy in action and strategic progress in operational attainment; sensitivity to the future and to the impact of convenient and uncontainable trends and factors upon future performance; venture in capital, strengths and less concrete drivers of value; and, an approach to social ethical and environmental matters that is important to the strategy of the business (www.futurevalue.co.uk)   Ã‚  Ã‚  Ã‚  Ã‚  Expectation and purpose Tescos main purpose is to create value for customers to earn their lifetime loyalty Tesco believes that it continually demonstrate that it is good at getting things done, good at ‘what it does, and it takes pride in being good at the way in which it achieve the target (www.tesco.com). As an example, Tescos shares were trading at 369.6p in the month of August 2009, increased to 421p mid of the month of January 2010 which shows the reliability of Tesco in the share market. Numerous analysts stated that with a good sales performance in the UK with its loyal brand, Tesco observer can now get on with looking at the big picture (www.telegraph.co.uk). There is far more to Tesco than UK shops it has stores in more than a dozen other countries, has a sizeable and growing banking arm and a large non-food operation. Analysts believed that the year 2010 will be a good year for Tesco. They expected that Tescos massive investment in its overseas operations will start to pay off within that year. Encouraging growth in Asia and the US was reported over Christmas 2009 and the chain will open its long-anticipated venture in India in the year 2010 (www.bbc.co.uk). It is pushing on with an ambitious expansion in China too. These two markets presented a strong opportunity for the retail chain. Tesco had also invested millions of pounds in the Information Technology platforms for its fledgling banking arm, which is set to launch current accounts which is expected to become a significant source of the revenue (www.telegraph.co.uk)   Ã‚  Ã‚  Ã‚  Ã‚  Strategic choose of Tesco   Ã‚  Ã‚  Ã‚  Ã‚  Business level strategy Tesco has a well-established and consistent strategy for growth, which has allowed the organisation to strengthen its core UK business and drive extension into new markets. The grounds for the strategy is to widen the scope of the business to enable it to deliver strong sustainable long-term growth by following the customer into large expanding markets at home such as financial services, non-food and telecoms and new markets abroad, initially in Central Europe and Asia, andmore recentlyin the United States (www.tescoplc.com). The strategy of Tesco had diversified the business was laid down in 1997 and has been the foundation of Tescos success in recent years. The new businesses had been shaped and developed over the last 12 years from the year 1997. As part of the strategy which established Tesco as a market leader in many of its markets inside and outside of the UK. The Group has continued to make good advancement with the strategy, which has five elements, reflecting its four est ablished areas of focus, and also Tescos long-term commitments on community and environment (Lowe, 2009). The objectives of the strategy are as followed: â€Å"To be a successful international retailer To grow the core UK business To be as strong in non-food as in food. To develop retailing services such as Tesco Personal Finance, Telecoms and Tesco.com To put community at the heart of what we do† (www.tescoplc.com). Corporate level and international The full appearance of international retailing is not as simple as it may happen within a short period of time; it requires a long term approach. Over more than ten years of experience overseas, Tesco has stated a strategy based on six elements: Be flexible Act local Maintain focus on a few countries Use multi-formats Develop capability Build brands (www.Tescocorporate.com) By the year of 2002 Tesco was operating 174 stores in Eastern Europe and Asia, most of them hypermarkets; they represented 42 per cent of the groups total selling space. As it was presented that the UK remained by far the most important source of Tescos profits, and the aim was to keep ahead through innovation with unique differentiation was a prize that can only be won by continually being first. Tesco has followed its customers into the growing world of retailing services. Its aim was to bring simplicity and value to complex markets (www.tescofinance.com). Change management within Tesco Tesco has become Britains most successful food retailer, send-off most of its competitors in its rising. It was predicted in the year of 1999, a decade before that the company was regarded as falling behind. In order to be a success, the company had to build bigger and better stores, place higher priority on customer services, change management attitudes and revise their store culture (www.orsoc.org.uk). A pilot programme exposed in a research that the stores and store managers were performing at a lower level than their competitors. As an example the store managers performance was 75 per cent below that of other retail managers. Between Tesco and Verax, one of the World Leader in Business Performance Information, Diagnostic, Measurement Support Systems, designed a development programme for all store managers and departmental managers in the stores of Tesco to put into practice a programme to measure their performance and the Stores performance. The measure covered five areas: â€Å"Managers attitudes Managers management skills Retail-specific skills, including customer service The rewards system used (e.g. praise and recognition of pay/bonus) The store culture† (www.orsoc.org.uk). Now a days Tesco had developed its own in-house materials as the next move on from the Verax model. It is clear that the cultural changes taking place within Tesco as a whole are continuing. After the inter-company surveys held in the year 1993 cross functional workshops have been stopped now and the line managers are taking on the progression themselves (www.orsoc.org.uk). Corporate culture of Tesco Corporate culture is one of the main determinants of achievement or disappointment in a business development practice, because it mainly determines how flexible, accommodating of change and pioneering a company tends to be (www.itchybrainscentral.com). Fairfield-Sonn (2001: 36) â€Å"provided a four-layer model of corporate culture which includes cultural artefacts, cultural history, core ideology and core values that helps to quantify and describe the corporate culture of an organization. Therefore, Tescos corporate culture can be resolute from its corporate responsibility statements, which describe its main values and core ideologies as well as some aspects of cultural artefacts. Tescos corporate culture priorities allowed the company to consider opening stores in areas where native supermarkets were hesitant to go, and to provide services to the area that the local providers either couldnt or didnt consider. Thus, they opened stores in underserved regions, not only allowing them to express their core ideals, but also providing an opportunity to enter an almost untapped market. Although native retailers have twisted to enter the markets in which Tesco is now providing services in the United States, Tesco will continue to have the advantage in terms of the markets it has already entered; it also has a corporate culture that encourages the extension and service of these areas† (www.itchybrainscentral.com) Knowledge management of Tesco Knowledge management is treating the knowledge component of business behavior as a clear concern of business reflected in strategy, policy, and practice at all levels of the organisation (http://www.media-access.com). Tesco and its competitor Wal-Mart are both masters of enterprise knowledge management, especially as relates to their POS (point-of-sale) data. The two firms influence the same skills data mining analysis to drive their achievement, but use the skill in slightly different ways (http://tscg.biz). Knowledge management is not only about information; it is also about the people the company has recruited, trained, developed, and promoted within the organization. KM involves not only the implementation of a software system; it involves understanding your business needs, your organizations culture, and your personnel. To succeed, any KM initiative requires that you know your people and clearly define the behaviors that need to be changed or reinforced (www.connectioneconomy.com). Conclusion Over more than ten years of experience overseas, Tesco has evolved a strategy based on six elements: Be flexible each market is unique and requires a different approach. According to (Heizer and Barry. 2006), proximity to competitors (clustering) is important to get the customer base. In Tokyo, customers like to shop for small amounts of extremely fresh food, every day. Existing hypermarket formats dont meet the needs of local customers, so Tescos entry into the Japanese market was through the acquisition of a discount supermarket operator. Act local local customers, local cultures, local supply chains and local regulations require a tailored offer delivered by local staff. Locating a company in a different country need to deal its local cultures, and local staff. In that case company need to be ware about the local government policies, and labour productivity. Employees with poor training, poor education, or poor work habits may not be a good buy even at low wages. In Thailand, customers are used to shopping at traditional wet markets, interacting with vendors and rummaging through piles of produce to choose what they want. Rather than adopting the Western approach of neatly packaged, convenient portions. So Tesco tries to meet local customers expectations. Use multi-formats no single format can reach the whole of the market. A whole spectrum from convenience to hypermarkets is essential and company need to take a discounter approach throughout Tesco have a wide range of business all over the world, for diversify demand in various location. They are growing their non-food product business in different locations. Develop capability Its not about scale, its about skill so Tesco make sure they have capability through people, processes systems. Proximity of suppliers is another important issue for new location. For that when Tesco open new retail outlets they consider perish ability, transportation costs of a new location. They also train their stuff and improve their competence. Build brands brands enable the building of important lasting relationships with customers. Brand image among the new location customers is very helpful to setup new location for any business. Tesco have an emerging brand image, so most of the customer in the probable location already knows about Tesco products. Thats how Tesco easily get a strong customer base for new location. (http://www.tescoplc.com) To be a global retail leader Tesco is going ahead. Their successful management team implementing their total organisational strategy worldwide and maintaining steady growth every year. Though Tesco is an establish brand in but it needs to spend some more money in marketing to promote their brand outside UK. Especially the big market like USA they need to create their own brand rather than using some other name or brand. They enter in US market by using other name but it is also a part of their strategy. References ACCA Paper 3 (2007). Business Analysis- Complete text, Berkshire: Kaplan Publishing. Balchin, A. (1994). Part-time workers in the multiple retail sector: small change from employment protection legislation?, Employee Relations, Vol. 16 Issue 7, pp.43-57 Doyle, B (1987) Disabled Workers, Employment Vulnerability and Labour Law, Employee Relations Vol. 9 issue 5 pp 20-29 Fairfield-Sonn, J (2001) Corporate culture and the quality organization. London: Quorum Books. Heizer, J and Render, B (2006) Operation Management (8th edition), New jersey : Pearson Education. Lowe, M (2009) Challenges in Retail Innovation Aspects of Innovation in Tesco plcs Market Entry into the USA, Case study at http://www.managing-innovation.com/case_studies/Tesco.pdf Mintel Report (2004). Food Retailing UK, Retail Intelligence, November. Myers H. (2004). Trends in the food retail sector across Europe, European Retail Digest, Spring, Issue 41, pp.1-3. http://www.futurevalue.co.uk/future-value-strat-key-facts.html#Key01 http://www.allbusiness.com/management/2975129-1.html http://www.bbc.co.uk/blogs/thereporters/robertpeston/2009/05/should_we_save_building_societ.html http://www.businessteacher.org.uk/business-resources/swot-analysis-database/tesco-swot-analysis/ http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/6976691/Questor-share-tip-Tescos-figures-trump-all-expectations.html http://www.tescoplc.com/plc/about_us/strategy/ http://www.tescoplc.com/plc/about_us/strategy/international/ http://www.orsoc.org.uk/orshop/(i3srha45nvdixbia444zierm)/orcontent.aspx?inc=article_news_tes.htm http://www.itchybrainscentral.com/tesco-business-strategy.html http://www.orsoc.org.uk/orshop/(i3srha45nvdixbia444zierm)/orcontent.aspx?inc=article_news_tes.htm http://www.media-access.com/whatis.html http://www.tesco.com/recruitment/html/careers/compInfo/values.htm http://tscg.biz/saintblog/2008/12/tesco-is-walmarts-worst-nightmare-turning-customer-data-into-rightsize-stores.html http://www.connectioneconomy.com/2006/02/18/why-knowledge-management-fails/

Pressure Groups vs. British Government Essays -- Politics Government U

Pressure Groups have become increasingly important in liberal democracies in influencing and raising awareness of their group’s particular causes or interest. This essay will assess wither or not pressure groups are more powerful than the government in Britain. To fully understand if pressure groups are more powerful than the British Government we much take into account the varying classifications of pressure groups, define what is meant by power, the different way pressure groups influence public option, the arguments for and against pressures being more powerful than the British Government and also the power government holds which pressure groups do not. The main argument of this essay is that although pressure groups do have some influence and power in today’s society but they are still not as powerful as the British Government. There are many different definitions of what a pressure group is Peter Lynch argues that a pressure groups is ‘Private, voluntary associations that wish to influence or control particular public policies, without becoming the government and controlling all public policy (Lynch, 2007, p. 245). Another definition is ‘Pressure groups are social aggregates with some level of cohesion and shared aims which attempt to influence the political decision-making process’ (Ball, A.R. and Millard, F, 1986, pp. 33-4). A final definition is ‘A pressure group is any organization that aims it influence public policy by seeking to persuade decision-making by lobbying rather than by standing for election’ (Coxall, 2001, p. 3). Overall pressure groups exist to help groups of people or causes, to promote their interest and will try to influence a certain section of society whether it is the government or the general p... ...us/our_people/our_celebrity_supporters Baggott, R. (1995). Pressure Groups Today. New York: Manchester University Press . Ball, A., & Peter, G. (2000). Modern Politics and Government. London: MacMillan. Ball, A.R. and Millard, F. (1986). Pressure Politics in Industrial Societies. London: Macmillan. Coxall, B. (2001). Pressure Groups in British Politics. England : Pearson Education Limited . Jones, B., & Norton, P. (2010). Politics UK 7th Edition. Harlow: Pearson. Lukes, S. (1986). Introduction Power. Oxford: Basil Blackwell. Lynch, P. (2007). British Politics . Essex : Pearson Custom Publishing . Shelter Scotland. (n.d.). Retrieved Nov 2010, 30, from http://scotland.shelter.org.uk/ Shelter Scotland. (n.d.). Retrieved Nov 2010, 11, from http://scotland.shelter.org.uk/ Wyn, G. (2000). Pressure Groups and British Politics . London: MacMillan Press Ltd . Pressure Groups vs. British Government Essays -- Politics Government U Pressure Groups have become increasingly important in liberal democracies in influencing and raising awareness of their group’s particular causes or interest. This essay will assess wither or not pressure groups are more powerful than the government in Britain. To fully understand if pressure groups are more powerful than the British Government we much take into account the varying classifications of pressure groups, define what is meant by power, the different way pressure groups influence public option, the arguments for and against pressures being more powerful than the British Government and also the power government holds which pressure groups do not. The main argument of this essay is that although pressure groups do have some influence and power in today’s society but they are still not as powerful as the British Government. There are many different definitions of what a pressure group is Peter Lynch argues that a pressure groups is ‘Private, voluntary associations that wish to influence or control particular public policies, without becoming the government and controlling all public policy (Lynch, 2007, p. 245). Another definition is ‘Pressure groups are social aggregates with some level of cohesion and shared aims which attempt to influence the political decision-making process’ (Ball, A.R. and Millard, F, 1986, pp. 33-4). A final definition is ‘A pressure group is any organization that aims it influence public policy by seeking to persuade decision-making by lobbying rather than by standing for election’ (Coxall, 2001, p. 3). Overall pressure groups exist to help groups of people or causes, to promote their interest and will try to influence a certain section of society whether it is the government or the general p... ...us/our_people/our_celebrity_supporters Baggott, R. (1995). Pressure Groups Today. New York: Manchester University Press . Ball, A., & Peter, G. (2000). Modern Politics and Government. London: MacMillan. Ball, A.R. and Millard, F. (1986). Pressure Politics in Industrial Societies. London: Macmillan. Coxall, B. (2001). Pressure Groups in British Politics. England : Pearson Education Limited . Jones, B., & Norton, P. (2010). Politics UK 7th Edition. Harlow: Pearson. Lukes, S. (1986). Introduction Power. Oxford: Basil Blackwell. Lynch, P. (2007). British Politics . Essex : Pearson Custom Publishing . Shelter Scotland. (n.d.). Retrieved Nov 2010, 30, from http://scotland.shelter.org.uk/ Shelter Scotland. (n.d.). Retrieved Nov 2010, 11, from http://scotland.shelter.org.uk/ Wyn, G. (2000). Pressure Groups and British Politics . London: MacMillan Press Ltd .

Anti-Trust Legislation & Microsoft: Do The Ends Justify The Means? Essa

Anti-Trust Legislation & Microsoft: Do The Ends Justify The Means? Anyone who uses a computer today has likely heard of Microsoft, the maker of Microsoft Windows. Over the past few years, as Microsoft’s software has dominated the market, Microsoft has been involved in a number of anti-trust lawsuits, claiming that Microsoft has engaged in unfair business practices which are monopolistic and anti-competitive. By the end of these proceedings, Microsoft was found to be in violation of federal anti-trust laws. The real question now becomes whether or not these anti-trust laws have served their purposes. They exist in foreign countries very much the same as they do here. After reviewing legal analyses here in the United States, I will conclude that Microsoft may indeed be in violation of anti-trust legislation, but the application of these laws, which Microsoft has allegedly violated, does not follow the intention of these laws back when they were initially written. Anti-trust laws, while pure in motive, have the fundamental flaw of preventing the formation of intelligent mergers and monopolies, when what they should be doing is preventing these monopolies from taking advantage of consumers. In the United States, anti-trust legislation began with the Sherman Act, passed by Congress in 1890. â€Å"The Sherman Act prohibited contracts and conspiracies in restraint of trade as well as monopolization of or attempts to monopolize trade.† The Sherman Act was followed by the Clayton Act and the FTC Act, the latter of which established the Federal Trade Commission as a body who was authorized to prevent corporations from engaging in unfair business practices. By 1950, Congress had enacted two more laws, the Robinson-Patman Act, which mod... ...le to develop the software that will give people what they want. As a result, the software that we want will be produced by some small business, who really don’t have the experience necessary with the operating system, or even if they do, their product will be over priced and will draw little demand anyway. Bibliography: Debra A. Valentine, "The Goals Of Competition Law", prepared remarks, Pacific Economic Cooperation Council Conference on Trade and Competition Policy, May 13-14 1997, 8. Office of Fair Trading, Competition Act 1998 - what is the law?, Office of Fair Trading, 6/8/2004, Joe Wilcox, "Judge Rules Microsoft Violated Antitrust Laws", CNET News.com, April 3, 2000, 4. "Yet Another Anti-trust Suit Against Microsoft," Reuters 22 Oct 1998,

To Kill a Mocking Bird Character Analysis

â€Å"To Kill a Mockingbird,† Arthur Raddled is thought to be a cruel and evil person; in reality, he is actually a very kind and generous person. His kindness is evident during the fire at Miss Muddies home. â€Å"Boo Raddled. You were so busy looking at the fire you didn't know it when he put the blanket around you. † (Attic's 96). This dialogue shows that Arthur Raddled is actually a very kind, caring person; he realized hat Scout was cold and he put his own blanket around her to keep her warm.He generously gave Scout the blanket, knowing she was cold and showing sympathy for Scout, who has even mocked Boo with Gem. This generous nature Arthur Ready Dollops Raymond is also another person who appears to be drunk and is disliked by the community, although in reality all he is drinking from his sack is coca-cola; he is actually a very gentle person, which is evident when he tells Scout, â€Å"l try to give ‘me a reason, you see?Dollops Raymond realizes that the c ommunity dislikes and shuns mixed race families, so he fakes being drunk to give Macomb a reason for him marrying a black woman. He realizes that people would be more uncomfortable around him if they thought he was a N-lover, and instead makes them believe he Is married too black woman because he Is drunk. His reason for ‘drinking' shows that he is gentle with the public, so they aren't as uncomfortable with his family as they would be if he wasn't ‘drinking.

Finding Nemo

â€Å"Finding Nemo† (2003) written and directed by Andrew Stanton, and Lee Unkrich, is the story of a father-son underwater adventure featuring Nemo, a boy clownfish, stolen from his coral reef home. His timid father must then travel to Sydney and search Sydney Harbour to find Nemo. Animated feature-length films have carved a niche in American culture as a viable and enduring art form. Animated films have offered a glimpse into another world that often could not be shown by any other filmmaking means.Finding Nemo's computer-generated ocean is full of animated characters that are an absolute blast. There is some real-world scenery, but the incredible graphics make it hard to tell what's real and what's not. Disney/Pixar brings to life an ocean full of funny marine life, like forgetful Dory, and Bruce the shark with his buddies, Chum and Anchor. There are these, like, totally cool hang ten turtles that are the raddest bunch of surfer dudes in the ocean. The animation in Finding Nemo is excellent; you would expect nothing less from Pixar.The scenery is dominated by bright blue ocean colors and colourful fish. The animation used cutting edge technology in the production of the movie, which was released in 2003 and the results still delight to this day. Even now when you look back at it, it is still of a very high standard. The animators at Pixar Animation Studios were expected to scuba dive as part of the preparation and production. This enabled them to understand how light is reflected underwater, and to see the interaction of the ocean's inhabitants for themselves.The experience then translated beautifully onto the screen through their realistic portrayal of Nemo's world. Nemo’s underwater masterpieces in my opinion are the greatest achievement in animation. During Marlin’s journey we see one of animation’s most visibly stunning scenes ever, the Jellyfish. As Marlin and Dory approach the trench, Marlin decides to swim over to it agains t the advice Dory shared and quickly forgot. As they swim over the trench, thousands of jellyfish descend into the shot. I was blown away.I found myself staring at what appeared to be a Discovery Channel special on underwater life. (To think I was playing Frogger just 20 years ago and computers can now do this! ) The visual design is a wonder. It's absolutely astonishing how the folks at Pixar are able to top themselves with each new movie. This is an excellent achievement in computer animation. While Disney/Pixar has redefined animation in the past with Toy Story, Toy Story 2, A Bug’s Life, and Monsters, Inc. Now, Pixar is just showing off with Nemo.

Caroline Kennedy - Japan National Press Club Address

Ambassador Caroline Kennedy Address at the National Press Club of Japan delivered 17 December 2015, Tokyo, Japan All my senior colleagues from the U.S. Government [off mic, removes translation headset] head over to the Press Club at some point during their visit, and are grateful for the warm welcome, the frank discussion of issues, and the opportunity you provide for us to communicate with the people of Japan. Democracies cant function without a strong relationship between a free and independent press, and a transparent and accountable government. Im continually impressed by the serious coverage, and the wide variety of media outlets that exist here in Japan. And one of the good things is that, unlike at home, I cant understand most of what you say. Preparing for the opportunity to speak with you has given me the chance to reflect on my two years in Japan and on the year ahead and I’d like to share some thoughts with you today. First and foremost, the U.S.-Japan alliance is as strong as it has ever been. Just last weekend, the Yomiuri/Gallup poll showed that U.S.-Japan relations were in better shape than at any time since the poll was first taken 15 years ago. Thanks to the efforts of generations of Japanese and Americans in government, business, science, architecture, anime, martial arts our two countries have created a partnership that not only enriches the lives of our citizens, but plays a critical role in addressing global challenges. Our bilateral partnership is now at the center of powerful multilateral coalitions. Smaller more vulnerable countries need our help to succeed, and sometimes to survive. Problems like climate change, terrorism, poverty, disease, and nuclear non-proliferation cannot be addressed by any one country acting alone. They are global concerns that need international action. The U.S. and Japan are called upon not just to engage, but to lead. As two of the most powerful democracies in the world, we must never forget that our shared values of freedom, democracy, and the rule of law are our greatest strength. There are countless examples to prove this point, but let me mention some from just the past few weeks: Five days ago, JAXA and NASA astronauts landed safely after six months together on the International Space Station. Last month, the U.S. government began exploring the possibility of bringing Maglev to Maryland. And just last weekend, our countries were leaders at the historic COP21 talks where we committed to double our R budget[s] for renewable energy over the next five years. Each of these initiatives is built on our shared commitment to innovation and building a better, safer world. Thats why other countries look to the United States and Japan for advice, investment, and security. Two years ago when President Obama appointed me to this position, he said he wanted to send a strong message that the Rebalance to Asia was a core element of the U.S. foreign policy, and that it is built upon the unshakeable foundation of the U.S.-Japan alliance. On his State visit here in 2014, the President reiterated that the United States is a Pacific nation, that we are committed to the defense of Japan. He emphasized that this is a transformational moment for the alliance and we need to make the most of this once-in-a-generation opportunity. The President knows Prime Minister Abe to be a dynamic leader with a forward-looking vision for his country. Hes impressed with the Prime Ministers economic revitalization program and commitment to the empowerment of women. President Obama also stressed that improved relations between Japan and its neighbors is in the national interest of the United States and asked me to help move this process forward. As the first working mother to serve as U.S. Ambassador here, the President asked me to reach out to Japanese women and families to share the U.S. experience. And he asked my children to encourage their generation to invest in the future of this critically important alliance. The President hoped that sending the daughter of a Pacific War veteran to serve as Ambassador during this 70th anniversary year would remind people in both countries of the power of reconciliation and the possibilities for peace. Ive been profoundly moved by the special place that President Kennedys memory holds in the hearts of the Japanese people. Im inspired that his call to service resonates so deeply here. The warm welcome that my family has received has deepened our commitment to live up to this legacy and do our utmost to bring our two great nations even closer. Over the past two years, thanks to the Ministry of Foreign Affairs, Ive welcomed former American POWs to the Embassy. Theyre about the same age as my father would be, and they bring the same message of reconciliation. Whether they were captured in China, survived Bataan and Corregidor, or were shot down over Tokyo despite their suffering, they also tell of kindnesses received from Japanese soldiers who shared food with them and took great risks to help them survive. For me, personally, the most powerful moment of last year was in March when I met the family of the captain of the Japanese destroyer that sank my fathers PT boat. Like my father, Captain [Kohei] Hanami went home after the war to enter public service serving as the mayor of his town in Fukushima. Seeing the photo from the 1950s that my father inscribed, To Captain Hanami late enemy, present friend was a powerful reminder that even during times of conflict, we have more in common than divides us. And only a few weeks later in April, on a grand and public scale, I watched Prime Minister Abe deliver an historic address to a Joint Session of Congress after laying a wreath at Arlington Cemeterys Tomb of the Unknown Soldier and the World War II Memorial. That eloquent speech made a powerful impression on the American people. In it, the Prime Minister called our relationship an alliance of hope. And I have been struck in the recent months by the ways in which thats true. In the area of security, the passage of the Peace and Security [Preserved] Legislation and the revised Defense Guidelines1 have provided a strong foundation for our future cooperation in an increasingly tense regional environment. America has forward-deployed its most advanced radar, ships, and aircraft. Our dedicated service men and women are stationed here to put their lives on the line for the defense of Japan. And yesterday our two nations advanced an agreement in principle on a new Host Nation Support package. This five-year agreement represents another significant achievement for the alliance. The United States appreciates the support and cooperation which will underscore the Rebalance to Asia and demonstrate the enduring strength of our alliance. At joint-use bases in Misawa and Sasebo, and joint exercises like Yamasakura, I have seen the mutual respect our forces have for each other. Their strong real-world relationship is nowhere more in evidence than during the humanitarian missions weve conducted in the Philippines and Nepal. This cooperation has its roots in Operation Tomodachi, conducted in Tohoku after the tragedies of 3/11. And now, the United States and Japanese forces are working to save lives and bring hope to other countries suffering from natural disasters. In addition to bilateral security challenges, our governments must confront 21st century issues of terrorism and cybersecurity, and we must prevent the militarization of space. Were expanding our security cooperation to include regional partners like Australia and India who share the same democratic values. Strong ties between Japan and Korea are also critical to these efforts. Yet even as we increase our security cooperation and expand its scope, were mindful of its impact on local communities particularly in Okinawa.2 Thats why we have worked with the Government of Japan to develop and implement the Okinawa Consolidation plan3 which, when complete, will result in the strategic realignment of our forces across the Pacific region, the return of 68% of the land south of Kadena, and 4,000 additional hectares of environmentally pristine land, almost 20% of the total U.S. holdings. The West Futenma Housing Project, returned last March, is being developed into a state-of-the-art medical facility. And just about 10 days ago, we announced the early return of three parcels of land in Naha that will accelerate that process and reduce traffic congestion. We are going to keep working at this because we are grateful to the people of Japan for welcoming generations of U.S. service members, and we strive to be good neighbors in return. In the area of economics, our countries are closer than ever. The United States is the Number One foreign direct investor in Japan, and Japan is the second-largest investor in the United States. Companies like Boeing, Sandisk, and 3M perform state-of-the-art manufacturing here, and Apple is building a major research center in Yokohama. Together, we are expanding the frontiers of knowledge in brain science, regenerative medicine, and robotics. Disney Princesses and baseball are big business in both countries. Our strong bilateral relationship is now going global as our two countries led the region to conclude the largest, most far-reaching, high-standard trade agreement ever negotiated: TPP. This agreement will create good jobs and export opportunities for our farmers, manufacturers, and small businesses. It will lift millions out of poverty and into the middle class on both sides of the Pacific. It will promote our core values by banning child workers, raising labor standards, and requiring state-owned enterprises to compete fairly. TPP will stimulate invention and creativity in all 12 countries by protecting intellectual property. And it has strong, enforceable provisions to prevent wildlife trafficking, illegal fishing, and preserve biodiversity. As other nations join TPP and these provisions also become part of upcoming agreements with Europe, our shared values will define the economic architecture of this region and the world for years to come. And to anyone who wants to ask the follow-up question, I can answer that right now: Yes, Congress will pass TPP. Looking ahead, perhaps the most important issue for our countries to tackle together is climate change. As President Obama said of the historic agreement reached in Paris, We met the moment. But he acknowledged that our work is just beginning. The U.S. and Japan must be leaders in the movement toward a low-carbon future and help developing countries do the same. Clean and renewable energy will provide millions of jobs in a market with an estimated nine billion users by 2020 [2030?]. American and Japanese companies are already developing the cars, batteries, and power-grids of the future. As Secretary Kerry said, How we implement this agreement, how we set our targets and build it out, will determine whether we are able to address one of the most complex challenges humankind has ever faced.4 We have the solutions and the capital to implement and scale game-changing solutions right now. It makes business sense; it makes environmental sense; and its the right thing to do. In order to tackle this issue, and so many others, we need to enlist the next generation. They need to understand why their parents and grandparents invested so much in the U.S.-Japan alliance, and see it as something amazing they want to be part of. The best way to recruit them is to provide opportunities for them to get to know each other, to discover and explore life in each others countries. At the U.S. Embassy, we are making an all-out effort to meet the goal set by President Obama and Prime Minister Abe of doubling student exchange numbers by 2020. We conduct outreach programs at high schools and universities. We have a college advising system across Japan. We are energizing Japanese alumni of U.S. schools as the best advocates for study abroad. And were trying to reach out to younger students in new and different ways and involve them in issues they care about. (Im not supposed to go too fast.) [Pauses for possible translation lag] For example, Im now working with high school students in Tokyo, Okinawa, Korea, and the South Bronx in a teleconference exchange where students share their fears, hopes, and dreams for the future. We also connected an elementary school in Kyoga Misaki with one in Manchester, Massachusetts. Theyre collaborating through technology on the study of an unusual natural resource that they have in common a beach with Singing Sands. We hope both these efforts, along with more traditional ones, will inspire young Japanese and Americans to explore the wider world as they get older. The Japanese government has made significant resources available for study abroad, but we need the business community and academic institutions to keep pushing forward on this agenda.5 I know the world today can seem like a daunting place, and there are people in both our countries that would rather turn inward and stay focused at home. But we need to show our children that thats not who we are. As Japan assumes a seat on the [United Nations] Security Council for the 11th time and prepares to host the G-7, 2016 promises to be a a year when our two nations can work even more closely on our shared priorities. We are the largest contributors to the United Nations and the largest donors to the Green Climate Fund. Our healthcare experts coordinate closely in West Africa to battle Ebola. Last March, our First Ladies announced a partnership between the Peace Corps and JPOV [Japan Overseas Cooperation Volunteers] to educate girls in Southeast Asia. Our diplomats worked closely in recent months to implement the Iran nuclear agreement. Together, were combating terrorism and helping millions of desperate refugees build a better life. We are the people who step up. We shoulder the burdens of leadership because we have benefitted from the dialogue, partnership, and rules-based order that emerged from World War II. Prime Minister Abe calls it a proactive contribution to peace. President Obama laid out his vision at the United Nations when he said, To believe in the dignity of every individual, to believe we can bridge our differences, and choose cooperation over conflict that [is] not weakness, that is strength. It [is] a practical necessity in this interconnected world. Americans and Japanese can take great pride in the U.S.-Japan alliance. Its been built through countless acts of reconciliation and friendship. Its sustained by respect and hard work. It brings knowledge and opportunity. Our countries have distinct national cultures, myths, and traditions. These differences make the closeness of our partnership even more remarkable in todays fragmented world. Together, our nations demonstrate the power of history to bring hope, the power of knowledge to bring progress, and the power of freedom to bring peace. As citizens of the U.S. and Japan, weve been given great gifts. I hope to be worthy of them as we build the alliance of the future. Thank you. Chairman Nishimura [as translated]:6 Thank you very much, Ambassador. You touched on the 70th anniversary, TPP, and youve already answered one of the questions, the follow-up questions, so thank you very much for covering diverse topics. And we have collected many [question] cards and representatives are now checking them to ask questions to you now. Question [as translated]: [inaudible self identification] newspapers. Our time is limited, so lets start with a hard question. I would like to ask you about politics and security. This year happens to be the 70th anniversary ofthe end of World War II, and you participated in memorial services in Hiroshima and Nagasaki, so I would love your comments on visiting those two [cities.] And the G-7 will be hosted in Japan this year, so what do you think about President Obama visiting those two cities? Would you recommend the President to visit those two cities? Thank you very much. Ambassador Kennedy: Visiting Hiroshima and Nagasaki I think is one of the most powerful experiences anyone can have. I first came there in 1978 with my uncle, Senator Kennedy, and now I visited with my children, and I had a chance to walk through the Peace Park, which I hadnt been able to do at the larger ceremonies. President Kennedys proudest achievement was the limited Nuclear Test Ban Treaty, so it has a great personal meaning for me as well. I know that President Obama is also committed to a world without nuclear weapons, and I think anyone who goes there feels like a renewed commitment to work for peace in any way that we can. As far as the Presidents visit there, I as you know, presidential scheduling is extremely complicated, and thats many months away, so I really cant really speculate on what would be possible. Question [as translated]: Thank you. Next on Okinawa, [an] Okinawa newspaper is asking me to ask [about] Okinawa. As as you referred to in your presentation, you talked about the return of lands south of Kadena, and you also participated in the memorial service this year. Okinawa has a unique history compared to other parts of Japan and has a high concentration of U.S. bases. So what do you think about this reality? Okinawa is opposing the landfill project and relocation of Futenma, so what do you think about this point? And if Japan were to propose a Plan B alternative to the Henoko plan, is the U.S. going to consider it? Thank you. Ambassador Kennedy: Well, Okinawa the United States, first of all, is works very hard to be a good neighbor, and we are very grateful to the people of Okinawa for the support that they have given to generations of U.S. service men and women. I visited there four or five times now, and Im always struck by the strength of the communities and as well as the commitment of our service men and women. We are working hard to reduce the impact of the bases. We understand how important this is. People worked very hard, considered many options, and developed this plan that I think is the best of any other plan that was considered. And I believe that we are at a turning point, and that once the next few years will be critical and once we are able to move MCAS Futenma out of Naha, that the situation will improve. And were committed to doing that. We are working hard to do it as fast as possible. We have taken these early land return steps, as you know, and we are working to give to return additional lands as well as to realign our forces. So I think the future will be better, and I think that that plan is the plan that we should implement as fast as possible. Question [as translated]: Next question, on refugees, Syrian refugees are flowing into Europe, and there was a terrorist attack in Paris, and even in the presidential election campaign, the refugee issue is under the spotlight right now. It is a political issue in Japan as well, so I would appreciate your perspective on the refugee issue. Thank you very much. Ambassador Kennedy: I think anyone who has turned on the television can see that this is becoming the humanitarian issue of our time. I mean, this is a huge crisis, and the United States is is working hard, and so is Japan. Were grateful for the major contributions that Japan has made to improve the lives of the refugees and support them. President Obama has been very clear that we are committed to destroying ISIL and that we must also welcome refugees into the United States and and not discriminate against any Muslim-Americans that are that are our neighbors and our friends. And so I think that this issue is going to be with us for some time, and all countries have an obligation to solve the underlying conflict that is causing this crisis as well as to help the families who are forced to leave their homeland. Question [as translated]: One last question: This year happens to be the 70th anniversary of the end of World War II, and Prime Minister Abe made a statement. And Ambassador, you expressed disappointment when Prime Minister Abe visited Yasukuni Shrine, but what do you think about his statement this year? Ambassador Kennedy: Well I was here for the year, and I watched the process that the prime minister conducted with a panel and discussion, and I thought that the the United States government welcomed the statement that he released, and it had a strong expression of remorse for the past suffering that was caused by Japan as well as a commitment to uphold previous government statements. So I think that the United States and all countries recognize that Japans record over the last 70 years has really been a model for all nations. Its contributed to peace and stability and played a great role internationally, and so I think that that the U.S. government, the President, and Secretary Kerryall issued statements of support for the prime ministers statement. Question [as translated]: Thank you.On TPP I have two questions. You said the Congress will pass TPP for approval, but the U.S. is heading towards the political season, and both parties are opposing the TPP. So why are you so optimistic about TPP? Next, on Japanese agriculture, Japanese farmers worry about losing markets against cheap foreign produce including [from] the United States, but there are some options for Japanese farmers to export overseas, so do you have any tips for Japanese farmers so that their produce may be welcomed in the United States? Thank you. Ambassador Kennedy: Well, if I can take the second question first, Japanese farmers produce the most amazing products among the most amazing products in the world, so no one but Japanese farmers could produce the peach-flavored strawberry in the winter. And I have met young Japanese farmers. I work with the EnGei Agricultural high school, and I see the young people there who are committed to careers in agriculture. They have They also take care of bonsai plants at the Embassy that they are lending to me. And Ive met with Future Farmers of Japan and [Future Farmers of] America, and I know that these partnerships have been going for 50 years or more. And so I have no doubt that Japanese farmers will succeed in within the TPP context. And there will be, you know, challenges, but I visited farms where many generations are working together and growing amazing things. Theyre selling directly to consumers. Theyre selling their products, you know, in innovative ways, so and I think that what they what they produce is so exceptional that Im confident that they will be successful. As far as TPP goes, trade agreements are never easy to pass, but the American they always do, and President Obama is absolutely committed to this agreement, and he has a very strong record of achievement on things that he cares deeply about, and so I have no doubt that when this all comes together that TPP will pass. As far as politics, thats something else. Question [as translated]: Thank you. Next, on women: So you said that you have been asked by the President to share your experience with the Japanese people, and when you look at the gender gap index, Japan is below 100th in the world. Bu what do you think could be the breakthrough for Japan to move forward with womens advancement in society? Thank you. Ambassador Kennedy: Well, the first of all let me say that this is an issue that the U.S. has to work on as well. We have not solved this problem. Its still too difficult to balance work and family in the United States, but I think that by sharing our experiences we all can hopefully do better. I dont think theres one thing one breakthrough. I think this is going to take a sustained effort, and its going to have to involve men, women, children, businesses, academia and I think that this is certainly something that is in the the long-term interest of Japan and the short-term interest of its families and workers. And I think the prime minister has set forward many of the measures that need to be implemented. People know what they are revisions in the tax code, legislation, flexibility in the labor market there are many, many things that we that we could name, but I think the main thing is the commitment to steady progress, and I the women that I have seen in Japan are so dynamic, and and I think that they really have the power to transform anything they set their mind to. So I am eager and hopeful that this will be a successful initiative. Ive seen progress since Ive been here, and Im, you know, honored to be a part of it and to to watch and cheer from the sidelines. Question [as translated]: Thank you. Ambassador, you touched upon student exchange. So some Japanese young people are inward-looking, so could you explain to them what could be the merits of studying in the United States or U.S. colleges? Ambassador Kennedy: Well, I understand why they dont want to leave Japan. Its really wonderful here, but I will say that I think that studying in another country is one of the most transformative experiences you can have, and everyone that Ive spoken to myself included who have spent time studying in another country find that it changes your life. It gives you great perspective on your home as well as the country in which youre studying, and it opens up possibilities for your future that you would have never considered. And I think that that its also true that more Japanese women than men study abroad, so I think and as companies globalize and the worlds more interconnected, I think that that Japan should take advantage of this great resource as well. I think for the for kids and for parents theres this is really a great adventure, and one of the things thats exciting about having children is is being part of their adventure, and I think that they usually come home, so I always say to parents not to worry. But to the kids I think its its really one of the greatest experiences you can have, and you will come home and find opportunities and success that you that are much greater than you would have had you not taken that chance. And so I think businesses really need to work on this and convince kids that they wont lose out in the job-recruitment cycle. And I think that universities need to work on it to make it easier for students to go back and forth. And I think were working at the Embassy to partner working with MEXT to create partnerships between institutions that will make it easier for students to transfer credits, to go back and forth, to have internships. And I think that what were seeing is that there are people who are interested in doing this, but we need to make it easier easier for them. And I would like to say that there are record numbers of Americans coming to Japan in the last few years, so we need to work on the Japanese numbers, but at least our message is getting through in the United States. [Formal presentation of gift to Ambassador Kennedy] Book/CDs by Michael E. Eidenmuller, Published by McGraw-Hill (2008) 1 PDF of Guidelines here (Source: www.us.emb-japan.go.jp) 2 There is considerable controversy, regionally and beyond, concerning U.S.-Japan consolidation efforts within the Okinawa Prefecture; see, for example, here, here, here, and here. 3 Consolidation Plan for Facilities and Areas in Okinawa.pdf (Source: www.mofa.go.jp) 4 Inexact quotation, provided the reference is to Secretary Kerrys COP21 Plenary Session remarks which ran how we implement our targets, how we build this agreement, how we build it out for each of our nations and how we strengthen it in the time ahead that is what will determine whether we’re actually able to address one of the most complex challenges humankind has ever faced. A Google search did not locate any alternative content attributable to Secretary Kerry which as closely resembled the comments cited by Ambassador Kennedy. Both sets of remarks, however, are substantially similar in meaning. 5 See, for example, these resources 6 Q transcription at this point forward from Japanese to English only is a combination of the above in-video recording translation and a translation provided by japan.usembassy.gov See also (offsite): The U.S.-Japan Alliance: Review of the Guidelines for Defense Cooperation.pdf (INSS Strategic Perspectives 18 March 2015) Audio Source: DVIDShub.net Image of Kennedy Source: japan.usembassy.gov Audio Note: AR-XE = American Rhetoric Extreme Enhancement U.S. Copyright Status: Text of address QA excluded and audio = Property of AmericanRhetoric.com. Image = Uncertain. [Chairman Nishimuras introductory remarks and formal introduction of Ambassador Kennedy] Ambassador Kennedy: Good Afternoon. Thank you for inviting me to this gathering. Id like to thank Managing Director [Yoshinori] Nakai for welcoming me here today and Chairman [Yoichi] Nishimura of the planning committee for serving as the moderator. And thank you all for coming.