a view from the bridge

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A view from the bridge was written by Arthur Miller from new york, before a view from the bridge Arthur miller wrote many other plays which were also success storys but some weren’t “a death of a salesman,” which didn’t have a narrator in it so the audience didn’t immediately understand the meaning of the play when it was first performed on stage. A view from the bridge used Alfieri as the narrator so the audience understood the play with alfieri and the message of the play which was to compromise in life which Eddie failed to do and the message was more clear.some of Millers plays such as “the man who had all the luck” weren’t successes.

Many of hundreds of years ago, the ancient greeks produced Greek trajedy.alfieri is connected to Greek tragedy because in a view from the bridge Arthur Miller uses a narrator which in Greek culture is a chorus which is the role of alfieri.a view from the bridge ends in a tragic ending where rodolpho stabs eddiethe main hero in the play.trajedy is a type of drama composed in the Athens in the 6th century.

A view from the bridge uses Alfieri as the narrator who tells the story to the audience.althought he is a narrator he doesn’t just tell the story and the meaning of the play but he also tells the audience of the time and place of every event that takes place. “On December 7th I saw him,” Alfieri talks about Eddie when he comes to see him. By talking to the audience he makes it more clear of what is happening and makes the meaning of the play more explicit. He also comments on the action in a previous scene and gives hints as to what is happening next.

Alfieri is a lawyer as well as a narrator at the same time. In a view from the bridge alfieri is a wise and intelligent character, unlike Eddie who thinks that being manly is very important and Eddie even tries to challenge rodolpho, when rodolpho asks Eddie to hold a chair up from it’s leg but Eddie cant and rodolpho manages to.alfieri doesn’t need manliness he has inner strength because he is very wise and strong minded. “Eddie im a lawyer’” alfieri hears both sides of the story.e.g when Marco falls in love with Catherine and he wants to marry her but eddy is very against it, and asks alfieri for legal advice about it. but alfieri just says that there is nothing wrong about a marrying a immigrant.




Alfieri’s character is to work out what is right and wrong, and as a lawyer he is there to make peace. In a view from the bridge Alfieri tries to sort out eddy problems. Eddie is a very much against Marco marrying Catherine and goes to alfieri for help.alfieri helps people by compromising and hearing both sides of the story.alfieri is a smart man with a intelligent mind.alfieri compared to other characters in the a view from the bridge speaks proper English because he is well educated. “Yes we eat very good on the boats,”Marco says this quote. “Wait a minute….which is….i mean its allright….i mean you know what I mean? This is eddies quote. “Im inclined to notice the ruins in things,”compared to Marco and Eddie, Alfieri is much more articulate.

A view from the bridge is a play with an audience, alfieri is a bridge between the audience and the characters, because for the characters he is a lawyer and for the audience he is a lawyer and a narrator.alfieri also helps the characters make the right decision and points them to the right direction that is what his role as a lawyer is.alfieri has the perspective of knowing everything.alfieris theme is to make the mood of the play moving.alfieri hears both sides of the story. In the community Alfieri is a most respected.

Arthur Miller put Alfieri into this play as a lawyer because a lawyer can talk to the characters and give them advice.alfieris feelings towards Eddie are sympathetic. Eddie confides in Alfieri and asks him what he should do; Alfieri wants Eddie to let Catherine marry Marco. the audience must be thinking that Eddie isn’t compromising and being very selfish.alfieri tries to make Eddie compromise, and reveals eddies feelings, and inner most thoughts through their conversations.alfieri tries to make Eddie see sense. “She can’t marry you, can she?”He also sees eddies feelings for catherince, and Alfieri sees that Eddie is a desperate man, so desperate, hell do anything. Its the point where Eddie realises that the only way he can stop the marriage is by calling the immigration officers and he does and Marco and rodolpho are taken by the immigration.at the speech Alfieri says “he allowed himself to be wholly known and for that I will love him more than my sensible clients. he means that even though Eddie was wrong he still believed in himself and if he wanted something he would go for it.

By Deepak Dhillon



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Conflict Management Styles

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Conflict Management Styles

Conflict occurs in every company whenever there is a difference of opinion or a personality conflict exists between two people. When handled incorrectly, conflict everyone one in an organization from a subordinate to the executive director could be affected. Disagreements occur among employees for various reasons, such as differences of opinion, values, goals or work ethic. Managers in organizations must handle each situation differently. Based on the assigned readings, the workbook assignment, and my personal interactions with management and staff, I will discuss the conflict management styles used by managers within Arc Human Services, Inc (ARC).

Currently, I work as a human resources generalist at ARC. Through my three years of employment with ARC, I have observed the different styles of conflict management. As part of the management team, I must be able to deal with conflict on a day-to-day basis. Conflict is inevitable within any organization.

Upper management of ARC has different styles of conflict management that it utilizes amongst its staff. The Chief Financial Officer of ARC, Joe Scrip, utilizes avoidance as a conflict management style. When a disagreement occurs within the accounting department, he pretends the conflict does not exist. He hopes with time the disagreement will eventually go away. Avoidance is not a practical style of managing conflict. The underlying tension within the department never really goes away.




The human resources director of ARC, Mary Bruno, utilizes the collaboration style of conflict management. As the director of human resources, Mary is able to listen to both sides of a disagreement and distinguish the best course of action that needs to be taken. She bases her decision upon what is best for the organization. Ultimately, Mary’s goal is to solve the problem by raising all of the relevant issues and openly discussing the issues with the parties involved. The final result is a win-win situation amongst the employees that the conflict involved.

Occasionally, arguments may occur that can only be resolved through the authoritative style of conflict management. The authoritative style is utilized when quick and decisive action is vital or when unpopular action needs to be taken. The Chief Operations Officer of ARC, Karry Riddell is the manager that would utilize this style of management. The authoritative style is needed in the agency when an employee works in a small area have tried to work through a disagreement, but fail doing so. Karry would dictate a solution for the employees to follow. This particular style is not effective, eventually the conflict occurs again within a short period of time.

While observing the different management styles within the agency, I agree with the human resource director’s style of dealing with conflict. In any type of disagreement, both side of a story need to be heard. Many times an argument can be resolved fairly through listening, discussing, and negotiating with the parties involved. A manager, I would take into consideration what is best for the agency when resolving a disagreement. A conflict resolved correctly the first time will save the agency time, money, and heartache.

The results of the assessment on page 56 of Organizational Behavior, concluded that my style of conflict management depends on the type of situation which may arise. The assessment scores are as follows twelve on collaborating and ten on compromising, avoiding, and accommodating. The scores reflect my character and my approach. The field of human resources requires a person to be able to collaborate with others.



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Managerial decision making

We are ready to represent the best custom paper writing assistance that can cope with any task like Managerial decision making even at the eleventh hour. The matter is that we posses the greatest base of expert writers. Our staff of freelance writers includes approximately 300 experienced writers are at your disposal all year round. They are striving to provide the best ever services to the most desperate students that have already lost the hope for academic success. We offer the range of the most widely required, however, not recommended for college use papers. It is advisable to use our examples like Managerial decision making in learning at public-education level. Get prepared and be smart with our best essay samples cheap and fast! Get in touch and we will write excellent custom coursework or essay especially for you.

As a leader, one of your major role is decision making. Its your job to make decisions that are in the best interest of the whole organization. You must consider the good of many, not of a few. This is a big responsibility and very often people dont appreciate your efforts.

The decision making process is the one by which managers respond to opportunities and threats by analysing options, and making decisions about goals and courses of action. It¡¦s true that managers at lower levels in organizations could not take important decisions which can affect the whole company strategy if they are treated individually, but they have a cumulative effect on organizational effectiveness. For instance, FORD has redirected the design of its cars by letting designers to ¡§design the kind of cars you would like to drive¡¨ so, maybe the individual designer decision making has not a monumental impact on the company, but if we add the whole designers decisions it will have a great impact on the company effectiveness.

In their activities, managers face many kind of problems that can be classified on three types of problems

- CRISIS PROBLEM




A serious difficulty requiring immediate action. For example a serious sale¡¦s decline on airline¡¦s ticket price due to 11 September fact.

- NON CRISIS PROBLEM

A situation that requires an action but does not have the immediacy and importance. For example an employee who is frequently late, or an invoice that should be paid ¡§small amount¡¨

- OPPORTUNITY PROBLEM

A situation that offers the organization a potential for an important and significant gain if actions are taken appropriately . For example to invest in a new emerging market that can bring a lot of cash flows.

Generally, managerial decision situations are divided into two categories programmed and non programmed.

- PROGRAMMED DECISIONS

Decisions made in routine, repetitive, well structured situations through the use of predetermined decision rules. They may be based on habit or established policies and procedures.

For example determining supplies to be reordered in a factory.

Computer have improved the possibilities for making sophisticated programmed decisions, because they can collect and analyse vast amounts of information that can facilitate programmed managerial decision.

- NON PROGRAMMED DECISIONS

Are those for which predetermined decision rules are impartial because the situation are novel and/or ill structured. Non programmed decisions usually involve considerable amount of uncertainty a condition in which the decision maker must choose a course of action without complete knowledge of the consequences that will follow implementation.

Decisions made under uncertainty involve risk the possibility that a chosen action could lead to losses rather than the intended results.

Examples of NPD select new product line, new promotional activity, new sale¡¦s strategy...

Decision Type

Lower Middle Top

Figure 1 Relationship of decision-making situation to management level in organizations.

As we can see in the figure 1, the proportion of non programmed decisions increases at each level of the hierarchy. Most of decisions made by first line managers and many of those made by middle managers are the programmed type. In contrast, top level managers make comparability few programmed decisions.

1) THE RATIONAL MODEL

Managers optimal decision-makers A decision that meets the objectives , this assumes that managers are rational , they know how to handle information in order to make optimal decisions

) NONRATIONAL MODELS

Difficult to make optimal decisions , does not meet the optimal objectives of the organization , these are satisfying , incremental , and garbage can models they suggest that information-gathering and processing constraints make it difficult for managers to make optimal decisions .

„h Satisficing Decision

Decision that meets the objectives but does not exceed them .Here you do not maximize your satisfies , the reason is

„h Bounded rationality it states that managers have constraints as cognitive capacity , time constraints , ... because

„h Imperfect or inadequate knowledge

„h Time and cost factors that impede the gathering information process

„h Decision makers perceptions about the relative importance of various pieces of data that lead to an overlooking or ignoring critical information

„h The part of human memory that is used in making decisions can retain only a relatively small amount of information at one time .

„h The calculating capacities associated with intelligence limit the degree to which decision makers can determine optimal decisions , even with perfect information .

„h Incremental model

It consists in reducing a problem into at least a tolerable level , by making the smallest response , this can be for a great utility in short term alleviation of a problem , however it¡¦s quit unuseful for the long term.

„h Garbage can model

Decision makers use unplanned and random methods to make nonprogrammed decisions, we can say that the decision occur by chance depending on factors such as the participants involved , the problems faced . This model is most likely used when any goal is preferred to an other , unclear means to solve the problem , or changing participants , however it can lead to serious problems .

1- IDENTIFYING THE PROBLEM

Consist on recognizing the need for a decision Managers must first realize that a decision must be made by identifying the problem. So, we should recognize that a problem exist by identifying organizational problems which are the gap between what is desired and what is achieved.

This first step has three general stages

„h Scanning stage involves scanning the environment for changing circumstances. Thus, the problem is sparked by an event such as environment changes.

„h Categorization stage in this stage we categorize the situation as a problem or non problem.

„h Diagnosis stage by gathering information and diagnosing the problem¡¦s nature and causes.

- GENERATE ALTERNATIVES

managers must develop feasible alternative courses of action. There are many tools of generating new and creative alternatives through brainstorming for instance, which is a technique that encourages group members to generate as many novel ideas as possible on a given topic without evaluating them.

There are four major principles involved in brainstorming technique

„h generating as many ideas as possible. Even if they are wild or difficult to understand.

„h Avoid criticizing ideas while generating possible solutions.

„h Freewheel offer ideas even if they are wild or they can never be used for this specific situation they can be useful for others.

„h Combine and improve on ideas that have been offered.

This kind of creativity can also be used in an individual concept in order to be more performing and to avoid that the resulting decision would be poor.

For example in our case the selling decline due to customer¡¦s dissatisfaction

- To develop a new diversification strategy by launching new product lines with new packages, new tastes, new promotional techniques.

- To administer a market study to know why consumers develop such as reaction ¡§dissatisfaction¡¨, to also know what are the forces and weaknesses of our product.

- To stop selling this product and withdraw it from the market.

- To declare bankruptcy.

- To do nothing...

. EVALUATE ALTERNATIVES

what are the advantages and disadvantages of each alternative? What are the costs and savings involved for each one? Managers should specify criteria for evaluating each alternative. Those criteria are divided into six ones

„h FEASIBILITY

Is it possible to adopt such as alternative within organizational constraints time, budgets, technology and policies. The alternative that does not respect this norm should be eliminated

For example launching a new product by our company is not feasible cause the cash flows are limited due to the decrease of sales so we don¡¦t have the sufficient budget to make a new production process by buying new equipment, making experiments, study markets...

„h QUALITY

Refers to how effectively an alternative solves the problem. Those who partially solve the problem are eliminated at this stage.

„h ACCEPTABILITY

How others who will be affected by the implementation of the alternative will support it.

For example declaring bankruptcy will never be accepted by employees. So we should eliminate it.

„h COSTS

Refers to both the resource levels required and the undesirable side effects of such as decision.

For example to decide to increase advertising on TV for the actual product may cost $8.500, but this will suppose more additional costs and will affect the company current asset by decreasing cashes...

„h REVERSIBILITY

Refers to the decision¡¦s ability to be reversed in case of difficulty.

For example we¡¦ll take the example given in the book ¡§Management, Kathryn M. Bartol and David C.Martin, third edition¡¨, when the Coca-Cola Company ran into difficulties in introducing its new formula for Coke, it was able to reverse the decision by reintroducing its old formula as Coke Classic.

„h ETHICS

An alternative should be compatible with the social and the ethical standards.

4. CHOOSE AMONG ALTERNATIVES

Managers rank alternatives and decide the one that reaches their goals.

5. IMPLEMENT CHOOSE ALTERNATIVE

Managers must now carry out the alternative. Successful implementation depends on two main factors careful planning and sensitivity to those involved in the implementation and/or affected by it. The more difficult is an alternative, the more important it is to plan for effective implementation.

For example if we decide to administer a market study we have got to make written plans , coordination with units inside and outside the organization by training and orienting people charged to administer questionnaires. We should also contact, supermarket responsible to have their agreement to do the study market inside supermarket.

6. MONITORING THE SOLUTION BY LEARNING FROM FEEDBACK

Managers should consider what went right and wrong with the decision and learn for the future. Without feedback, managers never learn from experience and make the same mistake over.

As the nonrational models of managerial decision making suggest , managers usually do not follow those steps outlined before , that lead them to face many barriers to effective decision making , however overcoming those barriers is possible by following sufficient patterns .

1) ACCEPTING THE PROBLEM CHALLENGE

Four basic reaction patterns that characterize the manager¡¦s behaviour when dealing with problems

„h Complacency this reaction occurs either when the manager does not see the signs of danger or he ignores them . This is a real barrier for the effective decision making .

„h Defensive Avoidance when the manager either deny or underestimate the importance of a problem or an opportunity , or deny any responsibility for taking action .That can be presented in forms

„X Rationalization it can happen to me

„X Procrastination it can be taken care of later

„X Buck-passing it¡¦s someone else¡¦s problem

EXP Managers in a company who ignore accounting signs and cash flow evolution , this situation can lead to an eventual collapse .

„h Panic the manager becomes so upset that he has to look for a quick solution to a problem , in his haste he does not notice the disadvantages no consider other potential alternatives

„h Deciding to decide when the manager accept the challenge of facing the problem and follow an effective decision-making process

Table Guidelines for deciding to decide

Appraise credibility of information

Is the source in a position to know the truth ?

If so , is the source likely to be honest ?

Is there any evidence , and how good is it ?

Ascertain importance of threat or opportunity

How likely is a real danger or opportunity ?

If a threat , how severe might be losses be ?

If an opportunity , how great might the gains be ?

Determine the need for urgency

Is the threat or opportunity likely to occur soon ?

Will it develop gradually , or is sudden change likely?

If some action is urgent , can part be done now and the rest later ?

Source Management book page 150

) SEARCHING FOR SUFFICIENT ALTERNATIVES

Gathering adequate information needs both costs and sufficient time , so that decision makers must evaluate how much time , effort and money should be spent gathering information that will help in making a particular decision .



From the figure below , we can notice that as the decision maker gather more information ( line a ) , the value of the additional information begins to level off at the same time ( line b ) the cost of additional information during the initial search is usually not very high but tends to get much higher as the information collected tends to perfect information , as a result the marginal value of the additional pieces of information (line c ) rises at first to a point of optimality and then starts to decline as cost begins to exceed the value of additional pieces of information

) RECOGNIZING COMMON DECISION MAKING BIASES

Biases that tend to characterize the way that decision makers process information

„h Framing the tendency to make different decisions for one problem presented in two ways .

Exp (management book , page 15 ) Threatened by a superior enemy force , the general faces a dilemma . His intelligence officers say his soldiers will be caught in an ambush in which 600 of them will die unless he leads them to safety by one of two available routes . If he takes the first route , 00 soldiers will be saved . If he takes the second , there¡¦s a one-third chance that 600 soldiers will be saved and a two-thirds chance that none will be saved . Which route should he take ?

Most people would think that he should choose the first route , reasoning that the general should save the 00 rather than risk even higher losses . now we suppose that the situation is as follows

The general again has to choose between two escape routes , but this time his aides tell him that if takes the first , 400 soldiers will die , if he takes the second , there¡¦s a one-third chance that no soldiers will die and a two-thirds chance that 600 soldiers die. Which route should he take ?

In this situation , most people argue that the general should take the second route . their rationale is that with the first route 400 will certainly be dead .With the second route there is at least a one-third chance that no one will die , and casualties will only be 50% higher if the scheme fails .

Interestingly , most people draw the opposite conclusion from these two problems .In the first problem , people favour the first alternative to 1 ; in the second problem , they choose the second alternative 4 to 1 . Yet a close look will reveal that the problems in both cases are exactly the same they are just stated differently. The first problem is stated in terms of lives saved , the second in terms of lives lost .

The prospect theory explains the paradoxical decision pattern exhibited in the general¡¦s dilemmas , it states that decision makers find the prospect of an actual loss more painful than giving up the possibility of a gain .

Exp Karim is a 0 , single and very bright , he majored in anthropology in the university . As a student he used to play piano and he got several awards for that in university quizzes . which of the following statements is more likely ?

- Karim is a bank teller

- Karim is a bank teller and a famous piano player

Most people choose the second alternative , however , according to probability laws , it¡¦s more unlikely to happen then the first alternative , this way of deciding is called representativeness , the tendency to be influenced by stereotypes in making judgements about the likelihood of occurrences .

Exp In a typical english text, does the letter K appear more often as the first letter in a word or as the third letter?

Although most people will choose the first alternative, in reality the letter K is almost twice as likely to appear in the third position, we do this because of a bias called availability, the tendency to judge the likelihood of an occurrence on the basis of the extent to which other like instances or occurrences can be easily be recalled, in this case it¡¦s easier to recall words beginning with K than words with K as a third letter

A newly hired engineer for a computer firm has 4 years¡¦ experience and good all-around qualifications .when asked to estimate the starting salary for this employee , a chemist who had a very little knowledge about the profession or industry guessed an annual salary of 17,000$ . What is your estimate ?

Most people don¡¦t think that the chemist¡¦s guess influenced their own estimate .Yet people tend to give higher salary estimates when the chemist¡¦s estimate is stated as 60,000$ then when it¡¦s 17,000$ .this tendency to be influenced by an initial figure , even when the information is largely irrelevant , is known as anchoring and adjustment .

The decision makers should be careful about those biases , and don¡¦t be overconfident , that is the tendency to be more certain of judgements regarding the likelihood of a future event than one¡¦s actual predictive accuracy

Avoiding the decision escalation phenomenon

When a manager makes decision , it¡¦s often one of a series of decisions about a particular issue , further decisions may be necessary , depending on the results of a previous decision .

Exp if a manager decide to expand the company¡¦s part in the market , he can decide to reduce the product price , however this can harm the margin profit of the company if the sells don¡¦t increase at the percentage expected , so the results of that decision are the causes of another decision , either to re-establish the price at their first level either to reduce the costs and so on .

Such situations are called escalation situations , those are situations that signal the strong possibility of escalating commitment and accelerating losses

Nonrational escalation the tendency to increase commitment to a previously selected course of action beyond the level that would be expected if the manager followed an effective decision making process , also called escalation phenomenon .

Many organizations encourage decisions made by more than one person to take advantage of the diversity of outlooks.

ADVANTAGES DISADVANTAGES

„h More information and knowledge is focused on the issues.

„h An increased number and diversity of alternatives can be developed.

„h Greater understanding and acceptance of the final decision are likely.

„h Members develop knowledge and skills for future use. „h More time consuming

„h Disagreements may delay decisions and cause hard feelings.

„h The monopoly of one or a few group members.

„h Groupthink may cause members to overemphasize achieving agreement.

Improving group decision making processes

In order to benefit from the group decision making advantages, and to avoid gaps involved, a manager should follow a number of steps to enhance the process

- Involving the group in decisions when the information and knowledge of the group are important to decision quality.

- Using diversity to configure the group helps to benefit from new behaviours, new cultures and ethnics backgrounds. Heterogeneous groups face difficulties at first, but gradually learn how to profit from this diversity and began to be more effective than the homogeneous group.

- Carefully considering other important aspects in group composition, for instance, by including someone who is skilled at encouraging the ideas of others in order to avoid the monopoly appearance.

- To set up specific tools to avoid a groupthink-type phenomenon. For example by designing a Devil¡¦s inquiry ¡§a person who is assigned the role to be sure that the negative aspects of each attractive alternative are considered¡¨ or by designing a Dialectical inquiry ¡§a procedure in which a decision situation is approached from two opposite points of view¡¨.

Computer-Assisted Group Decision Making

Through the computer¡¦s assistance, technology has given the opportunity to improve group decision making. For instance, teleconferencing, communication between employees via telephone or computers using specific software called Groupware ¡§software designed to support collaborative efforts among group members, such as scheduling meetings, holding meetings, sharing documents...¡¨there are also Group Decision-Support Systems which help decision makers to solve problems that are not well structured. Indeed groupware facilitate communication among group members whereas group decision-support systems helps them to make a decision.

As a leader the manager is stuck with decision making. Its his job to make decisions that are in the best interest of the whole organization. he must consider the good of many, not of a few. In this section we are going to discuss not the decision itself, but style.

Democratic decision making is when the leader gives up ownership and control of a decision and allows the group to vote. Majority vote will decide the action.

Advantages disadvantage

„h A fairly fast decision

„h A certain amount of group participation.

„h no responsibility

An individual is not responsible for the outcome. In fact, even the group feels no real responsibility because some members will say, I didnt vote for that.. Lack of group and personal responsibility seems to disqualify this style of decision making; however, the democratic style does have its place in business.

Autocratic decision making is when the leader has the total control and ownership of the decision. He is the only responsible for the good or bad results of a decision. He does not ask for any suggestions from outside sources and decides from his own internal information and perception of the situation.

In case of emergency situation, the autocratic style is the best choice.

Advantages disadvantage

„h A very fast decision

„h Personal responsibility by the leader, for the outcome „h no responsibility

„h lost of the leader¡¦s credibility if the outcome for the decision is not positive, members of the organization begin to feel they could have done a better job themselves.

„h If the employee is personally affected by the decision but not included when the decision is made, morale and effort may or may not suffer.

Collective - Participative decision making is when the leader involves the members of the organization. Other perspectives of the situation are discovered because the leader deliberately asks and encourages others to participate by giving their ideas, perceptions, knowledge, and information concerning the decision. The leader maintains total control of the decision because, although outside information is considered, the leader alone decides. The leader is also completely responsible for the good or bad outcome as a result of the decision.

Advantages disadvantage

„h group participation and involvement

„h the individual is informed before the decision is implemented (no surprises) and usually feels good about personal involvement

„h If the leader is a good communicator, and listens carefully to the information collected, he or she will usually have a more accurate understanding of the situation and make a better decision

„h a slow decision making

„h time consuming decision

„h less security, because so many people are involved in the decision.

Consensus decision making is when the leader gives up total control of the decision. The complete group is totally involved in the decision. The leader is not individually responsible for the outcome. The complete organization or group is now responsible for the outcome. This is not a democratic style because everyone must agree and buy in on the decision. If total commitment and agreement by everyone is not obtained the decision becomes democratic.

Advantages disadvantage

„h group commitment and responsibility for the outcome.

„h Teamwork and good security

„h A more accurate decision is usually made, with a higher probability of success, because so many ideas, perspectives, skills and brains were involved in the creation. „h a very slow and extremely time consuming decision.

„h a lot of work getting everyone in the organization involved.

„h It takes skill and practice for a group to learn how to work together.



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"The Cure"

We are ready to represent the best custom paper writing assistance that can cope with any task like "The Cure" even at the eleventh hour. The matter is that we posses the greatest base of expert writers. Our staff of freelance writers includes approximately 300 experienced writers are at your disposal all year round. They are striving to provide the best ever services to the most desperate students that have already lost the hope for academic success. We offer the range of the most widely required, however, not recommended for college use papers. It is advisable to use our examples like "The Cure" in learning at public-education level. Get prepared and be smart with our best essay samples cheap and fast! Get in touch and we will write excellent custom coursework or essay especially for you.

If my decomposing carcass helps nourish the roots of a juniper tree or the wings of a vulture - that is immortality enough for me. And as much as anyone deserves. This quote came directly from the mouth of Edward Abbey, an author of the 0th century. As people, we make decisions everyday. A decisive answer always needs to come out of a situation. Millions and even billions of people look back upon a lifetime of happiness or sadness and wish for a second chance to make a difference or live a while longer. Doctors and family members ask every second What if there was a cure for cancer? Although some minds, such as Edward Abbey, think of death as merely a part of life, cancer patients cherish every heartbeat and every breath that they inhale. An answer for this devastating disease has never been found. Tons of victims, infants to senior citizens, would get a second chance at life.

This malignant disease has claimed heaps upon heaps of souls over the past centuries. Every year, tons of walkers line high school and college tracks to participate in The Relay for Life. This event raises money for hospitals. These facilities use the proceeds to aid in the research of this human killer. Specialists use the intake from The Relay for Life to search for an ultimate treatment. A cure would give new beginnings to thousands of children and senior citizens. The little boy across the road could play with all of the other kids instead of lying in a hospital bed waiting for his eyes to close a final time.

As the seconds tick by, somebody will be diagnosed with this fatal illness. Cancer sufferers can use alternative treatments such as chemotherapy or radiation. However, a complete restore to health has not yet accumulated. A clean bill of health would give adults the pleasure of interacting with their children again. Obviously a much more fulfilling activity, rather than under going a chemo treatment or a bone marrow transplant.

Senior citizen victims can again go out and relate with friends and family. Also, an elder will be able to visit the beloved grandchildren. Christmas will never be a sad time with relatives sitting around the table wondering if this is the last holiday with grandma or grandpa. Visits to the hospital to see a withering family member will not be a concern. Grandparents now dine with acquainteances at a favorite restaurant.




As researchers come closer and closer to a final answer in the fight against cancer, patients continue to deteriorate and try to live life to the fullest. Death is one thing that man hasnt conquered and will never beat. A longer life will always be hoped for by the dying. It seems as if this fatal disease cheats many from happiness. Cancer cures are sought after at this very moment. To find a cure would give a meaning to life for millions of people.



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Diet Coke versus Diet Pepsi

We are ready to represent the best custom paper writing assistance that can cope with any task like Diet Coke versus Diet Pepsi even at the eleventh hour. The matter is that we posses the greatest base of expert writers. Our staff of freelance writers includes approximately 300 experienced writers are at your disposal all year round. They are striving to provide the best ever services to the most desperate students that have already lost the hope for academic success. We offer the range of the most widely required, however, not recommended for college use papers. It is advisable to use our examples like Diet Coke versus Diet Pepsi in learning at public-education level. Get prepared and be smart with our best essay samples cheap and fast! Get in touch and we will write excellent custom coursework or essay especially for you.

Coca-Cola retains absolute dominance of the UK carbonate category with around 5% of all volume accounted for by its Coke and Diet Coke brands, with Pepsi variants taking around 11%.

Packaging

Just prior to Christmas 00, the Coca-Cola company announced that there would be major packaging makeovers by the end of 00 for Diet Coke, Coke Classic and Sprite. The new cola packs are to feature the famous Coke ribbon, while removing the Enjoy Coca-Cola line. This closely followed an announcement by PepsiCo that unveiled new graphics for its cola brands, expected to be in US shops around spring 00. In addition, the name Pepsi will, in future, be printed on the top of all cans. In terms of packaging, both PepsiCo and Coca-Cola have re-introduced glass bottles. BSD/PepsiCo introduced a 0cls glass bottle exclusively for the on-trade in 001 for Pepsi Cola, Diet Pepsi and Pepsi Max while CCE introduced one with a seasonal Santa sleeve for Christmas. In addition, a can with a dummy end has been perfected (and utilised by Coca-Cola although not in Great Britain) which allows for the insertion of a prize token, or similar. In addition, new technology has allowed for the use of different-coloured tabs on cans, successfully employed by BSD on its Tango brand.

- In 00, the brand was repackaged for the 00 World Cup bottles featured England players on the label and a St. Georges flag on the bottleneck.




- For CCE identifying products is a priority. To ensure the traceability of cans and bottles, CCE has chosen twin-head Imaje printers. For instance, we used to mark the bottler caps, and then Coca Cola decided to have the glass itself so that the message could be read even after the bottle had been opened. Marking is important as it enables CCE to have quality control and to keep track of our bottles and cans, making sure that the level of quality is respected. While the message includes a batch number, the date (day,month,year), the hour and minute and Coca Cola code that identifies the place of bottling and even the number of the line.



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the new era of the seed

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THe end

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FRANKENSTIEN

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Letters 1-4-

The four letters are written by the explorer Robert Walton to his sister Margaret Saville. Walton, a Englishman with a love for seafaring, is the captain of a ship heading on a dangerous voyage to the North Pole. In the first letter, he tells his sister about the preparations leading up to his departure and about his desire to accomplish some great purpose. In the second letter, Walton complains about his lack of friends. He feels lonely and isolated, too sophisticated to find comfort in his shipmates and too uneducated to find a sensitive person to share his dreams with. In the third letter, Walton tells his sister that his ship has set sail and that he has full confidence that he will achieve his goal. In the fourth letter, the ship stalls between huge sheets of ice, and Walton and his men find a sledge guided by a gigantic creature about half a mile away. The next morning, they encounter another sledge stranded on an iceberg. All but one of the dogs pulling the sledge died, and the man on the sledge is emaciated, weak, and starving. Despite his condition, the man refuses to board the ship until Walton tells him that it is heading north. The stranger spends two days recovering, nursed by the crew, before he could talk. The crew is dying with curiosity, but Walton, aware of the mans fragile state, prevents his men from bothering the stranger with questions. As time passes, Walton and the stranger become friends, and the stranger eventually starts to tell Walton his story. At the end of the fourth letter, Walton states that the visitor will begin his story the next day.

Chapter 1-

The stranger, who the reader soon learns is Victor Frankenstein, is now the main narrator of the story, and he begins it just before he was born. His father was heavily involved in the affairs of his country, Geneva, delaying marriage until later on in his life. He eventually quit public life to become a father and husband. Victors father and Mr. Beaufort, his mother Carolines father, were pretty good friends. Mr Beaufort and his daughter move from Geneva to Lucerne, to look for refuge from poverty and a damaged reputation. While in Lucerne, Beaufort had saved a small amount of money and had somewhat recovered his reputation, but he became ill and within a couple months had died. When Victors father finds the Beaufort house, he discovers a weakened Caroline grieving at her fathers coffin. He decides to give his friend a decent burial and sends Caroline to his family in Geneva to recover. During the next two years, Victors father visits Caroline, they eventually get married, and Victor is born soon after.Frankenstein then describes how his childhood companion, Elizabeth Lavenza, entered his family. Elizabeth is discovered by Caroline, on a trip to Italy, when Victor is about five years old. While visiting a poor Italian family, Caroline notices a beautiful blonde girl among the dark-haired Italian children; upon discovering that Elizabeth is the orphaned daughter of a Milanese nobleman and a German woman and that the Italian family can barely afford to feed her, Caroline adopts Elizabeth and brings her back to Geneva. Victors mother decides at the moment of the adoption that Elizabeth and Victor should someday marry.




Chapter -

Elizabeth and Victor grow up together as best friends, and around the age of seven, Victors younger brother is born. Victors friendship with Henry Clerval, a schoolmate and only child, flourishes as well, and he spends his childhood happily surrounded by this close domestic circle. As a teenager, Victor becomes very fascinated by the mysteries of the natural world. He comes across a book by Cornelius Agrippa, a sixteenth-century scholar of the sciences, and becomes interested in natural philosophy. He studies the outdated findings of the alchemists Agrippa, Paracelsus, and Albertus Magnus with great enthusiasm. He then witnesses the destructive power of nature when, during a raging storm, lightning destroys a tree near his house. A modern natural philosopher accompanying the Frankenstein family explains to Victor the workings of electricity, making the ideas of the alchemists seem outdated and worthless.

Chapter -

At the age of seventeen, Victor leaves his family in Geneva to attend the university at Ingolstadt. Just before Victor departs, his mother catches scarlet fever from Elizabeth, whom she has been nursing back to health, and dies. On her deathbed, she begs Elizabeth and Victor to marry. Several weeks later, still grieving, Victor goes off to Ingolstadt. Arriving at the university, he finds quarters in the town and sets up a meeting with a professor of natural philosophy, Mr. Krempe. Krempe tells Victor that all the time that Victor has spent studying the alchemists has been wasted, further stopping Victor on studying natural philosophy. He then attends a lecture in chemistry by a professor named Waldman.This lecture, along with a meeting with the professor, convinces Victor to pursue his studies in the sciences.

Chapter 4-

Victor attacks his studies with enthusiasm and, ignoring his social life and his family far away in Geneva, makes quick progress. Fascinated by the mystery of the creation of life, he begins to study how the human body is built and how it falls apart. After several years of tireless work, he masters all that his professors have to teach him, and he goes one step further by discovering the secret of life. Privately, hidden away in his apartment where no one can see him work, he decides to begin the construction of an animate creature, envisioning the creation of a new race of wonderful beings. Actively devoting himself to this labor, he neglects everything else-family, friends, studies, and social life-and grows increasingly pale, lonely, and obsessed.

Chapter 5-

One stormy night, after months of labor, Victor completes his creation. But when he brings it to life, its awful appearance horrifies him. He rushes to the next room and tries to sleep, but he is troubled by nightmares about Elizabeth and his mothers corpse. He wakes to discover the monster looming over his bed with a grotesque smile and rushes out of the house. He spends the night pacing in his courtyard. The next morning, he goes walking in the town of Ingolstadt, frantically avoiding a return to his now-haunted apartment. As he walks by the town inn, Victor comes across his friend Henry Clerval, who has just arrived to begin studying at the university. Delighted to see Henry, a breath of fresh air, and a reminder of his family after so many months of isolation and ill health, he brings him back to his apartment. Victor enters first and is relieved to find no sign of the monster. But, weakened by months of work and shock at the horrific being he has created, he immediately falls ill with a nervous fever that lasts several months. Henry nurses him back to health and, when Victor has recovered, gives him a letter from Elizabeth that had arrived during his illness.

Chapter 6-

Elizabeths letter expresses her concern about Victors illness and entreats him to write to his family in Geneva as soon as he can. She also tells him that Justine Moritz, a girl who used to live with the Frankenstein family, has returned to their house following her mothers death. After Victor has recovered, he introduces Henry, who is studying Oriental languages, to the professors at the university. The task is painful, however, since the sight of any chemical instrument worsens Victors symptoms; even speaking to his professors torments him. He decides to return to Geneva and waits for a letter from his father specifying the date of his departure. Meanwhile, him and Henry take a tour through the country, uplifting their spirits with the beauties of nature.

Chapter 7-

When they return to the university, Victor finds a letter from his father telling him that Victors youngest brother, William, has been murdered. Saddened and shocked by this news, Victor departs immediately for Geneva. By the time he arrives, night has fallen and the gates of Geneva have been shut, so he spends the evening walking in the woods around the outskirts of the town. As he walks near the spot where his brothers body was found, he finds the monster lurking and becomes convinced that his creation is responsible for killing William. The next day, however, when he returns home, Victor learns that Justine has been accused of the murder. After the discovery of the body, a servant had found in Justines pocket a picture of Caroline Frankenstein last seen in Williams possession. Victor announces Justines innocence, but the evidence against her seems certain, and Victor refuses to explain himself for fear that he will be labeled insane.

Chapter 8-

Justine confesses to the crime, believing that she will gain salvation, but tells Elizabeth and Victor that she is innocent and miserable. She explains to them that she was interrogated and somewhat forced to say that she murdered William. She asks Elizabeth to still believe in her innocence telling her that she knows how much she cared for William and how she treated him and the rest of the family as her own. They remain convinced of her innocence, but Justine is soon executed. Victor becomes consumed with guilt, knowing that the monster he created and the secrecy within which the creation took place have now caused the deaths of two of his family members.

Chapter -

After Justines execution, Victor becomes increasingly depressed. He considers suicide but restrains himself by thinking of Elizabeth and his father, whos name is now known as Alphonse. Alphonse, hoping to cheer up his son, takes his children on a trip to the family home at Belrive. From there, Victor wanders alone toward the valley of Chamounix. The beautiful scenery cheers him somewhat, but his pause from grief is short-lived.

Chapter 10-

One rainy day, Victor wakes up to find his old feelings of despair coming back. He decides to travel to the summit of Montanvert, hoping that the view of a pure, eternal, beautiful natural scene will revive his spirits. When he reaches the glacier at the top, he is momentarily consoled by the divine spectacle. As he crosses to the opposite side of the glacier, however, he spots a creature racing toward him at incredible speed. At closer range, he recognizes clearly the grotesque shape of the monster. He issues futile threats of attack to the monster, whose enormous strength and speed allow him to elude Victor easily. Victor curses him and tells him to go away, but the monster, speaking eloquently, persuades him to accompany him to a fire in a cave of ice. Inside the cave, the monster begins to narrate the events of his life.

Chapter 11-

Sitting by the fire in his hut, the monster tells Victor of the confusion that he experienced upon being created. He describes his flight from Victors apartment into the wilderness and his gradual adaptation to the world through his discovery of the sensations of light, dark, hunger, thirst, and cold. According to his story, one day he finds a fire and is pleased at the warmth it creates, but he becomes upset when he burns himself on the hot remains. He realizes that he can keep the fire alive by adding wood, and that the fire is good not only for heat and warmth but also as for making food more enjoyable. In search of food, the monster finds a hut and enters it. His presence causes an old man inside to shriek and run away in fear. The monster proceeds to a village, where more people flee at the sight of him. As a result of these incidents, he resolves to stay away from humans. One night he takes shelter in a small hole adjacent to a cottage. In the morning, he discovers that he can see into the cottage through a crack in the wall and observes that the occupants are a young man, a young woman, and an old man.

Chapter 1-

Observing his neighbors for some time, the monster notices that they often seem unhappy, though he is unsure why. He eventually realizes, however, that their despair results from poverty, to which he has been contributing by secretly stealing their food. Torn by his guilty conscience, he stops stealing their food and does what he can to reduce their hardship, gathering wood at night to leave at the door for their use. The monster becomes aware that his neighbors are able to communicate with eachother using strange sounds. Vowing to learn their language, he tries to match the sounds they make with the actions they perform. He acquires a basic knowledge of the language, including the names of the young man and woman, Felix and Agatha. He admires their graceful forms and is shocked by his ugliness when he catches sight of his reflection in a pool of water. He spends the whole winter in the hole, unobserved and well protected from the elements, and grows increasingly affectionate toward his accidental hosts.

Chapter 1-

As winter thaws into spring, the monster notices that the cottagers, particularly Felix, seem unhappy. A beautiful woman in a dark dress and veil arrives at the cottage on horseback and asks to see Felix. Felix becomes ecstatic the moment he sees her. The woman, who does not speak the language of the cottagers, is names Safie. She moves into the cottage, and the mood of the household immediately brightens. As Safie learns the language of the cottagers, so does the monster. He also learns to read, and, since Felix uses Constantin-Francois de Volneys Ruins of Empires to instruct Safie, he learns a bit of world history in the process. Now able to speak and understand the language perfectly, the monster learns about human society by listening to the cottagers converstations. Reflecting on his own situation, he realizes that he is deformed and alone. He also learns about the pleasures and obligations of the family and of human relations in general, which deepens the agony of his own isolation.

Chapter 14-

After some time, the monsters constant eavesdropping allows him to reconstruct the history of the cottagers. The old man, De Lacey, was once a wealthy and successful citizen in Paris; his children, Agatha and Felix, were well respected members of the community. Safies father, a Turk, was falsely accused of a crime and sentenced to death. Felix visited the Turk in prison and met his daughter, with whom he immediately fell in love with. Safie sent Felix letters thanking him for his good intentions to help her father and recounting the circumstances of her dilemma. The letters relate that Safies mother was a Christian Arab who had been enslaved by the Turks before marrying her father. She implanted in Safie an independence and intelligence that Islam prevented Turkish women from having. Safie was eager to marry a European man thereby escape the slavery that awaited her in Turkey. Felix successfully coordinated her fathers escape from prison, but when the plot was discovered, Felix, Agatha, and De Lacey were exiled from France and stripped of their wealth. They then moved into the cottage in Germany upon which the monster had stumbled. Meanwhile, the Turk tried to force Safie to return to Constantinople with him, but she managed to escape with some money and the knowledge of Felixs whereabouts.

Chapter 15-

While searching for food in the woods around the cottage one night, the monster, finds an abandoned leather satchel containing some clothes and books. Eager to learn more about the world than he can discover through the crack in the cottage wall, he brings the books back to his hole and begins to read. The books include Johann Wolfgang von Goethes Sorrows of Werter, a volume of Plutarchs Lives, and John Miltons Paradise Lost, the last of which has the most profound effect on the monster. Unaware that Paradise Lost is a work of imagination, he reads it as a factual history and finds a lot of similarity between the story and his own situation. Ransacking through the pockets of his own clothes, stolen awhile ago from Victors apartment, he finds some papers from Victors journal. With his ability to read, he soon understands the horrific manner of his own creation and the disgust with which his creator had towards him. Dismayed by these discoveries, the monster wants to reveal himself to the cottagers in the hope that they will see past his hideous exterior and befriend him. He decides to approach the blind De Lacey first, hoping to win him over while Felix, Agatha, and Safie are away. He believes that De Lacey, unprejudiced against his hideous exterior, may be able to convince the others of his gentle nature. The perfect opportunity soon presents itself, as Felix, Agatha, and Safie depart one day for a long walk. The monster nervously enters the cottage and begins to speak to the old man. Just as he begins to explain his situation, however, the other three return unexpectedly. Felix drives the monster away, horrified by his appearance.

Chapter 16-

In the wake of this rejection, the monster swears to revenge himself against all human beings, his creator in particular. Journeying for months out of sight of others, he makes his way toward Geneva. On the way, he spots a young girl, seemingly alone; the girl slips into a stream and appears to be on the verge of drowning. When the monster rescues the girl from the water, the man accompanying her, suspecting him of having attacked her, shoots him. As he nears Geneva, the monster runs across Victors younger brother, William, in the woods. When William mentions that his father is Alphose Frankenstein, the monster erupts in a rage of vengeance and strangles the boy to death with his bare hands. He takes a picture of Caroline Frankenstein that the boy has been holding and places it in the folds of the dress of a girl sleeping in a barn, Justine Moritz, who is later executed for Williams murder. Having explained to Victor the circumstances behind Williams murder and Justines conviction, the monster implores Victor to create another monster to accompany him and be his mate.

Chapter 17-

The monster tells Victor that it is his right to have a female monster companion. Victor refuses at first, but the monster appeals to his sense of responsibility as his creator. He tells Victor that all of his evil actions have been the result of a desperate loneliness. He promises to take his new mate to South America to hide in the jungle far from human contact. With the sympathy of a fellow monster, he argues, he will no longer be compelled to kill. Convinced by these arguments, Victor finally agrees to create a female monster. Overjoyed but still skeptical, the monster tells Victor that he will monitor Victors progress and that Victor need not worry about contacting him when his work is done.

Chapter 18-

After is fateful meeting with the monster on the glacier, Victor puts off the creation of a new, female creature. He begins to have doubts about the wisdom of agreeing to the monsters request. He realizes that the project will require him to travel to England to gather information. His father notices that his spirits are troubled most of the time--Victor, still full of guilt over the deaths of William and Justine, is now newly horrified by the task in which he is about to engage--and asks him if his up and coming marriage to Elizabeth is the source of his depression. Victor assures him that the prospect of marriage to Elizabeth is the only happiness in his life. Eager to raise Victors spirits, Alphonse suggests that they celebrate the marriage immediately. Victor refuses, unwilling to marry Elizabeth until he has completed his obligation to the monster. He asks his father if he can first travel to England, and Alphonse consents. Victor and his father arrange a two-year tour, on which Henry Clerval, eager to begin his studies after several years of unpleasant work with his father in Geneva, will accompany Victor. After traveling for a while, they reach London.

Chapter 1-

Victor and Henry journey through England and Scotland, but Victor grows impatient to begin his work and free himself of his bond to the monster. Victor has an acquaintance in a Scottish town, with who he urges Henry to stay with while he goes alone on a tour of Scotland. Henry agrees reluctantly, and Victor departs for a remote, desolate island in the Orkneys to complete his project. Quickly setting up a laboratory in a small shack, Victor devotes many hours to working on his new creature. He often has trouble continuing his work, however, knowing how unsatisfying, even grotesque, the product of his labor will be.

Chapter 0-

While working one night, Victor begins to think about what might happen after he finishes his creation. He imagines that his new creature might not want to seclude herself, as the monster had promised, or that the two creatures might have children, creating a race of devils on earth. In the midst of these reflections and growing concern, Victor looks up to see the monster grinning at him through the window. Overcome by the monsters hideousness and the possibility of a second creature like him, he destroys his work in progress. The monster becomes enraged at Victor for breaking his promise, and at the prospect of his own continued emptiness. He curses and vows revenge, then departs, swearing that he will be with Victor on his wedding night. The following night, Victor receives a letter from Henry, who, tired of Scotland, suggests that they continue their travels. Before he leaves his shack, Victor cleans and packs his chemical instruments and collects the remains of his second creature. Late that evening, he rows out onto the ocean and throws the remains into the water, allowing himself to rest in the boat for a while. When he wakes, he finds that the winds will not permit him to return to shore. Panicking, in fear for his life, he contemplates the possibility of dying at sea, blown far out into the Atlantic. Soon the winds change, however, and he reaches shore near a town. When he lands, a group of townspeople greet him rudely, telling him that he is under suspicion for a murder discovered the previous night.

Chapter 1-

After confronting Victor, the townspeople take him to Mr. Kirwin, the town judge. Victor hears witnesses testify against him, claiming that they found the body of a man along the beach the previous night and that, just before finding the body, they saw a boat in the water that resembled Victors. Mr. Kirwin decides to bring Victor to look at the body to see what effect it has on him if Victor is the murderer, perhaps he will react with visible emotion. When Victor sees the body, he does indeed react with horror, for the victim is Henry Clerval, with the black marks of the monsters hands around his neck. In shock, Victor falls into convulsions and suffers a long illness. Victor remains ill for two months. Upon his recovery, he finds himself still in prison. Mr. Kirwin, now compassionate and much more sympathetic than before Victors illness, visits him in his cell. He tells him that he has a visitor, and for a moment Victor fears that the monster has come to cause him even more misery. The visitor turns out to be his father, who, upon hearing of his sons illness and the death of his friend, rushed from Geneva to see him. Victor is overjoyed to see his father, who stays with him until court, having nothing but circumstantial evidence, finds him innocent of Henrys murder. After his release, Victor departs with his father to Geneva.

Chapter -

On their way home, Victor and his father stop in Paris, where Victor rests to recover his strength. Just before leaving Geneva, he recieves a letter from Elizabeth. Worried by Victors recurrent illnesses, she asks him if he is in love with someone else, to which Victor replies that she is the only source of his joy. The letter reminds him of the monsters threat that he will be with Victor on his wedding night. He believes that the monster intends to attack him and resolves that he will fight back. Whichever one of them is destroyed, his misery will at last come to an end. Eventually, Victor and his father arrive home and begin planning the wedding. Elizabeth is still worried about Victor, but he assures her that all will be well after the wedding. He has a terrible secret, he tells her, that he can only reveal to her after they are married. As the wedding day approaches, Victor grows more and more nervous about his impending confrontation with the monster. Finally, the wedding takes place, and Victor and Elizabeth depart for a family cottage to spend the night.

Chapter -

In the evening, Victor and Elizabeth walk around the area, but Victor can think of nothing but the monsters expected arrival. Inside, Victor worries that Elizabeth might be upset by the monsters appearance and the battle between them. He tells her to retire for the night. He begins to search for the monster in the house, when suddenly he hears Elizabeth scream and realizes that it was never his death that the monster had been intending this night. Consumed with grief over Elizabeths death, Victor returns home and tells his father the gruesome news. Shocked by the tragic end of what should have been a joyous day, his father dies a few days later. Victor finally breaks his secrecy and tries to convince a judge in Geneva that an unnatural monster is responsible for the death of Elizabeth, but the judge does not believe him. Victor decides to devote the rest of his life to finding and destroying the monster.

Chapter 4-

With his whole family destroyed, Victor decides to leave Geneva and the painful memories it holds behind him forever. He track the monster for months, guided by slight clues, messages, and hints that the monster leaves him. Mad by these taunts, Victor continues his pursuit into the ice and snow of the North. There he meets Walton and tells his story. He entreats Walton to continue his search for vengeance after he is dead. Walton then regains control of the story, continuing it in the form of more letters to his sister. He tells her that he believes in the truth of Victors story. He complains that he did not know Victor, who remains on the brink of death, in better days. One morning, Waltons crewmen enters his cabin and begs him to promise that they will return to England if they break out of the ice in which they have been trapped ever since the night they first saw the monsters sledge. Victor speaks up, however, and convinces the men that the glory and honor of their quest should be enough motivation for them to continue toward their goal. They are momentarily moved, but two days later they again plead with Walton, who consents to the plan of return. Just before the ship is set to head back to England, Victor dies. Several days later, Walton hears a strange sound coming from the room in which Victors body lies. Investigating the noise, Walton is startled to find the monster, as hideous as Victor had described, weeping over his dead creators body. The monster begins to tell him of all his sufferings. He says that he deeply regrets having become an instrument of evil and that, with his creator dead, he is ready to die. He leaves the ship and departs into the darkness.

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Feasibility Study For The Construction Of Cabins

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FEASIBILITY STUDY FOR THE CONSTRUCTION OF CABINS

Prepared by

Elise Paunic of McDuff, Inc.




Prepared for

McDuff, Inc.

April 0, 00



MEMORANDUM

DATE January 10, 00

TO Fred Washington, Headquarters Director of Land Resources

FROM Elise Paunic, Director of Alaska Division EP

SUBJECT Feasibility Study



As you requested, I will conduct a study to determine the feasibility of building three cabins on the 1.14 acres of land near Talkeetna, Alaska. The land is vacant at this time, and it can no longer be used for recreation activities, because the area is steadily becoming a residential neighborhood. McDuff, Inc. needs to put this land to use, but I will begin the feasibility study this week, and I will send you frequent updates of my progress. When the study is completed I will inform you with the results. Please give me a call if you would like additional details about the study or if you need any further work done regarding this matter.

Introductory Summary



McDuff, Inc. requested this feasibility study because the company owned land near Talkeetna, Alaska is vacant, and is not currently making any profits. The purpose of this feasibility study is to determine if the 1.14 acres of land could accommodate three 16 X 4 recreational cabins, which could then be rented out to generate potential revenue. There are three criteria I addressed within this study time, cost, and the overall effectiveness of the project. I recommend that McDuff, Inc. approves this project as soon as possible, and begins construction of the cabins on May 1st, 00.

TABLE OF CONTENTS

PAGE

TITLE PAGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i

MEMO OF TRANSMITTAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii

INTRODUCTORY SUMMARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

TABLE OF CONTENTS & LIST OF ILLUSTRATIONS . . . . . . . . . . . . . . . iv

PROJECT DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

PROBLEM STATEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

PROJECT SPECIFICATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

BACKGROUND INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

HISTORY OF THE PROBLEM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

RESEARCH ON THE PROBLEM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

IMPLICATIONS OF THE PROBLEM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

FEASIBLE SOLUTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

TIME CONSTRAINTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

COSTS OF PROJECT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

DETAILED COST INFORMATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

DETAILED COST INFORMATION CONTINUED. . . . . . . . . . . . . . . . . . . . . 11

EFFECTIVENESS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

CHOSEN SOLUTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

CONCLUSION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

ACKNOWLEDGEMENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

REFERENCES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

APPENDIX. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16



LIST OF ILLUSTRATIONS

PAGE

TABLES

1. Census Population History . . . . . . . . . . . . . . . . . . . . . . . . . .6

. Housing Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

. Estimated Total Costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

FIGURES

1. Talkeetna Survey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

. Gantt Chart Timeline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

APPENDICES

A. Spenard Builders Supply (Building Kit Packet) . . . . . .16-4

B. Talkeetna Residents Survey. . . . . . . . . . . . . . . . . . . . . . . . .5

C. Site Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

D. Acknowledgement of Existing Land Use Regulations 7-5



PROJECT DESCRIPTION

McDuff, Inc. builds rental cabins on previously remote land.

PROBLEM STATEMENT

In 160 McDuff, Inc. purchased 1.14 acres of remote land near Talkeetna, Alaska to use as recreation property, so employees could retreat to snow machine, dog sled, and engage in various recreational activities. In recent years the Talkeetna area has been experiencing a rapid growth in population, which has encircled this once remote property with year-round residences, borough maintained roads, and electricity supply. This land is no longer considered useful for its previously intended purpose. McDuff, Inc. is now faced with the dilemma of what to currently use this land for.

PROJECT SPECIFICATIONS

According to LeRoy Oscar Anderson, author of Wood-Frame House Construction (1), the four essentials of every good quality home are an efficient plan, the right materials, sound construction, and energy efficiency. By fulfilling the specifications listed below McDuff, Inc. will solve the previously stated problem

1. File an acknowledgement of existing land use regulations development checklist with the Matanuska-Susitna Borough, and include a sketch. Note both of these are attached at the end of this study in the appendix.

. Obtain necessary driveway permits.

. Approve water and wastewater disposal systems with the Alaska Department of Environmental Conservation (ADEC).

4. Complete the design layout of three 16 X 4 cabins, and obtain necessary cabin materials and equipment.

5. Construct driveways.

6. Have Matanuska Electric Company (MEA) install the electricity supply to the property.

7. Prepare individual cabin sites for laying the foundations.

8. Install septic system.

. Drill well for water supply.

10. Construct each foundation for the cabins according to the design plans.

11. Erect the three 16 X 4 cabins.

1. Advertise the cabins for rent amongst the local area.

Provided that the above steps are completed, McDuffs land will no longer be vacant, and will begin generating substantial revenue.



BACKGROUND INFORMATION

a.) History of the Problem

According to the Alaska Department of Community and Economic Development (DCED), from the years 10 to 000 the population of Talkeetna has consistently been growing. The table below shows the most current data that was provided by DCED.

Census Population History

YEARS POPULATION

10 70

10 8

140 16

150 106

160 76

170 18

180 64

10 50

000 77

Table 1

Talkeetnas population has been on the rise for quite a few years, and each year the area attracts new visitors, which tend to become year-round residents. The small town of Talkeetna (an Indian word meaning river of plenty) is located at the mouth of the Talkeetna River where it meets with the Chulitna and Susitna Rivers. World-class charter fishing and scenic riverboat and raft trips make 00 miles of beautiful river accessible to all. Bear, beaver, bald eagle, and moose are frequently seen on the riverbanks. Nestled at the base of Mount McKinley, North Americas tallest peak, the historic village of Talkeetna has an outstanding panoramic view of the Alaska Range. Mountain climbers from all over the world travel to Talkeetna to attempt conquering Mount McKinley every year.

Talkeetna is a unique small rural community, and a major tourist attraction in Alaska. As you can see there are many different characteristics about Talkeetna that make it appealing to visitors, and to local residents. Due to the overwhelming amounts of visitors each year, and that many of those visitors wish to become residents there is an extreme demand for housing. By building these three rental cabins, McDuff, Inc. will be providing much needed housing for the area.



b.) Research on the Problem

After conducting a survey consisting of five yes or no questions amongst 0, year-round Talkeetna residents, the results of only one of those questions is listed in the following chart, but the complete survey is attached at the end of this study in the appendix.

Figure 1

As you can see many people feel that there is a definite demand for housing, and at this time not enough is available. The following information was provided by the DCED, which was obtained from the 000 U.S. Census

Housing Characteristics

Total Housing Units 58

Occupied Housing (Households) 58

Vacant Housing 170

Vacant Due to Seasonal Use 11

Owner-Occupied Housing 6

Median Value Owned Homes $88,000.00

Renter-Occupied Housing 5

Median Rent Paid $61.00

Total Households 58

Average Family Household Size .

Non-Family Households 177

Population living in Households 77

Population living in Group Quarters 0

Table

c.) Implications of the problem on the following areas society, safety, and environment

Since McDuff, Inc. has been using the 1.14 acres of land for employee retreats for some time now, but recently many residents have complained about snow- machines, and dogsled teams being in the residential area. In the past before the established residences came about it was perfectly fine to use the 1.14 acres for recreational purposes; although, at this current time if such activities continue it will have a negative impact on the society in Talkeetna.

This issue also brings about some safety concerns, because the land at one point did not have road access, so it was permitted to travel on snow machines, four-wheelers, and dog sleds. By now the land has borough maintained roads that cars and trucks travel on, and with the continuing use of snow machines, four-wheelers, and dog sled teams competing to use the well maintained roads could quite possibly cause some serious traffic accidents.

The environment conservation of this residential area is also a huge concern, because dog sled teams leave a lot of fecal matter behind. This area has a lot of children playing outside throughout each year, and the allowance of dog sled teams in the area could possibly inflict disease amongst the local residents. The use of snow machines, and four-wheelers in this area creates a noise obstruction, which takes away from the pristine beauty of the area.

FEASIBLE SOLUTIONS

There are three major criteria that I addressed. First, the time constraint issue, because Alaska building season is from May 1st through September 1st, so that is a fairly short period of time to finish the construction of three 16 X 4 cabins. Second, the cost of this project must be as little as possible although, the cabins must be of good quality for the price. Lastly, after the project is totally completed the project must prove its effectiveness, because it will bring in enough revenue to pay off McDuffs total costs for this project; furthermore, it must show that it was a good investment choice by the amount of revenue the three cabins will continuously generate.



TIME CONSTRAINTS

Alaska building season is from May 1st through September 1st, and below is a Gantt chart showing the pre-planned timeline to ensure the swift and successful completion of this project. The following timeline assumes that the below bulleted items have been completed prior to the beginning of building season

· An acknowledgement of existing land use regulations development checklist has been filed with the Matanuska-Susitna Borough.

· The driveway permits have been acquired.

· The cabins design layout has been drawn up, and all of the needed building materials have been acquired.



Figure

COSTS OF PROJECT

McDuff, Inc. has not defined a budget for this project; although, the ending result must be of good quality workmanship for the total cost spent. The three cabins will be built by purchasing three 16 X 4 recreational cabin-building kits from Spenard Builders Supply in Wasilla, Alaska. The following price information was obtained from local businesses in the Anchorage Municipality, and Matanuska-Susitna Borough areas.



Below is a table showing the estimated total costs for this project.

Materials Price Quote Source Prices



ICBO Inspector Talkeetna Real Estate $600.00

Excavation Craig Taylor Equipment $1,000.00

Well Hood & Sons Pump & Drilling Co. $4,500.00

Septic A-TWO Septic $5,000.00

Foundation Spenard Builders Supply $4,500.00

Framing Spenard Builders Supply $0,000.00

Plumbing Spenard Builders Supply $,000.00

Electrical Spenard Builders Supply $4,500.00

Insulation Spenard Builders Supply $1,500.00

Interior Trim Home Depot $,000.00

Appliances Home Depot $,000.00

Flooring Home Depot $1,500.00

Labor Approximate Bacon-Davis Wages $,000.00

Miscellaneous Matanuska-Susitna Borough $,000.00

TOTAL $,100.00

Table

DETAILED COST INFORMATION

Below is a detailed description of how each price quote was obtained along with the information that was provided

· ICBO Inspector I spoke with Roger at Talkeetna Real Estate, and he gave a price quote of $600.00, which is based on what it would cost to have an ICBO inspector travel from Wasilla to Talkeetna to perform the inspection verifying that the cabins are all built to the Matanuska-Susitna Borough building codes.

· Excavation I spoke with a representative at Craig Taylor Equipment, and the price quote of $1,000.00 is based on a rough estimate of what it would cost to rent the needed heavy equipment for the landscaping and construction needs for this project.



· Well I spoke with a representative at Hood & Sons Pump and Drilling Co. in Wasilla, Alaska, and the price quote he gave of $4,500.00 is a rough estimate of what it would cost to drill to install one well to accommodate the water needs of all three cabins. There would need to be one pressure tank installed in each cabin; whereas, one of those three pressure tanks would be the main pressure tank that runs the water pump from the well. The water pump would have to be at least 1/ horsepower to be effective. The rough estimate for installation of the entire system is $4,500.00.

· Septic I spoke to a representative at A-TWO Septic Co. in Wasilla, Alaska, and he said that one 1000-gallon tank would be needed to accommodate all three cabins, and since the cabins will be in close proximity of each other it is not necessary to install a separate septic system for each. The price quote of $5,000.00 is a rough estimate of what it would cost to install the entire septic system. The routine maintenance of the installed septic system would run approximately $160.00 for every two years.

· Foundation I spoke with a couple different representatives at Spenard Builders Supply in Wasilla, Alaska, and they provided me with a packet showing the detailed materials and prices that make up the total cost for a 16 X 4 recreational cabin building kit. I then multiplied those figures by three to come up with the price quote of $4,500.00 for the approximate total cost needed for all three of the cabins foundations.

· Framing Based on the building kit packet the costs were multiplied by three to show the total cost of what it will take to frame all three cabins. The approximate total framing cost is $0,000.00.

· Plumbing Based on the building kit packet the costs were multiplied by three to show the total cost of what it will require to do the plumbing for all three cabins. The approximate total plumbing cost is $,000.00.

· Electrical Based on the building kit packet the costs were multiplied by three to show the total cost of what it will take to wire all three cabins. The approximate total electrical cost is $4,500.00.

· Insulation Based on the building kit packet the costs were multiplied by three to show the total cost needed for the insulation in all three cabins. The approximate total cost is $1,500.00.

· Interior Trim After consulting a representative at Home Depot in Anchorage, Alaska, I was provided with the Home Depot Pro-Book Catalogue and some computer software that shows the price of everything that Home Depot sells. The interior trim costs I located within the software, and then multiplied the total costs by three to show the needed amount to install interior trim in all three cabins. The approximate total cost is $,000.00.



· Appliances In the Home Depot Pro-Book Catalogue I located the most reasonably priced sinks, appliances (stove, refrigerator, stack washer/dryer etc.), and bath tubs then I multiplied the cost of each by three to come up with the approximate total cost of all the appliances needed to accommodate three cabins. The rough estimate I acquired was $,000.00.

· Flooring In the Home Depot Pro-Book Catalogue I found the most economical flooring available then multiplied the total by three to acquire a rough estimate of the total cost to provide flooring to all three of the cabins. The rough estimate I acquired was $1,500.00.

· Labor I researched on the Internet, and located the Bacon-Davis wages for laborers in Alaska. In order to complete this project within the previously discussed timeline I figured that there will need to be at least two laborers working 40 hours a week for the entire 16 week building period. I chose to calculate the approximate labor costs by using the lowest Bacon-Davis wage of $16.84/hr. It is quite possible that the labor costs could exceed this figure since depending on the laborers skills and experience they might need to be paid a higher more appropriate wage. The total approximate costs for the labor of this project I found were $,000.00.

· Miscellaneous The reason I chose to put this miscellaneous figure into the potential total costs of this project is due to the fact that there could be some unforeseen costs accumulated during this project. Also, there are some legal fees for filing the necessary documents, and for acquiring the needed permits. The total miscellaneous cost I have figured in to the projects total cost is $,000.00.

EFFECTIVENESS

In order for this project to be implemented it must prove that it will result with supreme effectiveness, which means that the total costs accumulated upon completion of the project will be regained in the future from the revenue generated by the people paying the monthly rent on the cabins. As long as the three cabins are continuously rented out than McDuff, Inc. will continue to acquire substantial revenue long after the expenses for the project are reimbursed. According to the Alaska Department of Community and Economic Development (DECD) the most recent information available was taken from the 000 U.S. Census. The information states that Talkeetnas average median rent is $614.00 per month, so McDuff, Inc. could charge at very least that much per month for rent on each of the cabins. The calculations below are based on charging $700.00 per month on each of the cabins. This project is a very good investment choice. The following information proves the supreme effectiveness McDuff, Inc. will benefit from by choosing to engage in this investment.

Monthly Rent for 1 Cabin= $700.00

1 Months in a Year X 1

Total Income a Year from 1 Cabin= $8,400.00

Number of Cabins= X

Total Income a Year from Cabins= $5,00.00

Total Costs for Completion of Project= $,100.00

Total Income a Year from Cabins= $5,00.00 = .66 years

Total Income a Year from Cabins= $5,00.00

Number of Years to Reimburse Project Total Costs= X .66

Total Revenue Needed to Reimburse Project Total Costs= $,.00

It will take close to four years to reimburse McDuff, Inc. for the projects completion costs. After those costs have been regained McDuff, Inc. will continue to receive $5,00.00 revenue per year from the three cabins, which will be pure profit. The above calculations prove this projects supreme effectiveness.

CHOSEN SOLUTION

The chosen solution for the problem of what to do with the vacant land that McDuff, Inc has used for remote recreation property in the past is to build these three cabins. By doing so McDuff, Inc. will not only benefit from knowing that the land is being used, but also will make a lot of profit from the renters of the cabins. The chosen solution works because it will maintain the residential area, provide people with homes, and McDuff, Inc will be making profit from the land and the cabins.

CONCLUSION

After conducting this feasibility study I have found these conclusions

· The population in Talkeetna is steadily growing.

· There is a proven demand for housing in the Talkeetna area.

· Using the 1.14 acres of land as recreational property is no longer feasible.

This project involves minimal risks such as being able to meet the timeframe to successfully build three cabins within the short Alaska building season, and also a challenge to maintain full occupancy of the three cabins after the completion of the project. These risks are not that great, and the dedicated employees of McDuff, Inc. can overcome these risks and make this project successful through their well known structured teamwork capabilities. As you can see there are only two risks to take, but the benefits of making the choice to pursue this project are many. Benefits include

· Making profits from the vacant land.

· Making profits from the three rental cabins.

· Maintaining the residential area.

· Providing housing to people in need.

· Displaying the professional attitude of McDuff, Inc. among the Talkeetna people.

· Giving McDuff, Inc. a truly profitable investment that could last a lifetime.

Anyone who reads this feasibility study and has questions or concerns please feel free to contact me, and we can schedule a time to meet in order to provide you with a clearer understanding of this project. Thank you.

ACKNOWLEDGEMENTS

In the process of completing this thorough feasibility study I have encountered several very educated people who assisted me in making this feasibility study possible. At this time I would like to acknowledge all who made this process easier by providing very informative data to me. Below is a list of businesses to which I am truly appreciative

v Home Depot

v Talkeetna Real Estate

v Craig Taylor Equipment

v Hood & Sons Pump & Drilling Co.

v A-TWO Septic

v Spenard Builders Supply

v The local residents of Talkeetna whom participated in my survey.

REFERENCES

Alaska Department of Community and Economic Development (000 U.S. Census) Population and Housing Characteristics. Retrieved April 06, 00, from http//www.dced.state.ak.us/cbd/commdb/CF_BLOCK.cfm

Anderson, L.O. (1). Wood-Frame House Construction. Carlsbad, CA

Craftsman Book Company.

Bacon-Davis Wages (00, December 0) Retrieved April 08, 00, from http//frwebgate.access.gpo.gov/cgi-bin/getdoc.cgi?dbname=Davis-Bacon&docid=AK00008

Mind that the sample papers like Feasibility Study For The Construction Of Cabins presented are to be used for review only. In order to warn you and eliminate any plagiarism writing intentions, it is highly recommended not to use the essays in class. In cases you experience difficulties with essay writing in class and for in class use, order original papers with our expert writers. Cheap custom papers can be written from scratch for each customer that entrusts his or her academic success to our writing team. Order your unique assignment from the best custom writing services cheap and fast!