Weltys Petrified Man response. essays

Weltys Petrified Man response. essays Weltys Petrified Man response. Eudora Welty's "Petrified Man" admits the reader into the "woman's world" of the beauty shop. This is a place where a woman can sit down, relax, maximize her self-esteem without any effort, and catch up on the gossip around town. Regardless of the location, this exists everywhere. What makes Eudora Weltys play, Petrified Man so intriguing is her ability to define her views of a Mississippians personality as unintelligent and over concerned with unimportant events. Welty defines this through two female characters, Leota and Mrs. Fletcher who take part in the gossiping atmosphere of a beauty salon. Throughout the duration of the play, Leota and Mrs. Fletcher share stories of their lives and the lives of others with a southern dialect. Welty portrays the women as having poor intellectual level through their poor use of word choice and sentence structure. Weltys choice of choosing a relaxing, comfortable location to define a Mississippian as unintelligent is how her audience is able to see the full illustration of what Welty is trying to portray. Within the gossiping atmosphere of a beauty salon, Leota and Mrs. Fletcher talk amongst each other and overreact over unimportant events. Mrs. Fletcher, for example, gets upset over hearing the news that the town was beginning to hear about her pregnancy. This over reaction is significant to Weltys definition because what Mrs. Fletcher failed to realize is that she would begin to show within the next months, and everyone in the town would find out nevertheless. A low intellectual level and over reacting is what Welty accomplished through her definition of a Mississippians personality as seen is Petrified Man. ...

On the SAT, How Many People Get a 1400, 1500, or 1600

On the SAT, How Many People Get a 1400, 1500, or 1600 SAT / ACT Prep Online Guides and Tips How many students get a high score on the SAT? How many students get a perfect score? Here we look at the number of students and the percentile of these top ranks. Then we find out whether you should retake the SAT if you get these scores. Note:This guide was created when the SAT used its old 2400 scoring scale. Unfortunately, we don't have the same data for the current version of the SAT (out of 1600 points), but we do have a conversion chart below so you can convert your 1600-scale SAT score to a 2400-scale score and still make use of the information in this article. SAT Score Conversion Chart Below is the conversion chart you can use to convert your current SAT score to the old 2400-scale version of the SAT. For example, if you scored an 1150 on the current version of the SAT, that's equivalent to a 1590 on the old SAT. So 1590 is the score you'd use for reference as you read the rest of the article to get a sense of where you rank in regards to other SAT test takers. New SAT Old SAT New SAT Old SAT New SAT Old SAT 1600 2390 1200 1670 800 1060 1590 2370 1190 1650 790 1040 1580 2350 1180 1640 780 1030 1570 2330 1170 1620 770 1010 1560 2300 1160 1610 760 990 1550 2280 1150 1590 750 980 1540 2260 1140 1570 740 960 1530 2230 1130 1560 730 950 1520 2210 1120 1540 720 930 1510 2190 1110 1530 710 910 1500 2170 1100 1510 700 900 1490 2150 1090 1490 690 880 1480 2130 1080 1480 680 870 1470 2110 1070 1460 670 860 1460 2090 1060 1450 660 850 1450 2080 1050 1430 650 840 1440 2060 1040 1420 640 830 1430 2040 1030 1400 630 820 1420 2020 1020 1390 620 810 1410 2000 1010 1370 610 800 1400 1990 1000 1360 600 790 1390 1970 990 1340 590 780 1380 1950 980 1330 580 770 1370 1930 970 1310 570 760 1360 1920 960 1300 560 750 1350 1900 950 1280 550 740 1340 1880 940 1270 540 730 1330 1870 930 1250 530 730 1320 1850 920 1240 520 720 1310 1840 910 1220 510 710 1300 1820 900 1210 500 700 1290 1810 890 1200 490 690 1280 1790 880 1180 480 680 1270 1780 870 1170 470 670 1260 1760 860 1150 460 660 1250 1750 850 1140 450 650 1240 1730 840 1120 440 640 1230 1710 830 1110 430 630 1220 1700 820 1090 420 620 1210 1680 810 1070 410 610 400 600 Which SAT Data Is the Most Important for You? Before we talk about the exact numbers, it's important to know which data you should care about. Take a score like 2200. According to the College Board, who has comprehensive statistics on all takers of the official SAT, there are 2,574 students who got exactly a 2200 in 2014. However, if you are comparing yourself to the College Board's official numbers, you should be careful about how they construct it.The College Board is only looking at 2014 college-bound seniors - so if you are pretty far removed from this group, it won't represent how you're performing. For example, if you are a sophomore, a 2200 will be much more impressive than the official table of numbers suggests because you've had two less years of school compared to high school seniors. Percentiles vs Absolute Numbers You should also consider whether you should care about absolute numbers or percentiles most. If you care about how you're doing compared to the average test taker, you might care more about percentiles - a 2200 is 98th percentile (or inverted top 2 percentile). This tells you you're within the top 2% of test takers. Picture the median test taker in your mind: aUS student who performs average in class and prepares just a few hours for the SAT. When does comparing against this person help you determine where you are? I suggest that the absolute number of people matters more.After all, Harvard takes in a class of 1200 per year, the top ten colleges probably take in around 20,000, and how you numerically fit into that picture matters more. Cumulative Numbers Back to absolute numbers - 2,574 students got a 2200. But that doesn't mean that if you got a 2200, you're within the top 2,574 students. You have to count all the people who got 2200 or above. In statistics, this is called the cumulative number. This is important because you're not just competing against people who got a 2200 exactly - you're pretty much neck-to-neck with those who got 2210, 2220 and so forth. That's why you want to look at people who got a score or above. This number is most useful to figure out the sort of colleges you're competitive for. For example, if you're in the top 3000 or so, you're competitive for every college, since the top two to three colleges together accept that many per year. Likewise, wherever you place, you can count the slots colleges have above that. The Raw Facts Here is the table showing data for scores from 2200 to 2400, and below is more explanation of what each of the columns show. Score Number of Students Cumulative Number Precise Top Percentile 2400 583 583 0.0348% 2350 630 2969 0.1775% 2300 1371 8812 0.5269% 2250 1914 17225 1.0299% 2200 2574 28834 1.7241% Your Score = The SAT 3-Section Score (out of 2400) Number of Students = Number of students in 2014 who got exactly your score. This number is not cumulative and isn't the best measure of performance. Cumulative Number = This is the total number of students in 2014 who got the same score as you or more. This is the group you're competing with. Precise Percentile = Here we include the precise percentile this score puts you in. The College Board represents percentiles only roughly - they just tell you 99%+ in your score report. We use their exact numbers to re-run the calculation and tell you what exact top fraction you're in. Bonus: Should You Retake the SAT? I've written before that students can easily get 100 points more or less during different SATs without doing anything different, and colleges know that. A change of 100 points is not statistically significant. Does that mean colleges don't care about a 100 point difference - that colleges don't care between a SAT score of 2150 and a 2250, or between a 2250 and 2350? Not at all - because the idea of statistical significance is not the same as expected difference. (This is where my master's degree in statistics can shine!) Statistical significance measures whether someone who got 2350 could get 2250 by likely chance - the answer is absolutely yes! But expected difference measures whether on average, someone who happens to get a 2350 is better than someone who got a 2250 - the answer is also yes. It's not hard to understand intuitively - if you get a 2350 you probably just got a couple of questions wrong, all due to a careless mistake. When you get in the 2250 zone, you're getting up to half a dozen wrong, and that on average reflects a degree of care and mastery that's simply different from a 2350. Our advice then is that especially due to superscoring, even if you're getting 2200, it's worth retaking it up to just above a 2300. What's Next? Not happy with your SAT score?If you want to raise your score,check out our guide on low SAT scoresfor helpful tips. For more strategies, take a look at our guides to getting a perfect SAT score on Reading, Math, Writing and overall. What kinds of study materials do you need to study for the SAT? We break down what the best prep books are (and which books to avoid) in this expert guide. Want to learn more about the SAT but tired of reading blog articles? Then you'll love our free, SAT prep livestreams. Designed and led by PrepScholar SAT experts, these live video events are a great resource for students and parents looking to learn more about the SAT and SAT prep. Click on the button below to register for one of our livestreams today!

Three Levels of Local Culture Essay Example | Topics and Well Written Essays - 250 words

Three Levels of Local Culture - Essay Example When you study the artifacts level you find that in Bastrop volunteers usually interpret the parish history using local artifacts. The level of architecture of buildings is high. There are several building permits given in a year. In the job industry people use formal language. Newspaper and radio cover the news. Values and beliefs are explained in the sense that when IPC mill was closed the mayor predicted that a lot of people will be affected. This could be termed as his own view. In Bastrop there are various attraction sites which include Cairo museum, Tensas river national wildlife and others. The rate of crime is 75.79% than the national average. The government promises a great work force in order to make small businesses grow (Bastrop, 2015). Bastrop has hardworking people though the poverty line is high. For example multinational organizations operating beyond their own national culture, will still have influence of the deepest culture level. Underlying values reflect the way individuals evaluate the self and world. The decision to build a wood pellet in Bastrop will be observed to see if it will be successful or not hence forgotten. Culture exists as: the front line followed by middle management and lastly is corporate level (Nurdin,

Current events about a clinic in China infected kids with Hepatitis Essay

Current events about a clinic in China infected kids with Hepatitis - Essay Example The province of Henan is known for such outbreaks and in the year 1990 it was hit by blood transfusions ,which were tainted and schemes of unsanitary blood plasma-buying that accelerated the HIV infection in that province. The practitioners in that province were reported to use dirty needles most often and the individuals who sold plasma received replenishment from blood pool supply. According to the global times paper, the Anhui province health officials gave disturbing reports concerning the outbreak in Henan which indicated that more than 56 patients had been infected with the outbreak disease(hepatitis C) from the private clinic. An investigation by the CDC(Centre For Disease Control) indicate that the infection acquired by patients at the Miaoqian private Clinic was caused by the doctors reusing needles to give shots to different patients. The astonishing beat of the story is that all the victims of the outbreak are from Anhui because the province borders Henan and the clinic is strategically situated for the service of both the two provinces. Another report showed that investigators from the health sectors were surveying 16 other local villages to ascertain whether a larger number of people more than the reported had been infected. The Patients of the outbreak were undergoing treatment at the hospital called Guoyang Peoples. However, the information that was not reported was if the Miaoqian private Clinic was still operational or had already been shut down. No number of arrests had been reported to be made either. (Associated Press, 2011) The Chinese government is promoting the small-scale private clinics and hospitals as part or contributor of a health care overhaul, which is aimed at making the healthcare services available, and accessible to more population and reduce the pressure on the badly overcrowded government or public hospitals. The fact that the china population has

Psychological Theories in Business and Organisations

Psychological Theories in Business and Organisations Leadership and the Multiplier Effect There is strong evidence that leader behavior is related to employee happiness. For example, charismatic leadership is strongly related to subordinate job satisfaction (DeGroot et al. 2000), and leader-member relationships is also strongly related to job satisfaction and organizational commitment (Gerstner and Day 1997). Likewise, trust in the leader is a strong predictor of satisfaction and commitment (Dirks and Ferrin 2002) as is the appropriate level of autonomy displayed by leaders (Baard et al. 2004). According to research by Sy et al (2005) positive managers are more accurate and careful in decision making as well as being more personally effective and imbuing those around them with greater positivity too. Crucially, Kopelman et al (2006) suggest the positive leaders create upward emotional spirals which help colleagues cope better with change. Thus, if there was one thing an organisation could do to foster engagement it would be to have flourishing leaders. Stated in the opposite way, the point seems more stark; if it is the leaders who are disengaged then the organisation is very unlikely to flourish. Flourishing: the source In its simplest form, positive psychology is about accruing a body of knowledge that is useful to people who want to live a good, happy and long life. Reflecting on the entirety of this study, it could be stated that positive psychology comprises much more than ‘positive thinking’ but that it perhaps starts with positive thinking. Further, just as an individual’s personal experience of being at their best reveals their potential, so the study of flourishing in an organisation reveals the highest potential of the whole organisation. Cameron et al (2003) suggest that excellence always exists, even in the most dysfunctional organisations. The ‘secret’ lies in tapping into the source – the positive core, the people resulting in higher levels of engagement, motivation and productivity. This opens up a deeper line of enquiry – how does the organisation tap into this positive core? The debate between the sources of eudemonia and hedonism is, arguably, unnecessary. The research literature is rife with examples of where the two entwine. Indeed, pairing pleasurable emotions in the ‘here and now’ (hedonic) with adaptive activities that will sustain future happiness (eudemonic) is evolution’s way of ensuring that humans engage in the behaviours necessary for our survival (deWall, 1996). Perhaps therefore, the distinction between the two should be about their roots. Flourishing at work is an umbrella concept that includes a large number of constructs ranging from transient moods and emotions at the person level to aggregate attitudes at the unit level. In the workplace, happiness is influenced by both short-lived events and conditions inherent in the task, job and organization. It is further complicated by influences at individual level such as personality and the fit between what the job/organization provides and the individuals expectations, needs and preferences. Understanding these contributors to happiness, together with recent research on volitional actions to improve happiness, offer some potential levers for improving happiness at work. Flourishing People Create Flourishing Organisations Masten (2001) describes flourishing as ‘ordinary magic’, suggesting that it is available to everyone. It is important to note that the benefits of feeling good are not because such feelings allow individuals to play down, ignore of distort negative information. Rather positive affect leads people to be able to consider many aspects of a situation simultaneously, make evaluations and choose behaviours responsive to the situation. Gaffney (2011) suggests there are four elements of flourishing: challenge, connectivity, autonomy and using one’s valued competencies. Further, Gaffney suggests these core components are enhanced by what is termed a ‘mental life’, an alignment of an individual’s thinking and feeling that are on the same wavelength. Gaffney’s point is that it is easy to explain goals, purpose and values in a cognitive way. In many organisations, values posters adorn the walls. In my role as a trainer, I have had rather too many di scussions with exasperated managers, paraphrased along the lines of ‘They [the employees] don’t get it! They are not living by the values on the posters!’ And herein lies the point; to function at one’s best one needs to feel a connection and however positive the organisational environment, however interesting the work and however transformational the leadership style, these will merely increase the odds of engagement. True and long lasting engagement has an internal source which lies within an array of attitudinal choices and mental constructs created by the individual. It is hoped that most staff will have experienced feelings of engagement. For some staff, these feelings arise circumstantially; they are effectively waiting for the right conditions in which to engage. The flourishing employees are less inclined to wait. Instead, they tap into a set of intentional strategies which allow them to take personal responsibility for feeling good. Further, these within person strategies, when written down, appear to be simple and straight-forward. One suspects that the biggest single factor highlighted by this study, that of consciously and deliberately choosing to be positive, stands out as common sense. However this research has uncovered that such strategies are by no means common practice. It may be that one can become psychologically disconnected from one’s best self. The busyness agenda and impediments of modern life (discussed in chapter 1) have resulted in a reactive approach to life rather than an introspective (inside-out) approach that is conducive to flourishing. Just as the key to individual flourishing is to understand and put effort into function at our best, so it is with organisations. The traditional organisational focus has been on deficit management, eliminating weaknesses and solving problems. This is important, but flourishing organisations must go further and, according to Cameron (2013), they must focus on what is ‘positively deviant’, i.e., what is ‘outstanding’, what is already working and what is world class. In line with Cooperrider’s (2005) work on Appreciative Inquiry, this provides a dramatic shift of focus. The Cult of Happiness What exactly is ‘organisational culture’? Cameron (2013) suggests it refers to taken for granted values, expectations, collective memories and implicit meanings that define an organisation’s core identity and behaviour. Thus, ‘culture’ reflects the prevailing ideology that people carry inside their heads. It provides unwritten and usually unspoken guidelines for what is acceptable and what is not. The wider point of creating an organisational culture conducive to flourishing is that an organisation cannot ‘force’ an employee to be engaged. Thus, by implication, the suggestion is that the organisation alone cannot create a culture of engagement because ‘engagement’ is partly an internal concept. Therefore if push motives such as ‘forcing’ are out, it may be that pull motives such as ‘allowing’ or ‘encouraging’ are in. Being religious is associated with elevated happiness. In a survey of 163,000 people in 14 European countries, 84% of church goers rated as ‘very satisfied’ with life compared with 77% of non-church goers (Inglehart, 1990). The suggestion is that religion provides a framework of meaning as well as a collective identity and a reliable social network for people with like-minded views and values. Thus, ultimately, it is the strong social connections that provide happiness in a religious context. The result is the rather powerful effect whereby individuals give up their weekends to attend their place of workshop, for free. While religion was not born out as a major factor in happiness in this study, there exists a wider analogy. It may be that the challenge for organisational designers is to create a similar cohesiveness, akin to a ‘spiritual home’ where, instead of religion, employees are bonded by a common purpose and/or pervading sense of ‘why?’ The organisation creates a sense of community where high quality connections are the norm and where individual employees are playing to their strengths. In short, the challenge is to create a culture in which employees want to be part of something worthwhile and where engagement is not forced, but rather, it flows. Continuing the religious metaphor, it may be that this sense of higher purpose and internal buy-in is, indeed, a more enlightened way to create flourishing organisations. ‘Neuroplasticity’ The relatively stable basic affective state of happiness refers to the momentary level of happiness that an individual typically experiences the individual’s ‘set point’ (Williams Thompson, 1993). The implication is that this component ensures that different individuals may experience different levels of happiness when all other factors are held constant. Although all individuals can experience a range of emotions at different intensities, there is a tendency for these to return to their idiosyncratic ‘set point’ (Diener et al., 2006). Diener et al (2006) argue that one’s happiness set point is determined by the individual’s sense of identity which is in turn determined by their psychology. In short, most people think like the person they perceive themselves to be (e.g., victims get stuck in ‘learned helplessness’, winners have a winning mentality, confident people behave confidently, etc.) The question therefore arises, is it possible to change one’s mental habits and/or one’s sense of personal identity? The concept of neuro-plasticity (Goleman, et al, 2003) suggests the brain is always learning. Siegel (2007) states that â€Å"Where attention goes, neurons fire. And where neurons fire, they can re-wire† (p. 291). This capacity for the brain to be reconfigured opens up the possibility for genuine and permanent personal change If one’s brain has an element of neuroplasticity it may be that the ‘set point’ is nothing more than a ‘familiar point’. It raises the possibility that with some mental dexterity and a little effort, one may be able to alter one’s ‘normal’ or ‘familiar’ level of happiness. In terms of this study, the NonH+ mean happiness is 6.77 (sd = 1.41, std error mean = 0.07) and the H+ mean is 8.29 (sd = 0.51, std error mean = 0.75). Thus, inquiring into the mental strategies of the H+ group and applying them to the NonH+ group could conceivably result in an increase in the ‘set point’ of 22.5%. As argued in earlier chapters, the knock-on behavioural effects of such an increase would achieve significant business results. Beliefs This comment, taken from an H+ respondent, provides a succinct account of the main findings of the difference between the H+ and NonH+ respondents: â€Å"I see the world differently to them.† (male, organisation W) Thus if reality depends, at least in part, on how one views it, it becomes less of a surprise that external circumstances account for only 10% of total happiness (Lyubomirsky, Sheldon Schade 2005). Indeed, Lyubormirsky (2007) prefers the phrase â€Å"creation or construction of happiness† to the more popular â€Å"pursuit of happiness† â€Å"since research shows that it’s in our power to fashion it for ourselves.† (p. 15) Further, if ‘reality’ is linked to mind-set and self-identity, then Dweck’s (2006) work on fixed and growth mind-sets becomes more salient. Dweck purports that those of fixed mind-set believe their capabilities are already set whereas a growth mind-set is conducive to self-improvement through effort. Dweck suggests that a growth mind-set is not dismissive of innate abilities, recognising that â€Å"although people may differ in every which way – in their initial talents and aptitudes, interests or temperaments – everyone can change and grow through application and experience† (p. 12). Further, Dweck purports that those with fixed mind-sets often miss opportunities for improvement and consistently underperform while those with a growth mind-set watch their abilities move ever upward. Cultivating Organisational ‘Games-Makers’ Organisational culture is one of the most important predictors of high levels of performance over time (Cameron et al, 2011) and for ‘culture’ one should read ‘people’. Organisations that flourish have developed a ‘culture of abundance’ (Cameron 2013) which builds the collective capabilities of all members. It is characterized by the presence of numerous positive energisers throughout the system, including embedded virtuous practices, adaptive learning, meaningfulness, profound purpose, engaged members and positive leadership. Various studies point to abundance culture and organisational success (Cameron, Mora, Leutscher Calaro 2011; Cameron Plews 2012) Achor (2013) uses the term ‘franchising success’; identify something that is simple and easy to copy. Achor uses the example of the ‘10/5 principle’, supplanted from the Ritz-Carlton hotel chain to an American hospital. This simple notion of smiling at anyone who comes within 10 feet and making eye contact and giving a positive greeting to anyone within 5 feet is cited as an example of ‘franchising success’. And while sceptics might point to the 10/5 principle is cosmetic, false or, indeed, overly American in tone, Achor reports a different reality. When the behaviour becomes contagious it changes the reality and the feeling of the hospital. Achor reports that staff were smiling and this was ‘franchised’ to patients and visitors. Crucially, this new behaviour became normalised, embedded in the hospital’s culture. It is difficult to find British examples. Although not examined academically, anecdotal evidence exists within the London 2012 Olympic games-makers. Volunteering to give up their own time, with a clear vision to make London 2012 the best ever games, they are perhaps the outstanding British example of franchising positive affect. Positive Psychology: The right science for the wrong reasons? Reflecting on 5 years of study and taking the learning in the round, it is difficult not to have a nagging doubt about the upsurge of interest in the science of positive psychology. The business imperative is strong and this may be the source of my doubt. It could be that positive psychology is the right philosophy but for the wrong reasons. Organisational behaviourists are using the science of happiness and well-being to create workplaces that are engaging and fun, where people can experience a sense of meaning and value. The underlying public sector mantra that lies behind the science is that by creating these conditions, employees will therefore work harder. In austere times, maintaining levels of service with fewer staff is the cost-efficient Utopia of squeezing ‘more from less’. And while this makes perfect sense at one level, treating people well because it is good for the bottom line is, perhaps, the wrong reason for treating them well. In the recommendations, I spoke of a more enlightened way of conducting organisational behaviour. Enlightened organisations may be the ones who take a leap of faith and conspire to treat employees well because that is absolutely the right thing to do. This research points to happiness being a conflux of genetics, circumstances and internal strategies. According to Lyubormirsky (2007), the ‘circumstances’ element of the happiness pie is a rather insignificant 10%. Therefore, tweaking the structure, altering the appraisal system, or providing gym membership and a dress-down Friday, are all having a tiny effect on individual happiness. Much more salient are the mental habits that employees choose (or do not choose) to bring to work. This points to organisational culture spreading in a more viral way, because happiness and its contagion is about sustaining new thinking and behaviours, rather than processes. Rather than command and control, this is more about influencing people to want to change. Statistical analysis suggests the data for this study is reliable. Thus, I can confidently state that a sense of personal choice stands as a central tenet of flourishing. The organisation may well engender this sense of personal choice if it is seen to be doing things for the right reasons. Therefore, the focus naturally shifts towards ‘meaning’. The H+ community feels a very strong sense of meaning and purpose which is reflected in flourishing behaviours. The hyper-dyadic nature of affective contagion means that other employees will ‘catch’ the new feelings and behaviours. This points towards a paradigm shift away from culture change being a ‘top down’ or even a ‘bottom up’ process, towards an ‘inside-out’ phenomenon. Trying Times There is a dichotomy at the heart of positive psychology. The science is both supremely complex and effortlessly simple. The pig iron quotation that heralded the start of this chapter seems somewhat disingenuous towards the pig-iron worker. It is perfectly possible to couch the subject in such academic terms so as to lose the average worker. Yet, at its heart, the constituent parts of happiness remain simple enough for everyone to understand. The concept of ‘consciously choosing a positive attitude’ and ‘making an effort to do so’ seem simple enough. It may be the lack of cognisance that a choice is available or the subsequent effort involved in sustaining an H+ attitude that is more problematic. It may well be that some occupations are inherently more purposeful and carry greater meaning. However, this report suggests that if the aforementioned pig iron worker chooses to be positive and engages in positive mental strategies, if s/he can find meaning in their work and have challenging tasks, stretching personal goals and, moreover, if handling pig iron plays to their strengths, then engagement is more likely. In terms of context, this research project was almost cancelled on the grounds of ‘right research, wrong time’. The head of organisation B1, who turned out to be a strong champion of this research, stated somewhat sardonically, in a meeting prior to phase 1; â€Å"This is an interesting time to be measuring motivation.† Her point was that the challenges of the 2008 banking crisis and the subsequent knock-on effects of austerity would make happiness and engagement more challenging than ever. Bearing in mind the finding that H+ employees deploy more strategies and work those strategies harder it could be that conducting this research in such challenging circumstances was exactly the right time. It could be that in trying times the key to flourishing is to try even harder.

Demand Analysis of low-calorie microwavable food Essay

QD = 20,000 – 10P + 1500A + 5PX + 10 I Since R2 is considerable high, the model explains the demand quite well. Putting the values of P, A, Px and I in the above equation, we get, Converting all price into dollars, we get, QD = 20,000 – (10Ãâ€"8000) + (1500Ãâ€"64) + (5Ãâ€"9000) + (10Ãâ€"5000) = 131000 Now, own price elasticity (ep) = Ãâ€" = -10, P = 8000, Q = 131000 Own Price elasticity (ep) = – 10 Ãâ€" = – 0.61 (approx.) Cross price elasticity (exy) = Ãâ€" = 5, Px = 9000, Q = 131000 Cross price elasticity (exy) = 5 Ãâ€" = 0.34 (approx.) Income elasticity (eI) = Ãâ€" = 10, I = 5000, Q = 131000 Income elasticity (eI) = 10 Ãâ€" = 0.38 (approx.) Advertisement elasticity (eA) = Ãâ€" = 1500, A = 64, Q = 131000 Advertisement elasticity (eA) = 1500 Ãâ€" = 0.73 (approx.) From the above results, we can see that the own price elasticity is – 0.61. Thus the demand for the low-calorie microwavable food is inelastic in nature. This implies that an increase in the price of the food leads to the fall of the quantity demanded by less than proportionate amount. Income elasticity of the good calculated is 0.38. This implies that the good selected is normal good. The cross price elasticity is 0.34. Therefore the two goods are almost substitute goods. Finally, coming to the advertisement  elasticity, we can see that the advertisement elasticity is 0.73. Thus advertisement has an important impact on the sales of the product. Since price elasticity is less than 1, total revenue will fall if price falls. Moreover the cross price elasticity of the product is almost close to zero. So, if the firm will never lower its price to increase its market share. i) The demand curve s drawn below: ii) At these prices there is always an excess supply. Thus market forces cannot determine the equilibrium. iii) The factors can influence demand and supply are: Demand – Advertisement, Income, price of the competitor’s product, etc. Supply – technological improvement, supply shocks, etc. Increase in advertisement expenditure can increase the demand this will shift the demand curve rightward. Similarly any reduction in advertisement expenditure will shift the demand curve leftward. Similarly, a rise in per capita income will shift the demand curve rightward and viceversa. Now, the supply curve can shift rightward if there is any improvement in the technology. On the other hand any supply shock can shift the supply curve leftward. References: Varian, H. R. (2011). Intermediate Microeconomics: A Modern Approach (8th ed.). NY: Norton Walter Nicholson, Christopher Snyder (2012). Microeconomic Theory: Basic Principles and Extensions (11th ed.). USA: Cengage Learning TR Jain, VK Ohri (2010). Introductory Microeconomics and Macroeconomics (7th ed.). India: V.K.Publications

Leslie Sponsels Approach to Investigation of the Amazon...

Leslie Sponsel takes a remarkably sensible approach to certain academic controversies over anthropological investigation of the Amazon Basin. To some degree, Sponsels article demands to be understood in a larger context within the overall ecosystem of academic anthropology, so to speak. As indicated in the title of her article, Sponsel approaches the subject with a special focus on adaptation, which necessarily implies changing conditions. As she notes in her introductory remarks: For convenience the review is organized around the following domains: ecosystem, cultural system, change, and research trends and needs. An ecosystem is composed of abiotic and biotic components which interact through the flow of energy, matter, and information, and all of this varies in space and time. (67) It is here that a reader in 2012 gets a glimpse of the much larger context. At the time of Sponsels writing in 1986, an ecological approach that included the flow of ¦information which varies in space and time appears remarkable prescient, considering that in the three decades that have passed since the articles original publication, Sponsels own culture has undergone a complete technological revolution in flow of ¦information: the Internet, the cellular telephone, the personal computer were all in their infancy. This may seem like a minor point, but it indicates the fundamental validity of Sponsels approach: the contentious battles over theory between anthropologists like