Famous Sites, Language and Religion Practiced In Haiti

Womens Changing Roles from 1865 - 1920

Womens Changing Roles from 1865 - 1920 The role women play in our society is an ever-changing one, from mother to lawyer and doctor and everywhere in between. With increasing demands on them to be the one to keep families grounded and together in a turbulent society that thinks none to highly of them or their rights as citizens. I chose to focus on womens changing roles during the time period from 1865 through 1920. The reason I chose this period in history was because this was a very turbulent time in history, due to the changing status of minorities in the culture at this time due to the end of the Civil War and the impending revolution for womens rights with the passage of the 19th amendment.Dating as far back as the early 1800's womens roles were being challenged and questioned, it was not so much the womens rights marches of the 60's but it was the beginning of that revolution.English: Postage stamp featuring Elizabeth Stanton...During the early part of the 19th century womens character was espoused with four basic a ttributes: piety, purity, submissiveness, and domesticity. Even foreign visitors to America during this period found fault in American males attitude towards women, they thought males treated women as inferiors and subjected women to double standards. "By marriage, the husband and wife are one person in law; that is, the very being and legal existence of the woman is suspended during marriage." This is according to a 1765 law established by Sir William Blackstone an English barrister, and American law followed this principle thereby the wife "belonged" to the husband.These were the times that women lived through and the conditions they lived with during the early part of the nineteenth century. At the end of the Civil War and throughout the Reconstruction, America began to feel the beginnings of...

Experienceing MIS Assignment Example | Topics and Well Written Essays - 250 words

Experienceing MIS - Assignment Example Queries would be required in order to build the required reports as well as to extract any other one time information required by Samantha from the database. Finally, Samantha would require the implementation of an application program so as to make the database connectivity simpler and more user friendly. The application that Samantha requires would be for one user, which is Samantha in this particular instance. Two scenarios are likely, Samantha could either be performing the jobs herself or through hired hands. In both cases, information regarding the customer and the job would have to be entered and monitored in a database by a single individual managing the company, which is Samantha. Since most database functions performed by Samantha would be simple, a single user personal database management system (DBMS) would be a good choice (Kroenke, Bunker, & Wilson, 2013). In terms of the particular personal DBMS, Samantha could easily implement MySQL. This would offer a reasonable personal DBMS choice since MySQL is an open license product and provides relatively simple

The impact of climate change on logistics management Essay

The impact of climate change on logistics management - Essay Example It basically refers to the management of the activities for the collections of raw materials to the production at the factories to the distribution of these goods. The manager must coordinate with all of these pieces in a cordial manner for the effective management of the supply chain (Mentzer, 2001). Logistics Management is widely known concept in the global world. All companies rely on the logistics for the efficient flow of the goods and services. For Example: Industrial manufactures rely heavily on these logistics for the transportation of the mass-produced items. At the same time, the consumer goods manufactures want their goods to be delivered to the outlets and warehouses before the customer calls for it. Therefore, Logistics management has now evolved into one of the most important links in the supply chain process (DHL, 2010). Logistics refers to the part of the supply chain management that plans, implements and processes the flow of the goods and services from the source to the end consumer. It includes both thee forward and reverse flow as well as the storage of the goods. The vital elements of this part include all modes of transportation, inventory control and storage, packing and flow of information. Figure 1 shows the costs and investment in different sectors’ logistics departments. Climatic Change takes place over millions to thousands of years. It is a statistical shift of weather and climate that takes place, changing the environment of the earth. When analyzed over hundreds of years, the climatic conditions have patches of climate having similar qualities and properties. The shift from one climate to another climate takes place slowly and gradually in order to maintain the ecological system. The biggest climatic change that is being anticipated these days and is mostly in the news is global warming. It is a shift towards a hotter climate due to the green house gases

Ambition in Your Life Essay Example for Free

Ambition in Your Life Essay Ambition a passion that never fails you and will never let you fail it, and this is why it will ultimately cause the downfall of the individual. In the novel Frankenstein and in the Play Macbeth, ambition is the main theme in these two pieces. Both Victor and Macbeth had great dreams of accomplishing certain things that defy a higher order. Ambition drove both of them to strive for what they want and never give up on their dreams. Ambition without doubt help or even single handling brought Macbeth and Victor to their dreams. Ambition is the best quality that a person can have, it allowed Victor and Macbeth to achieve what they always wanted. Whatever can bring you to the top, also has the power to make you fall harder then you fell before, being overly ambitious can also destroy a person and people that surrounds this individual. Victor and Macbeth succeeded in accomplishing their deepest desire but this does not mean they have succeeded in achieving happiness. Everyone dreams about achieving goals and dreams in life that is nearly impossible to grasp due to certain circumstances. Why do some individuals still try in chasing their dreams even though they know that the chances of succeeding are very slim? In the novel Frankenstein and the play Macbeth, Victor and Macbeth had dreams of achieving goals that defy a high order which promises server consequences. Victor and Macbeth are examples of the individual that were driven by ambition, this ambition was so strong and relentless that it actually allowed both Victor and Macbeth achieved their impossible dreams. In Victor’s case he succeeded in creating life and Macbeth succeeded in becoming king and this was all due to being ambitious and determined. Yes Victor and Macbeth did achieved what they wanted but both paid great prices in doing so. Was it worth it? Ambition is the best quality anyone can have, until we crossed the line of chasing a dream and just being obsessed. No one is born with the ambition that makes you obsessed with your goals and dreams in life. Certain incidents must occur to push this person to let ambition make you become obsessed with the goals and dreams in life. Victor and Macbeth both experience this incident that allow their ambitious minds to take over. Victor experienced the lost of a love one, which was his mother. This shock was too great for Victor to handle, this caused victor to hate the fact of death and suffering in life. The chance and opportunity of being able to bring his mother back, and to end all suffering was to captivating. He had the knowledge and power to do so. This caused his ambitious mind to grow and start to take over. The same line of events occurred to Macbeth as well. Macbeth had no intention in betraying his king and taking the throne. Until the three witches implanted the seed of betrayal in Macbeth, he started to think of the opportunities that being the king would bring to him. Betrayal thoughts started to occur in his mind. Macbeth was never sure of what to do until he talked to his lovely wife, she convinced him in taking this opportunity in becoming king. Macbeth kept his ambitious mind under control until the actual first deed of betrayal was committed which was the killing of Duncan, the current king of Scotland. After this incident, ambition took over Macbeth and caused in to do everything in his power to secure his throne. A determined and overly ambitious mind is a blind one. You may spend your whole life striving for a dream or goal that you have. You work so hard in getting what you think you really want, but when you actually achieved and accomplished you goal or dream. You realized that you’re not happy and lost certain things that are so much more important to you then your so called dream or goal. Macbeth and Victor both experienced this in their lives. Victor tried to create life and he succeeded in doing so, but in the course of creating â€Å"The monster† he abandoned what was really important to him, which is his family, his friends, most importantly his life. His creation actually destroyed everything that Victor loved and cared for. The monster should not be blamed because victor crossed the line of trying to better human kind and playing God. He created this hideous and ugly monster that no one can possibly love and abandoned it and left it to die. The actions of victor can also justify the actions of the monster. If victor actually took the time in thinking of what he was doing, he would’ve realized the mistake he was making. He made another mistake right after making the first one. He gave this monster life and limitless power and intelligent, obviously this monster can survive and cause great harm to him and his love ones. If he actually stayed with the monster and taught him how to live and act towards other beings, things would’ve of turned out totally different. Macbeth experienced the same exact lines of events and feelings that victor did in his life. If Macbeth thought of the acts that he was committing, he would’ve of realized that the only thing he is accomplishing in killing the king, is damning himself, his only loved ones. It is obvious that if he committed this act of betrayal and defiance of a higher order, only bad can occur from this. He didn’t realize this right after this act just like victor. He continued to do wrong because of his ambitious mind, which Victor also experienced. He continued acting on his relentless ambition to secure his throne and his undying passion to seek happiness which at the time was being king for him. Which was completely wrong. Knowledge is power and power can corrupt any human being. Victor and Macbeth had the opportunity to achieve their dreams and goals. This thought corrupted both their minds. As both Victor and Macbeth succeeded in achieving their dreams, they experienced different feelings. When Victor was successful in creating life, it totally scared him that he actually create life and it caused him to flee. This ultimately caused the downfall and death of Victor. In Macbeth’s case when he became king, it made him a more determined and stronger person. It made him paranoid and trusted no one, which caused him to make more mistakes, such as killing any one that stood a threat. Victor and Macbeth both were not happy even though they achieved their dream. This is because they acted on impulse which caused them to do whatever it takes to succeed, which caused them to make mistakes that they regretted towards the end of their lives. All of this and every mistake that both Victor and Macbeth made were because they let their ambitious mind blind them of their senses and conscious of what is really important to them and what truly makes them happy. Chasing a dream is good, until the mind is obsessed and is poisoned with the ambition that will change you to a whole new person. You can also order a custom term paper, research paper, thesis, dissertation or essay on ambition from our professional custom essay writing service which provides students with high-quality custom written papers at an affordable cost.

The Labour Force And Unemployment Economics Essay

The Labour Force And Unemployment Economics Essay Every market has buyers and sellers, and the labour market is no exception: the buyers are employers, and the sellers are workers. Some of this participant may not be active at any given moment in the sense of seeking new employees or new jobs, but on any given day, thousands of firms and workers will be in the market trying to transact. The Labour Force and Unemployment The term labour force refers to all those over 16 years of age who are either employed, actively seeking work, or expecting recall from a layoff. Those in the labour force who are not employed for pay are the unemployed.  [1]   People who are not employed and are neither looking for work nor waiting to be recalled from layoff by their employers are not counted as part of the labour force. The total labour force thus consists of the employed and the unemployed. The number and identities of people in each labour market category are always changing; the flows of people from one category to another are considerable. There are four major flows between labour market states: employed workers become unemployed by quitting voluntarily or being laid off (being involuntarily separated from the firm, either temporarily or permanently), unemployed workers obtain employment by being newly hired or being recalled to a job from which they were temporarily laid off, those in the labour force, whether employed or unemployed, can leave the labour force by retiring or otherwise deciding against taking or seeking work for pay (dropping out), those who have never worked or looked for a job expand the labour force by entering it, while those who have dropped out do so by re-entering the labour force. The ratio of those unemployed to those in the labour force is the unemployment rate. While this rate is crude and has several imperfections, it is the most widely cited measure of labour market conditions. The relation among unemployment, employment, and labour force Analytically, to access the unemployment rate we can use the following equality: where , , and designate respectively the working-age population, the level of employment, the number of unemployed, and the participation rate at period t. Defining the unemployment as , we have Using this equation in logarithm terms at time t and t-1, we get: Assuming that u is a small number, this relation allows us to express the variation of unemployment rate as a function of the growth rates of working-age population, employment, and participation: This decomposition shows that the variation in the rate of unemployment come from variations in the employment rate, the size of the working-age population, and participation rate. Chapter 2 Some facts The different unemployment experience During the last 20 years, the industrialized countries have evolved in very different direction with respect to unemployment. In contradiction to Japan, or the United States, most of European countries showed a high proportion of unemployment. Table 1.1 Rates of unemployment, participation, and employment in 20 OECD countries in 2011 Country Unemployment Rate Participation Rate Employment Rate Australia 5,10 78,8 72,70 Austria 4,14 75,79 72,13 Belgium 7,14 68,88 61,93 Canada 7,45 80,25 71,98 Denmark 7,57 83,19 73,15 Finland 7,77 75,43 69,03 France 9,26 69,34 63,80 Germany 5,92 81,04 72,53 Greece 17,66 68,57 55,55 Ireland 14,39 70,96 59,20 Italy 8,40 63,01 56,98 Japan 4,57 80,61 71,20 Luxembourg 4,90 70,57 64,63 Netherlands 4,44 80,13 74,88 Norway 3,21 80,22 75,30 Portugal 12,74 77,42 64,20 Spain 21,64 75,28 57,68 Sweden 7,54 31,00 74,10 Switzerland 4,04 86,60 79,35 United Kingdom 8,01 76,75 69,48 United States 8,95 64,21 66,65 Euro area (17 countries) 10,07 26,20 64,25 EU (27 countries) 9,59 64,30 OECD Total 7,92 27,80 64,85 Source: OECD Data Table 1.1 summarises the unemployment, participation and employment rates in 20 OECD countries for 2011. We see that unemployment is a phenomenon that touches all the countries, but in different proportions. There are some countries such as Austria, Japan, Luxemburg, the Netherlands, Norway, and Switzerland, have an unemployment rate below 5 per cent. But other countries, such as Greece, Ireland, Portugal, and Spain, have an unemployment rate higher than 10 per cent. For the European Union as a whole (27 countries), the average unemployment rate is the neighbourhood of 10 per cent, 2 points greater than the overall OECD unemployment rate. The third column reports the employment rate, i.e. the ratio of the number of persons employed to the number of person in the population (working-age from 15 to 64 years old). This indicator is very important for the analysis since it can be used as a complement to the data of unemployment, given that the definition of unemployment is necessarily objective. As we can see from table 1.1 countries with high employment rate are also the ones who have low rates of unemployment. So there is a negative relationship among them. The second column also shows that participation rates are highly dispersed, since they vary from 63.01 per cent in Italy to 86.60 per cent in Switzerland. Moreover, countries that face high unemployment rate generally have relatively a weak participation rate. This rapid overview of the rates of unemployment, participation, and employment in different OECD countries suggest that certain countries face a relatively high unemployment rate because of insufficient job creation. Examination of changes over time since the beginning of 1950s in unemployment and employment rate in the United States and selected OECD countries will throw further lights on the origins of unemployment. The US unemployment experience in comparative perspective Table 1.2 summarises the unemployment experience of the United States, selected other countries, and the OECD as a whole from 1950 to 2011. The OECD unemployment rate averaged about 3 per cent during the 1950s and 1960s unemployment throughout the OECD increased sharply in the aftermath of the oil shocks of the 1970s and continued rising the worldwide recession of the early 1980s. The overall OECD unemployment rate more than doubled from 2.8 per cent in the 1960s to 7.0 per cent in the 1980s, and has remained at an even higher rate in the 1990s. Last year the overall OECD unemployment rate was 8.2 per cent. Table 1.2 Unemployment rates in selected OECD countries Country 1950 1960 1970 1980 1990 2000 2011 Australia 1,50 2,00 3,90 7,50 9,10 6,28 5,20 Canada 3,80 4,70 6,60 9,30 9,90 6,82 7,50 France 1,50 1,70 3,80 9,00 11,10 9,4 9,30 Germany 4,90 0,60 1,90 5,70 6,50 7,76 6,00 Italy 7,20 3,80 4,70 7,50 10,20 10,59 8,50 Japan 2,10 1,30 1,70 2,50 2.7 4,72 4,80 Netherlands 1,50 0,90 4,00 9,60 6,90 2,95 4,40 Norway 1,70 1,70 1,60 2,80 5,30 3,33 3,30 New Zeland 0,90 0,90 1,50 4,10 8,10 9,00 6,70 Portugal 2,20 2,40 1,60 7,30 5,80 4,04 13,40 Spain 2,10 2,30 4,20 17,50 20,30 13,92 21,80 Sweden 1,70 1,50 1,80 2,20 7,00 5,4 7,60 United Kingdom 1,70 2,00 4,40 10,10 8,70 5,58 8,00 United States 4,40 4,70 6,10 7,20 6,00 4,00 9,10 OECD 3,50 2,80 4,30 7,00 7,30 6,1   8,2 Source: OECD Data Table 1.2 indicates that major OECD nations shared a pattern of rising unemployment from the 1960s to the 1970s to the 1980s, but the magnitude of the increases vary widely across countries, with the largest increase in Spain. In the 1990s the unemployment experience diverge somewhat, with continued increases from the 1980s in most European countries and Australia, but decline in the United States, United Kingdom, and Portugal. In the 2000s there is a general decrease of unemployment rate among all the countries, except in Italy and Japan. From 2000 to 2011 unemployment is a phenomenon that touches all the countries but in different proportion, with the largest increase in Spain and Portugal. The table highlights the distinctive aspects of the evolution of US unemployment. The United States has moved from having a consistently higher unemployment rate than the OECD as a whole in the 1950s, 1960s and 1970s to having a much lower rate in the 1990s and 2000s, but again a higher unemployment in 2011. The United States is the only major OECD economy with a lower average unemployment rate in 2000s than in 1980s: 4.0 per cent in the 2000s versus 7.2 per cent in 1980s. But the current US unemployment rate of 9.1 per cent is the highest experienced since 1980. The composition of US unemployment also differs substantially from many other OECD nations. The United States has much larger month-to-month flows into and out of employment than most of OECD economies and a much lower incidence of long-term unemployment than any advanced OECD economy. Long-term unemployment (six months and less than one year) as a percentage of total unemployment in 2011 stood at 12.43 per cent in the United States as compared with 9.8 per cent in Canada, 13.48 per cent in Australia, 18.65 per cent in France, 14.71 in Germany, 15.03 in Italy, 17.68 in Greece and 18.66 in Spain. US unemployment rates for the working-age population are particularly low (and employment/population ratios are particularly high) for young workers (those aged to 15 to 24), women and older workers (those aged 55 to 64). Overall, the US labour market does a relatively good job of moving new entrants and women into employment. European labour market institutions (especially employment protect ion laws) seem geared to keeping married males in work, but appear to make it tougher for new entrants to gain steady employment. Cyclical versus Structural unemployment The analytical discussion of unemployment since Friedman (1968) and Phelps (1968) start with the hypothesis that at any given time, a national economy is characterized by a natural rate of unemployment. Aggregate demand expansions can (at least temporarily) push the economy below this rate of unemployment, but at the cost of accelerating inflation. Similarly, shocks that raise unemployment above the natural rate lead to deceleration inflation. As long as the policy-maker avoids explosive inflation or deflation, the economy cannot remain persistently above or below the natural rate of unemployment, but it may fluctuate around it. This hypothesis suggests separating changes in unemployment into cyclical fluctuation around the natural rate and structural movement in the natural rate itself. Figure 1 Unemployment in the US, Australia, Europe and OECD Figure 1 illustrates the time patterns of the unemployment rates for the United States, Australia, Europe, and OECD countries from 1970 to 2011. The figure suggests cyclical unemployment fluctuation around a relatively stable natural rate in the United States until 2008, and a possible upward drift in the natural rate in Europe and Australia. The acceleration in inflation in most European economies in late 1980s, despite much higher unemployment rate than in the 1960s and 1970s, indicates a large rise in natural rate of unemployment. The deceleration of inflation in the 1990s and early 2000s suggests that some cyclical component has played a role in recent high European unemployment. 2 Data and Descriptive statistics I next explore in a more depth, the extent to which a relatively stable natural rate of unemployment since 1970 or so is consistent with the experience of the flexible US labour market. The data for this analysis are taken from Bureau of Labour Statistics from 1970 to 2012 (monthly data). 3 Empirical Methodology and Results For estimating the natural rate of unemployment (un) I am going to use the expectations-augmented (or accelerationist) Phillips Curve (EAPC) in which the rate of growth of price inflation (or more generally the difference between current inflation and expected inflation) depends on the deviation of the unemployment rate from the natural rate: where p is the log of the price level, u is the unemployment rate, is a positive coefficient, equals, and is an error term. Expected inflation is assumed to equal the lagged inflation rate (). A regression of the change in the inflation rate on the unemployment rate yields estimates of the natural rate of unemployment ( = -. The basic idea behind this equation is that price inflation increases when unemployment is below the natural rate and decreases when it is above. Table 2.1 Price inflation and unemployment in the United States, Europe and OECD countries United States Europe OECD (1) (2) (3) (4) (5) Constant 0.397562 0.519119 0.142052 11.87027 12.00131 [6.163198] [8.568430] [1.910330] [7.503319] [5.137325] D80 -0.348037 [0.929960] D90 -0.355382 [0.950040] D00 -0.369512 [0.986341] Unemployment rate (u) -0.006995 -0.026207 0.032498 -0.596646 -0.906432 [0.669781] [2.835975] [2.918381] [3.129660] [2.544017] Observations (n) 511 511 511 41 41 Durbin-Watson Statistic 0.798394 0.828986 0.833514 0.233627 0.304103 R2 0.006191 0.015555 0.016457 0.200734 0.142330 Notes: The US regressions cover 1970 to 2012. The dependent variable in all regressions is the inflation rate (Dp).The numbers in parenthesis are standard errors. p=100*log(CPI), using the Consumer Price Index for the United States and Europe; u is the unemployment rate measured in percentage, D80=1 for the 1980- and 0 otherwise; D90=1 for the 1990- and 0 otherwise; D00=1 for the 2000- and 0 otherwise. Estimation for US unemployment Dependent Variable: P Method: Least Squares Date: 10/04/12 Time: 17:04 Sample (adjusted): 1970M02 2012M08 Included observations: 511 after adjustments Variable Coefficient Std. Error t-Statistic Prob.  Ã‚   C 0.397562 0.064506 6.163198 0.0000 UNEMP -0.006995 0.010444 -0.669781 0.5033 D80 -0.348037 0.374250 -0.929960 0.3528 D90 -0.355382 0.374071 -0.950040 0.3425 D00 -0.369512 0.374629 -0.986341 0.3244 R-squared 0.006191   Ã‚  Ã‚  Ã‚  Mean dependent var 0.353720 Adjusted R-squared -0.001665   Ã‚  Ã‚  Ã‚  S.D. dependent var 0.373392 S.E. of regression 0.373702   Ã‚  Ã‚  Ã‚  Akaike info criterion 0.879023 Sum squared resid 70.66469   Ã‚  Ã‚  Ã‚  Schwarz criterion 0.920475 Log likelihood -219.5904   Ã‚  Ã‚  Ã‚  F-statistic 0.788056 Durbin-Watson stat 0.798394   Ã‚  Ã‚  Ã‚  Prob(F-statistic) 0.533265 Estimation for US male unemployment Dependent Variable: P Method: Least Squares Date: 10/04/12 Time: 17:05 Sample (adjusted): 1970M02 2012M08 Included observations: 511 after adjustments Variable Coefficient Std. Error t-Statistic Prob.  Ã‚   C 0.519119 0.060585 8.568430 0.0000 UNEMPMALE -0.026207 0.009241 -2.835975 0.0048 R-squared 0.015555   Ã‚  Ã‚  Ã‚  Mean dependent var 0.353720 Adjusted R-squared 0.013621   Ã‚  Ã‚  Ã‚  S.D. dependent var 0.373392 S.E. of regression 0.370840   Ã‚  Ã‚  Ã‚  Akaike info criterion 0.857814 Sum squared resid 69.99885   Ã‚  Ã‚  Ã‚  Schwarz criterion 0.874395 Log likelihood -217.1715   Ã‚  Ã‚  Ã‚  F-statistic 8.042753 Durbin-Watson stat 0.828986   Ã‚  Ã‚  Ã‚  Prob(F-statistic) 0.004751 Estimation for US female unemployment Dependent Variable: P Method: Least Squares Date: 10/04/12 Time: 17:07 Sample (adjusted): 1970M02 2012M08 Included observations: 511 after adjustments Variable Coefficient Std. Error t-Statistic Prob.  Ã‚   C 0.142052 0.074360 1.910330 0.0567 UNEMPFEMALE 0.032498 0.011136 2.918381 0.0037 R-squared 0.016457   Ã‚  Ã‚  Ã‚  Mean dependent var 0.353720 Adjusted R-squared 0.014525   Ã‚  Ã‚  Ã‚  S.D. dependent var 0.373392 S.E. of regression 0.370670   Ã‚  Ã‚  Ã‚  Akaike info criterion 0.856897 Sum squared resid 69.93471   Ã‚  Ã‚  Ã‚  Schwarz criterion 0.873478 Log likelihood -216.9373   Ã‚  Ã‚  Ã‚  F-statistic 8.516946 Durbin-Watson stat 0.833514   Ã‚  Ã‚  Ã‚  Prob(F-statistic) 0.003674 Estimation for Europe unemployment Dependent Variable: P2 Method: Least Squares Date: 10/04/12 Time: 17:08 Sample (adjusted): 1970M02 1973M06 Included observations: 41 after adjustments Variable Coefficient Std. Error t-Statistic Prob.  Ã‚   C 11.87027 1.582002 7.503319 0.0000 UNEMPEURO -0.596646 0.190642 -3.129660 0.0033 R-squared 0.200734   Ã‚  Ã‚  Ã‚  Mean dependent var 7.164938 Adjusted R-squared 0.180240   Ã‚  Ã‚  Ã‚  S.D. dependent var 3.481375 S.E. of regression 3.152057   Ã‚  Ã‚  Ã‚  Akaike info criterion 5.181538 Sum squared resid 387.4831   Ã‚  Ã‚  Ã‚  Schwarz criterion 5.265127 Log likelihood -104.2215   Ã‚  Ã‚  Ã‚  F-statistic 9.794774 Durbin-Watson stat 0.233627   Ã‚  Ã‚  Ã‚  Prob(F-statistic) 0.003308 Estimation for Europe unemployment Dependent Variable: P3 Method: Least Squares Date: 10/04/12 Time: 17:09 Sample (adjusted): 1970M02 1973M06 Included observations: 41 after adjustments Variable Coefficient Std. Error t-Statistic Prob.  Ã‚   C 12.00131 2.336102 5.137325 0.0000 UNEMPOECD -0.906432 0.356299 -2.544017 0.0150 R-squared 0.142330   Ã‚  Ã‚  Ã‚  Mean dependent var 6.186970 Adjusted R-squared 0.120338   Ã‚  Ã‚  Ã‚  S.D. dependent var 3.301618 S.E. of regression 3.096597   Ã‚  Ã‚  Ã‚  Akaike info criterion 5.146035 Sum squared resid 373.9676   Ã‚  Ã‚  Ã‚  Schwarz criterion 5.229624 Log likelihood -103.4937   Ã‚  Ã‚  Ã‚  F-statistic 6.472025 Durbin-Watson stat 0.304103   Ã‚  Ã‚  Ã‚  Prob(F-statistic) 0.015033 Conclusion References Literature Ronald G. Ehrenberg, Robert S. Smith Modern Labour Economics. Theory and Public Policy Pearson International Edition, 2009, Tenth Edition Internet Sources http://www.tradingeconomics.com http://www.indexmundi.com/ http://www.statcan.gc.ca/daily-quotidien/120907/dq120907a-eng.htm Eurostat Website: http://ec.europa.eu/eurostat I have a problem with the regression of this model: I have monthly data. But when I estimate it on Eviews, the results I get are not that expected: R-squared is very small (near to zero), the standard errors are all smaller than 1. In order to estimate the model first I have done this: P=100*log(CPI), but Im not sure if is right or not. I can send the data after if this description is not enough.

The History of Intel

THE HISTORY OF INTEL The microprocessor has changed our lives in so many ways that it is difficult to recall how different things were before its invention. During the 1960’s, computers filled many rooms. Their expensive processing power was available only to a few government labs, research universities, and large corporations. Intel was founded on July 18,1968 by engineers, Gordon Moore, Robert Noyce, Andrew Grove, and Arthur Rock. Rock became Chairman, Moore was President, Noyce was Executive Vice President in charge of product development and worked with Moore on long range planning, and Grove headed manufacturing.The purpose of the new company was to design and manufacture very complex silicon chips using large-scale integration (LSI) technology. Moore and Grove’s vision was to make Intel the leader in developing even more powerful microprocessors and to make Intel-designed chips the industry standard in powering personal computers. Moore and Noyce wanted to seek In tel because they wanted to regain the satisfaction of research and development in a small growing company.Although the production of memory chips was starting to become a commodity business in the late 1960’s, Moore and Noyce believed they could produce chip versions of their own design that would perform more functions at less cost for the customer and thus offer a premium price. Intel’s unique challenge was to make semiconductor memory functional. Semiconductor memory is smaller in size, provides great performance, and reduces energy consumption. This first started when Japanese manufacturer Busicom asked Intel to design a set of chips for a family of high-performance programming calculators.Intel’s engineer, Ted Hoff, rejected the proposal and instead designed a   Single-chip, a logic device that retrieved its application instruction from semiconductor memory. Buying Back the Cash There was a problem with this new chip Busicom owned it. Intel was convinced to repurchase the rights to the product. Intel then offered to return Busicon’s $60,000 investment in exchange for the rights of the product. The Japanese agreed after struggling with the financial troubles. The Microprocessor Hits the Market Intel’s first microprocessor, the 4004, was introduced in 1971.This $200 chip delivered as much computing power as the first electronic computer, the ENIAC. After the 4004, Intel introduced the 8008 microcomputer, which processed eight bits of information at a time. The 4004 and 8008 began to open new markets for Intel products. Today, affordable computing power is available to designers of all types of products, producing creativity and innovation. Turning Point: IBM PC In 1981, Intel microprocessor family had grown to include the 16-bit 8086 and the 8-bit 8088 processors. These two chips created 2,500 winning designs in the year.A product from IBM was one of those designs, which became the first PC. Intel was convinced IBM to ch oose the 8088 as the brains of its first PC. Because of IBM’s intelligent decision, the PC business grew to tens of millions of units every year. In 1982, Intel introduced the 286 chip. It contained 134,000 transistors and provided 3 times the performance of other 16-bit processors during the time. The 286 were the first microprocessor that offered software compatibility with its predecessors. The Microprocessor Machine In 1985, the Intel 386 hit the market.The 386 could perform more than five million instructions every second. Compaq’s DESKPRO 386 was the first PC based on the new microprocessor. In 1989, Intel 486 processor was ready to hit the market. This new chip resulted in 1. 2 million transistors and the first built-in math coprocessor. This chip was faster than the original 4004. In 1993, Intel introduced the Pentium processor, which set new performance standards with up to five times the performance of the Intel 486 processor. The Pentium processor uses 3. 1 million transistors to perform up to 90 MIPS, about 1,500 times the speed of the original 4004.In 1995, Intel’s first processor in the P6 family, the Pentium Pro processor, was introduced. It included 5. 5 million transistors and contained a high-speed memory cache to accelerate performance. The Pentium Pro processor was a popular choice for multiprocessor sewers and high performance workstations. Intel introduced the Pentium II processor in May 1997. It contains 7. 5 million transistors packed into a unique Single Edge Contact Cartridge and delivers high performance. Intel offers Pentium II processors for Mobil PC, carrying new levels of performance and computer capabilities. In April 1998,Intel introduced the Celeron processor. This is the latest Intel processor created to meet the computing needs of Basic PC users. Intel’s recent introduction is the Pentium II Xeon processor. This is the newest addition to Intel’s Pentium II brand. It is Intel’s first microprocessor designed for mid and higher server workstation platforms. The company’s success in memory chips was built from the resources involved in working on projects to design and develop the world’s best microprocessor. INTEL’S STRATEGY Intel's primary business into the mid 1980s was memory chips, which accounted for 70 percent of revenues.In 1985 and 1986, Intel closed eight memory chip plants. They were fighting a never winning battle with the Japanese produces of memory chips. Gordon Moore and Andrew Grove refocused the company on advancing the technology of microprocessors. Intel decided to create a new vision and strategy for the company. Their vision was to make Intel-designed chips the industry standard in powering personal computers. Intel supplies the computing industry with chips, boards, systems, and software. Intel's products are used as â€Å"building blocks† to create advanced computing systems for PC users.Intel's mission is to be th e preeminent building block supplier to the new computing industry worldwide. Intel has several objectives in order to pursue their vision. The objectives include PC and server management advances through new Intel hardware and software products, alliances with other industry leaders, education and development programs, and industry standards efforts. Most importantly, Intel's greatest objective was making the PC an indispensable and persuasive appliance, which would ultimately compete with the TV, VCR, and telephone.Andy Grove crafted a series of strategies in order to reach Intel's objectives: 1. Introduce innovative products quickly. Andy Grove's vision of making the PC tomorrow's information appliance required the company to do more than be a leader in advancing microprocessors. Intel tries to bring innovative products to the market as quickly as possible. In 1995, Intel introduced the new high-end Pentium Pro processor. This came less than three years after the introduction of the Pentium processor, which is now the processor of choice in the mainstream PC market.Together, these products provide computer buyers with a wide spectrum of computing choices. Due to the growing popularity of the Internet, Intel programmers developed a software product called Streaming Media Viewer that software developers could incorporate into their products and allow users to view video as it arrived from the World Wide Web. Also, Intel developed hardware based cryptographic technology that provided increased levels of security for data communicated over the Internet. Intel's strategy of bringing innovative products to the market quickly has proven to be costly.In 1996, Intel spent $500 million on R&D projects to develop products (other than microprocessors). Even though other producers were using joint ventures to build the extremely expensive fabrication plants, Intel chose to go alone. Beyond their primary task of making microprocessors, Intel invests in a range of computi ng and communications applications that support their core business. Intel's supercomputer and network server efforts take advantage of the flexibility and power of Intel architecture, while their flash memory business supports booming communications applications, such as, cellular phones.Intel executives saw the future PCs equipped with new features, such as, digital video, stereo sound, 3-D graphics, fax, and data communications. Intel decided to add these features into its next generation microprocessors. Intel decided to compete with the Taiwanese computer industry. They felt that the Taiwanese were too slow to adapt their products to the latest Intel innovations. By producing motherboards, it would enable Intel engineers to integrate new functions. 2. Promote the Intel brand. Intel invests in education and marketing programs that describe the benefits of genuine Intel technology.In 1990, Intel initiated a marketing program to build the Intel brand and make PC users aware of the benefits of genuine technology and products. Intel asked PC makers to put the Intel logo on their machines. The company also sponsored television and print advertising campaigns stressing that by choosing an Intel-based PC, users got the ultimate in quality, reliability, software computability, and value. The marketing program was a success and had become a prominent element in Intel's strategy ever since.Not only did Intel continue to sustain its dominant market share, but also customer feedback revealed that PC buyers, not just computer techies, really cared about their computer's chip and performance capabilities. Instead of assigning its two new chip generations numbers like 286, 386, and 486 chip generations, Intel named them Pentium and Pentium Pro. This helped Intel build their brand name by allowing PC buyers to become familiarized with their products. Experts believed that Intel was spending over $100 million annually on promoting their name among consumers. . Alliances wi th other industry leaders. The breakup of the old computer industry is what gave Intel its chance and made the mass-produced computer possible. The old computer industry was vertically aligned. Industries used to build their computers from bottom up. Now, these companies purchase products from other industries to build their computers. Because PCs contained components from so many different vendors, Grove believed industry participants in different horizontal specialties had to develop new products in parallel.Intel works with other industry leaders to develop new PC technologies, such as the PCI â€Å"bus†, which has been widely adopted. This technology removes bottlenecks to provide greatly enhanced capabilities. They incorporate their chips into PC building blocks, such as, PC motherboards, to help computer manufacturers bring their products to the market faster. Intel also works closely with software developers to create rich applications, such as, PC video conferencing a nd animated 3D Web sites, that make the most of the power of Intel processors. Also, Intel is working with the U. S.Department of Energy to build the world's fastest computer supercomputers. As Intel introduced new generations of microprocessors, it was beneficial for Microsoft and other developers of operating systems and software to be ready to go to market with new software systems and products that capitalized on the speed of Intel's new processors. Andy Grove and Bill Gates began meeting in the 1980s to explore how their organizations can share information. Intel believes that if computers work better, do more, and are easier to use, more PCs will be sold and more Intel processors will be needed.As with any other strategy, it is necessary to evaluate performance and initiate adjustments in vision, long term direction, objectives, strategy, or implementation in the occurrence of changing conditions, new ideas, and new opportunities. For example, in 1994, a mathematics professor found a flaw in how Intel's new Pentium chip did division in certain situations. The media got a hold of this and there was negative publicity about Intel floating around. Intel explained to its consumers that the chances of this happening were minute. Intel admitted the flaw, but Andy Grove felt that it shouldn't concern nyone except the most demanding scientists. Intel wanted to stand behind there â€Å"Intel Inside† campaign, so they had to reevaluate their strategy. Within days of the incident, Intel offered all owners of Pentium based computers a free replacement of their Pentium chip and took a $475 million write off to cover the costs. Even though it was considered a disaster, only a few owners took a replacement chip. Intel focuses on being a best-cost provider. Their strategic target is the value conscious buyer. They want to give customers more value for their money.Intel's product line carries good-to-excellent attributes, several to many upscale features at low co st to the PC buyer. Overall, their focused strategies have kept them on the right track. However, Intel continues to attract competition, both from makers of software-compatible microprocessors and from makers of alternative-architecture chips. SWOT ANALYSIS To provide a good overview of Intel’s business position and whether it is healthy or unhealthy, a SWOT analysis was conducted. This analysis will show if there is a good fit between Intel’s resource capability and its external situation.STRENGTHS Intel is one of the most profitable companies in the world. It is a leader in its industry with over 80 percent of the world’s 250 million personal computers powered by Intel microprocessors and over 90 percent of all new PCs currently being assembled with â€Å"Intel Inside†. Intel is a recognized market leader with an attractive customer base and a good reputation of creating an advanced quality product. Some of Intel’s strengths are its financial co ndition, brand-name image, good management skills and technical expertise. Financial ConditionOne of Intel’s major strengths is the ability to fund for research & development. The company has a high degree of profitability, cash flows from depreciation, and low dividend payout. Therefore, Intel can provide the financial resources and use their financial strength to fund the capital requirements associated with refurbishing existing plants and building new ones. Intel’s strategy to maintain a leader status in the industry and to accommodate expected demand is necessary for them to stay ahead of competitors by producing more advanced products and building new plants or refurbishing existing plants.In recent years, Intel has built a new fabrication plant about every 9 months and announced that its goal is to reduce that to every 6 months. Also, for the past 6 years, it has led the semiconductor industry in new capital investments. Brand Name Image In 1990, Intel initiated a marketing program to build the Intel brand and show PC users the benefits of Intel technology and products. The reason for the program was to increase sales of the Intel brand and lower sales of AMD’s cloned microprocessors. Their marketing strategy was to ask PC makers to put a distinctive â€Å"Intel Inside† sticker on their machines.They also sponsored television and print advertising campaigns promoting that an Intel-based PC provided customers with ultimate quality, reliability, software compatibility, and value. This was a major success and created a good brand name image for Intel. Management Skills and Technical Expertise Talented and skilled individuals from the beginning managed Intel. They had the expertise to manage Intel by choosing the right individuals that had the technological know-how to bring it to the top. Intel’s skill and expertise proved to be a strength back in 1985 when Intel’s primary business was the memory chip.Japanese comp etitors started producing and marketing their memory chips at lower costs than Intel. However, Intel had the skills and expertise to abandon the memory chip business and put their full energies into a secondary microprocessor business. They wanted to become leaders of the industry and they proved that they knew what needed to be done to accomplish their vision. WEAKNESSES Diversity Intel is one of the most successful companies and it is hard to find a weakness in such an established firm. Intel is known for its strengths, competencies, and capabilities. However, one of Intel’s weaknesses is the focus on primarily microprocessors.The diversification of companies into other industries allows them to be less risky in case a rival developed a better product. For example, Microsoft is expanding into the Internet business to become more diversified. America Online and Netscape are merging to enhance their core business. Intel could become even more successful if it were to diversif y into other industries. The company can be in grave danger if another firm was to rise to the top with the manufacturing of microprocessors or if technology promoted a more efficient product than the microprocessor. Leadership After GrovesAndrew Groves has been the backbone of Intel for many years. Under Grove, Intel was very aggressive in protecting its technology. He is a hands-on manager whose high level of involvement and attention to detail inspired and intimidated subordinates. A big part of Intel’s success is Groves’ leadership style, competitive ability, and innovative mind set. Eventually, Groves will retire and the question will be what will happen to Intel? Will Groves’ successor lead Intel to remain on top. Andrew Groves has proved to be an excellent leader, but the leadership after him is questionable. OPPORTUNITIESMarket opportunity is a big factor for shaping Intel’s strategy. Intel is equipped with the right resources and has the capabili ty to pursue many opportunities that exist. The company’s innovation has helped build alliances to expand the firm’s market coverage and competitive capability. Intel also has the ability to grow rapidly because of strong increases in market demand. Innovation Andrew Groves has a vision of the PC as tomorrow’s information appliance. He wants to have televisions, VCRs, game players, cable boxes, and telephones to be pushed to the background and bring PCs to be in the spotlight.Groves does not want to just lead in advancing the microprocessor, he wants to fully utilize the capability of the microprocessor and introduce a number of PC-based communications products to meet the broad range of consumer needs. Some of the products that Intel has available are chip products used for keyboards, printers, copiers, and fax machines. These chip products are used to enhance cellular phones, pagers, digital cameras, and personal digital assistants. Intel is also manufacturing universal Serial Bus- single type of connector to attach printers, modems, CD-ROM drives, and other peripherals.Other innovative products include Intercast plug-in cards, a ProShare line of conferencing products,   And an I960 RP processor. Intel has a software lab in Shanghai developing multimedia and 3-D content in Chinese. They have created software to help popularize long-distance telephone calls on the Internet and a hardware-based cryptographic technology that provides levels of security for data communicated over the Internet. Intel is introducing new products and technologies on a weekly, sometimes daily, basis. They are gradually increasing their R&D budget to look for valuable ways to broaden their product line.Their reputation for innovation is among the best in the U. S. In fact, Intel was ranked third for its innovation in 1997. Strategic Alliances Alliances expand the firm’s market coverage and competitive capabilities. It is essential that Intel develop a cl ose relationship with other PC component producers, manufacturers, software developers, cable TV companies, media and telecommunications companies, and entertainment companies. Before the mid-1980s the structure of the old computer industry was aligned vertically, in which each company sold their products based on their own proprietary technology.They designed and built their computers themselves. Buyers had to commit to the whole package of one manufacturer. Since then, the computer industry is growing horizontally. Each product depends on another product. This is why it is important to collaborate with others. Products within each horizontal specialty should be compatible with other specialty products to make a powerful PC or other PC-based product. Growth Intel has the ability to grow rapidly because of strong increases in market demand. The process of making PCs has changed with that of the past. Only a few PC makers produced the components inside of the PCs.Therefore, the deman d for Intel’s products increased. Intel had the ability to grow rapidly because it responded quickly to market demand and had the capital and expertise to develop advanced powerful products faster than competitors. THREATS Looking at Intel’s external environment, there are some factors that create a threat to the company. Some of the threats Intel is facing are competition, slowdowns in market growth, and the bargaining power of consumers. Competition In 1997, Advanced Micro Devices (AMD) and Cyrix were the two major competitors that challenged Intel by cloning Intel’s microprocessors and marketing them at lower prices.This created a major threat to Intel’s market share. A third competitor was developed by the partnership among Motorola, IBM, and Apple Computer. They were producing and marketing Power PC chips for Apple’s line of PCs and certain IBM PCs. For example, the Power PC offered a reduced instruction-set computing (RISC) processor which ha d a simpler instruction set and higher computing speeds than Intel’s chips. This was an attractive feature for the end user, which also threatened Intel’s market share. The competitors mentioned above are just three of the major companies that are a threat to Intel.There is also the possibility of other companies making a technological breakthrough by developing a more powerful and cheaper product that will outlive Intel. For such reasons, Intel has to be innovative and ready for any possible external threat. Slowdown in Market Growth Intel is always planning ahead of things. They refurbish or build plants two years before the new product ever is produced. This could be considered an advantage or disadvantage. It is an advantage to Intel because they are constantly developing technologically advanced and more powerful products, which allows them to compete and be a leader of the industry.However, the major disadvantage is the possibility of the PC market slowing down. Intel could be hurt tremendously if the market growth slows down because they have already planned ahead and invested a lot of capital into the plants. Bargaining Power of the Consumer Cost pressures are also a threat to Intel. Consumers are demanding lower prices on products or higher quality for the prices they are paying. If a consumer can get the same product at a lower price from competitors, it can be a major threat to the company.Intel can influence bargaining power of the consumer by making sure the prices are low based on cost efficiency and the quality is maintained. The SWOT analysis provided the opportunity to view the company’s overall position. An evaluation of Intel’s strengths, weaknesses, opportunities, and threats support the fact that above all Intel has established a healthy position in the industry. TESTS OF A WINNING STRATEGY Test 1: Goodness of Fit The goodness of fit test determines if a company’s strategy is suitable for its internal and external situation in order to obtain market success.Intel is a member of the technology sector and in the semiconductor industry. Firms involved with technology must deal with the quick obsolescence that is inherent when dealing with computers. An example of this is Moore’s Law coined after Gordon Moore, Intel’s founder, who truthfully stated that â€Å"the power and complexity of silicon chips would double every year with proportionate decreases in cost†. This external environmental situation causes two problems for companies in the industry. One problem is that a company must constantly innovate to stay on top and secondly, the company will need capital in order to create new technology.Does Intel’s strategy adequately deal with the constant change that is prevalent in its business environment? The Intel’s strategy is to cannibalize its own products. In other words Intel strives to make its own products obsolete. A Company’s profits and market position can be severely undermined if another company offers a faster chip with more capabilities. Intel is able to do this because of its internal situation. Intel has vast amounts of capital, â€Å"†¦a ‘war chest’ of about $10 billion†. This is useful when the average plant costs will be about $2. 5 billion dollars around the year 2000.Test 2: Competitive Advantage Test The competitive advantage test ascertains if a company’s strategy leads it to have a sustainable competitive advantage over its rivals. The competitive advantages that Intel has are its brand image and research prowess. Intel’s brand name is a competitive advantage because it helps keep the sale of silicon chip clones from rivals down so that these companies do not erode Intel’s profitability and market share. If a company had a clone of equal performance, it would be easier for consumers to switch over if not for the power of brand name and awareness that keeps customers loyal.The strategy that Intel has is to increase the awareness and preference for its products. Research prowess is a competitive advantage for Intel. It has large amounts of capital compared to its competitors. For example, next year Intel will spend $3 billion on research and development, â€Å"which is more than AMD generated in sales in 1998†. Intel continues to produce innovative products faster than its rivals do in order to receive the lion’s share of profits so as to keep itself able to acquire the capital to produce these innovations. Test 3: Performance TestThe performance test ascertains if the company’s strategy is helping the company become profitable and help obtain long-term market position. Located in the Appendix are several profitability ratios for Intel from 1983 until 1998. In Appendix A-E are graphs representing this data? In Appendix F are the actual numerical data. After 1986 is when Intel changed its strategy to what it is pres ently. The data used to compute these ratios was from the Intel case in Strickland and Thompson’s Strategic Management 10th Edition. The 1997 and 1998 were compiled from data obtained from Intel’s homepage located at http://www. ntel. com. Appendix A shows the gross profit margin. The gross profit margin has, since 1986, been steadily increasing and since 1990, has remained above fifty percent. This profitability ratio shows the amount of money that remains after making a product that is available for the company to utilize. This shows that the company is strong in this aspect. Operating profit margin is shown in Appendix B. This shows the profit of the company prior to interest payments and taxes taken out. The ratio was negative for the years 1985 and 1986. After 1986, the operating profit margin has been strong reaching a peak of 39. 4% in 1997. Appendix C displays the net profit margin, which is the profit the company realizes. After posting a loss in 1986, the net profit margin of Intel has steadily improved and strengthened. Since 1990, Intel has been positing profits higher than fifteen percent. It reached a profit peak in 1997 with a net profit margin of 27. 7%. Intel has at the present time has a dominant 75. 7 % market share. This is a dominant position since its next closest rival, Advanced Micro Devices (AMD), has merely fifteen and one-half percent of the market share. Its other competitor Cyrix has only 5. 6%.This data is represented in pie chart form in Appendix G. The data has shown that Intel’s strategy has successfully completed all of the tests and is thus a winning strategy. Its present strategy is allowing it to respond to the business environment and maintain its competitive advantages while raking in profits. Andy Grove’s Performance as CEO It is imperative to acknowledge Gordon Moore, his mentor, before discussing the performance of Andy Grove. Gordon helped to set the Intel culture as being one of low bureau cracy and set the standard of holding one-on-one meetings with his subordinates in order to help the flow of information.Moore has is own ‘law’ which stated that the power and complexity of the chip would double every eighteen months with proportional decreases in costs. This helped Intel from the onset set its sights on innovation and being a leader. Appendix F shows the numerical numbers for the return on stockholders’ equity (ROE) and return on assets (ROA). Appendix D and E show their values graphically. These ratios are used to gauge how effective management is. Andy Grove became President in 1979 and was given more total control in 1987 when Gordon Moore served only as chairman.To adequately ascertain how well Andy Grove has been as CEO, an examination of the following these ratios are necessary. The ROE since 1987 has been strong with most years above twenty-percent as displayed in Appendix D. The highest value being in 1997 with 35. 99%. This ratio is put into perspective when one compares the ROE with that of the industry. The ROE-to-Industry ratio taken from Daily Stocks website which is 131. 4%. The ROA since 1987 has also been steadily increasing into the teens and lower twenty’s. The ROA-to-Industry for Intel is large 140. 4% from Daily Stocks website.This analysis shows that Andy Grove has done a superb job at Intel. Other factors concerning Andy Grove speak well of his performance as the CEO of Intel. His views have permeated into the corporate culture of Intel and have helped it become the dominant force in its industry. The strategy-making style that Grove uses is that of a master strategist. The master strategist exerts strong influence over the strategy of the company. Andy Grove’s own view, which is his ‘law’, of â€Å"only the paranoid survive† has helped keep Intel on its toes and looking ahead to what is happening.This is shown by the fact that Intel builds factories years before they are needed in order to stay on top of the market. Andy Grove’s leadership has helped Intel not fall into the pitfall of becoming stagnated by its own success. The shortcoming that Andy Grove has in being a manager is he is too good. As stated in the SWOT analysis, Andy Grove’s permanent retirement from Intel could set the company floundering unless the company finds someone as well qualified and with an analogous approach to management style. INDUSTRY ANALYSIS The U. S. icroprocessor industry comprises of more than 100 companies that design, manufacture, and market semiconductors to original equipment manufacturers and personal computer end users. The following information is a profile of the dominant economic characteristics of the microprocessor industry. Market Size: $300-$350 billion worldwide consumption. Scope of Competitive Rivalry: Global. Market Growth Rate: 15-20 percent annually. Stage in Life Cycle: Rapid growth and takeoff. Number of Companies in Industry : About 174 companies. Customers: 80 million microprocessors for use in PCs and network servers.Degree of Vertical Integration: Mixed; forward and backward integration. Ease of Entry/Exit: High entry barriers in the form of capital requirements. Technology/Innovation: Rapid technological changes microprocessor production. Product Characteristics: Highly standardized. Scale Economies: Companies can realize economies of scale. Learning and Experience Effects: Strong. Capacity Utilization: Manufacturing efficiency is higher when capacity is increased. Industry Profitability: Above par. 1995 Industry Usage 1997 Industry Usage Error! Not a valid embedded object.The two pie charts above display the industry usage in 1995 and 1997. As shown, the computer sector is the main user of the microprocessor. Within two years, the computer sector increased its usage by 11% and is expected to continue increasing over the next several years. Computers are the main focus in the microprocessor industry , which is why many rivals are competing for market share in that sector. THE FIVE FORCES MODEL OF COMPETITION Rivalry among competing manufacturers in this industry is a strong force of competition. It is focused on such factors as performance features, new product innovation, quality, and brand image.New product innovation plays a major role in the microprocessor industry because it determines the intensity of rivalry among competing firms. Companies are trying to gain better market position and competitive advantage. Threat of potential entry is a weak force due to the fact that it is hard for a newcomer to break into the market. Moreover, economic factors put a potential entrant at a great disadvantage because of the learning and experience curve effects. The existing microprocessor companies have advantageous positions in the industry from the experience they have gained from being in the industry longer than new entrants have.Leaders of the industry, like Intel, have verticall y integrated their manufacturing to make products at low efficient costs that entrants would not be able to compete and be exposed to fierce competition. Other entry barriers are economies of scale, brand preferences and resource requirements. Competition from substitutes is a weak force because there are no substitutes in the industry. The microprocessor is needed to manufacture many types of equipment, such as, TV sets, VCR’s, cameras, wristwatches, kitchen appliances, mobile phones, and stereo equipment.There is no other product that can be used in place of the microprocessor. Power of suppliers is moderate. Some companies rely on suppliers to supply a component more cheaply than industry members can make themselves. This can increase their leveraging power. However, suppliers also tend to have less leverage to bargain over price and other terms of a sale because the industry they are supplying is a major customer. A microprocessor company usually orders in large quantitie s, which in turn decreases suppliers leverage. Also, major companies are integrating backwards to self-manufacture the component.Backward integration allows companies to negotiate favorable terms with suppliers. Power of customers is a strong force in the industry primarily because buyers are large and purchase much of the industry’s output. Purchasing in large quantities gives a buyer enough leverage to obtain price concessions and other favorable terms. For instance, PC makers have a substantial bargaining leverage when deciding to use Intel’s chips in their computers. International Competitiveness Due to fierce international competition, the microelectronics industry has become highly globalized. To compete effectively, U. S. icroelectronics suppliers must sell to all domestic and foreign markets. The profit margins for certain products are so slim that only through international sales can a supplier generate profits adequate to remain in business. Survival in this highly international industry requires microelectronics manufacturers to be first to market with leading-edge products that focus on high-end technology. Only those suppliers who introduce the breakthrough products can maintain profit margins that will support research, development, and the purchase of new equipment for manufacturing the next generation product. COMPETITOR ANALYSISIntel's rivals: Advanced Micro Devices, Cyrix Corporation, Motorola, IBM, Apple Computer, and the Power PC are favorably positioned, but not in the same leading position as Intel. Intel dominates the computer industry. Intel works closely with alliances to introduce many innovative products that give them a leading edge over their rivals. Intel’s products are distinguished from their competitors, which make it difficult to clone. In 1997, Intel's two biggest competitors were Advanced Micro Devices (AMD) and Cyrix, both of which made â€Å"Intel-clone† microprocessors and marketed them at pric es below those charged by Intel.A partnership among Motorola, IBM, and Apple Computer to produce and market Power PC chips for Apple's line of PCs and for certain IBM PCs represented a third competitor. Sun Microsystems was a fourth competitor, producing and marketing a microprocessor line that competed against Intel chips in a limited number of computing applications. These competitors can possibly take some of the market share away from Intel. Therefore, Intel needs to maintain market dominance by continuing to make a high quality microprocessor with process technology improvements.These factors will help Intel stay ahead of their competitors. Advanced Micro Devices (AMD) had carved out a niche providing less expensive microprocessors than Intel's mainstream offerings. AMD, confident that NexGen had strong technology despite its low sales, promptly scrapped its own design for a chip to compete with Intel's Pentium Pro in favor of a design (subsequently named K6) that NexGen had un der development. Whereas previous generations of AMD chips had been clones of Intel's designs, AMD and NexGen engineers had designed the K5 and K6 from scratch.AMD hoped that its K6 chip would be an attractive alternative to Intel's higher-priced Pentium Pro chip. AMD was planning to introduce 180, 200and 233 MHz versions of its K6 chip during 1997 and a 300 MHz version was the plans for 1998. AMD expected that 5 of the top 10 PC manufacturers would be using the K6 in some of their models during 1997; analysts projected that AMD could sell up to 5 million K6 chips in 1997. The K6 was expected to sell for about 25% less than Intel's Pentium   Pro chips. IBM and Compaq announced in 1997 that they would use AMD's K6 processors in their low-end machines.During the first three weeks of September, nearly half of all the desktop computers sold through retailers used the AMD K6 microprocessor, according to market researcher PC Data Inc. That is a dramatic improvement from last year when 9 2% of those same machines had Intel chips inside. Today, only 43% of retail PCs sold use Intel. Industry analysts expected Cyrix to be more successful in marketing its M2 against Intel's MMX Pentium in the price-sensitive home computer and notebook segments. The stigma of a non-Intel chip posed a high barrier for Cyrix to hurdle in, penetrating the high-end desktop and notebook segments.Motorola, Apple, and IBM initiated a partnership in 1991 to develop the Power PC chip as an alternative to Intel chips. After production delays and disagreements over design, IBM and Apple finally agreed to a common design in 1995. The Power PC along with Sun Microsystems' UltraSPARC chip was a reduced instruction-set computing (RISC) processor, whereas, Intel, AMD, and Cyrix chips were complex instruction-set computing (CISC) processors. Chips incorporating RISC designs used simpler instruction sets to achieve higher computing speeds than CISC processors. Also, RISC designs had better floating-point performance.KEY SUCCESS FACTORS Technology-Related KSFs Intel has many key success factors that helped it prosper in the market place. Intel has product innovation capability and the funds available to invest in research and development. Intel's reputation for innovation was among the best of any U. S. company, it ranked third on innovation among all U. S. companies. Besides investing in R&D, Intel had to gut and refurbish its existing fabrication plants every three years to produce the new chips and sometimes build a new plant to accommodate the expected   demand.Year after year, building new plants became very expensive because they used exotic tools and equipment to etch finer and finer lines on a silicon chip. Finer etching also required more labor and production time. Intel estimated that each succeeding generation of microprocessors required more than twice the capital and manufacturing capacity for production. Intel intended to be among the handful of chip producers that c ould afford to build top-of-the-line chip fabrication plants. Manufacturing-Related KSFs Intel has the flexibility to manufacture a range of models and sizes.Besides the products already in the market, it has additional products in various stages of development. For instance, Intel has a segmented brand including the Celeron, Pentium II, and Merced chip which is expected to be available in 2000. Distribution-Related KSFs Intel works closely and distributes to PC component producers, PC manufacturers, software developers, cable TV companies, media and telecommunications companies, entertainment companies, and information-communications appliance for both the home and the workplace.Intel is involved with Microsoft, Pointcast, America Online, IBM, Cisco Systems, and others to develop and promote Internet software. Marketing-Related KSFs To diminish the sales of clones of Intel microprocessors marketed by AMD, Cyrix, and others, Intel initiated a marketing program in 1990 to build the I ntel brand and make PC users aware of the benefits of genuine Intel technology and products. Intel asked PC makers to put a distinctive â€Å"Intel Inside† sticker on their machines. Manufacturers who used Intel microprocessors in their PCs also used the logo on their packaging and in their ads and brochures.The company also sponsored many television and print advertising campaigns to promote the Intel’s brand name image. Skills-Related KSFs Intel has the ability to develop innovative products and product improvements. Also, it has the ability to get newly conceived products past the R&D phase and out into the market very quickly. They are always ahead of their competitors and always find new ways to improve their product. Intel’s team consists of many experienced employees using top of the line technologies. Organizational CapabilityIntel has the ability to respond quickly to shifting market conditions and customer needs because of its many years of experience and the ability to invest in R&D. Andy Grove’s management style also plays a major role in organizational capability. His concern for the flow of information helped instill Intel’s corporate culture and allows every employee to contribute to the company. INDUSTRY PROSPECTS AND OVERALL ATTRACTIVENESS The factors that make the industry attractive are the large use of computers at home, work, libraries, coffee shops, and bookstores. Computers allow easy access to Internet, e-mail, and research.PC’s use up-to-date technology, which makes life easier and daily tasks simpler. The fastest growth was expected to occur in Asia outside Japan, where use of PCs was still relatively limited and where the market potential was largely untapped. The Chinese market was the largest in the Asia-Pacific region (with projected growth of 25-35 percent annually over the next several years), followed in order by Korea and Japan. Also, PC sales in Europe were expected to grow 8% annuall y. The profit outlook seems favorable because a computer at home or work will be a necessity.The factors’ making the industry unattractive was that Intel was producing new products too quick for the market to catch up. New developments were occurring at such a fast and furious pace that the end result was unpredictable. There was a lot of competition going on. The Internet was central to most of the forthcoming developments in information technology. This is the reason why Intel is mainly focused on the computer sector. As Andy Grove put it, â€Å"The Internet is like a 20-foot tidal wave coming thousands of miles across the Pacific, and we are in kayaks. It’s†¦ gaining momentum, and its going to lift you and drop you.It affects everybody†¦the computer industry, telecommunications, the media, chipmakers, and the software world. † FUTURE PROSPECTS Their commitment to R&D creates future generations of products and the manufacturing processes they use to make them, while their capital expenditures ensure the availability of state-of-the-art factories that allow them to deliver high-volume, high-performance microprocessors efficiently. Looking into the future, they will continue to manufacture quality microprocessors that will live up to the Intel name and strive towards perfecting their existing ones.

Importance of Grades

Importance of Grades Grading and reporting are relatively recent phenomena in education. In fact, prior to 1850, grading and reporting were virtually unknown in schools in the United States. The teacher reported student’s learning progress orally to parents, usually during visits to students' homes. As the number of students increased in the late 1800s, schools began to group students in grade levels according to their age, and new ideas about curriculum and teaching methods were tried. One of these new ideas was the use of formal progress evaluations of students' work, in which teachers wrote down the skills each student had mastered and those on which additional work was needed. This was done primarily for the students' benefit, since they were not permitted to move on to the next level until they demonstrated their mastery of the current one. It was also the earliest example of a narrative report card. In essence, grading is an exercise in professional judgment on the part of teachers. It involves the collection and evaluation of evidence on students' achievement or performance over a specified period of time, such as nine weeks, an academic semester, or entire school year. Through this process, various types of descriptive information and measures of student’s performance are converted into grades or marks that summarize students' accomplishments. Although some educators distinguish between grades and marks, most consider these terms synonymous. Both imply a set of symbols, words, or numbers that are used to designate different levels of achievement or performance. They might be letter grades such as A, B, C, D, and F; Descriptive words such as Exemplary, Satisfactory, and Needs Improvement; or numerals such as 4, 3, 2, and 1. Reporting is the process by which these judgments are communicated to parents, students, or others. However, grades do not come easy to some students. College is really a student’s last chance to get good grades and the noteworthy chance for a person to prove himself to the world. Having said that, grades are very important because they determine the length of time you spend getting your degree, the kind of job you receive, and the livelihood of your future. Continuing to get good grades is a sure way of getting your degree in a timely the working world. Maintaining a 3. 0 GPA is characteristic in being considered for the top jobs in today’ s world. Many companies are only looking for the top scholars in their academic field. You will be compensated for the amount of knowledge that you have. Good grades act as the prerequisites of your future. Therefore, it is up to you to expand with hard work, discipline, and the ability to excel. Excellence is the key to success in the 21st Century. Despite such difficulties in understanding the exact meanings of grades and the GPA, they remain important social metrics and sometimes yield heated discussions over issues such as grade inflation. Although grade inflation has many different meanings, it usually is defined by an increase in the absolute number of As and Bs over some period of years. The tacit assumption here seems to be that any continuing increase in the overall percentage of â€Å"good grades† or in the overall GPA implies a corresponding decline in academic standards. Although historically there have been periods in which the number of good grades decreased significantly. Social concerns usually only accompany the grade inflation pattern. As discussed in essay â€Å"A’s for Everyone. † By Alicia C. Shepard, James Mooney stated â€Å"Certainly there are students who are victims of grade inflation in secondary school,† said Mooney. â€Å"They come to college, and the grading system is much more rigorous. That's one of the most difficult things to convey to the students. If you're getting a B, you're doing well in a course. † When college instructors are asked about the reasons for their emphasis on grades, they report that student behaviors – such as arguing over the scoring of a single question – make it necessary for them to maintain strict and well-defined grading standards in their classrooms. What seems missing in this context is a clear recognition by both the instructor and the student that grades are best construed as a type of communication. When grades are thought about in this way, they can be used to improve learning. Only when grades are integrated into a coherent teaching and learning strategy do they serve the purpose of providing useful and {text:bookmark-start} meaningful {text:bookmark-end} feedback not only to the larger culture but to the individual student as well. Few issues have created more controversy among educators than those associated with grading and reporting student learning. Despite the many debates and multitudes of studies, however, prescriptions for best practice remain elusive. Although teachers generally try to develop grading policies that are honest and fair, strong evidence shows that their practices vary widely, even among those who teach at the same grade level within the same school. Letter grades, for example, offer parents and others a brief description of student’s achievement and the adequacy of their performance. But using letter grades requires the abstraction of a great deal of information into a single symbol. In addition, the cut-offs between grades are always arbitrary and difficult to justify. Letter grades also lack the richness of other, more detailed reporting methods such as narratives or standards-based reports. Parents often are left wondering if their child's achievement is comparable with that of other children or in line with the teacher's expectations. Nowadays Parents are more concerned with the grades as mentioned by Alicia Shepard in the essay, â€Å"There's a term for the legions of parents like me. The parents who make sure to get the teacher's e-mail and home phone number on Back to School Night. The kind who e-mail teachers when their child fails a quiz. The kind who apply the same determination to making sure their child excels academically that they apply to the professional world. We are called â€Å"helicopter parents† because we hover over everything our kids do like Secret Service agents guarding the president. †Most students view high grades as positive recognition of their success, and some work hard to avoid the consequences of low grades. Although educators would undoubtedly prefer that motivation to learn be entirely intrinsic, the existence of grades and other reporting methods are important factors in determining how much effort students put forth. No single grading method adequately serves all purposes, schools must first identify their primary purpose for grading, and then select or develop the most appropriate approach. This process involves the difficult task of seeking consensus among diverse groups of stakeholders. The issues of grading and reporting on student learning continue to challenge educators. However, more is known at the beginning of the twenty-first century than ever before about the complexities involved and how certain practices can influence teaching and learning. To develop grading and reporting practices that provides quality information about student learning requires clear thinking, careful planning, excellent communication skills, and an overriding concern for the well-being of students. Combining these skills with current knowledge on effective practice will surely result in more efficient and more effective grading and reporting practices. Shepard, Alicia. â€Å"A’s for Everyone. † The Contemporary Reader. 9th ed. Ed. Gary Gosggarian. New York: Pearson, 2008. 417-422.

Book Review on 1776 by David McCullough Essay Example

Book Review on 1776 by David McCullough Essay Example Book Review on 1776 by David McCullough Paper Book Review on 1776 by David McCullough Paper where one could find the Americans suffering a defeat by the British, although there were thousands of British casualties. The Americans recuperate and attempts an attack on a strategic place called Boston where the British found themselves unprepared by the attack causing the latter’ surrender and retreat back to England on their ships.[3] What could have explained the emotions that the Americans felt with said victory? Their spirits could not be higher at this point when after a defeat they could breath and wider space to make their advancement more strategic. Washington’s name at that point could only have greatest of honors. . As the books was not made to chronicle a straight victory but intermittent ones, it was found indeed that victory in Boston would not last long since the British was able to counter with an even larger army after returning from England. The British this time had with them a great number of navies that would surprise the Americans with their eyes wide open on where the troops came from. As a result, the Americans had retreat, to New York and thereby losing Boston very easily. Again nobody could have been more proud as the British who were very confident about themselves, as they saw the Americans as never a threat to them and the said British people at that time were expecting to defeat the Americans by a landslide. With battles continuing, the Americans being forced to retreat all the way down to New Jersey, after giving up precious territories along the way, their leadership was to find that their army had full of traitors who restored their loyalties to the British to the King of Great Britain, thus these people were branded loyalists.[4] Thus, given these factors including inexperienced men of American army, it was not surprising to have the Americans suffer defeats and retreats in the hands of General Washington. There were most crucial factors that could have led to the defeats and one of them was the fact that the British controlled the seas with a navy of powerful ships. It was for this reason that Washington suffered from losses at many places including Brooklyn, New Jersey and Fort Washington. It was not surprising to see this in the light of the strength of the British navy given the fact that the British has outnumbered the Americans in which almost double in terms of number of sol diers. Although causing Washingtons biggest nightmare, temporary defeats did not last long as Washington was able to keep his army together even though he doubted himself during several occasions. Thus turning point came with Washington having commanded his army to cross the Delaware River and afterwards begin the Battle of Trenton. This was therefore the first battle that gave the Americans a great hope for the cause of the war after the British evacuation of Boston in 1775. Washington called the Brilliant Strike as it was a surprising attack on the British who were defeated at Trenton and his caused Washington to become a legendary figure. It was in this battle that he led the defeat of the British and would further push them back out of Trenton. And so that continued for another six and a half years until the Paris peace treaty was signed in 1783[5], when e America finally achieved their de jure independence. Comment and assessment of author’s main point I agree with the author’s main point about the almost unrivalled power of the British forces since they are the colonizers compared to the Americans. It could only be by strong belief in what they can do may the revolution led by George Washington to win the Revolutionary war against the British forces. With the first defeat of the Americans against the American forces, one could only see how powerful they are in conquering the physical prowess and spirit of the Americans but the latter also displayed a rather insurmountable spirit as shown by the successful attack in Boston where the British was in fact caught by surprise. For the British to surrender and retreat back to England on their ships must be a sign of advancing American who are ready to give up everything in the name of freedom and democracy. The story saw a big reality of war as in games where victory could come and go. What caused the American to lose their temporary victory and would push them to retreat are attributable to two factors the presence of traitors and their being outnumbered. One could wonder how some would lose their loyalties. Does it mean that some were not convinced to go to war against the British forces? War is a great psychological game and does not only need mental power but also strength of the spirit. When on loses some part, the leadership is set up and it creates great doubts in the minds of the soldiers but every small victory is a psychological advantage. As in any other game there are turning points when after certain losses a time of victory will have to come as long as the fighting spirit was there. The Americans led by Washington must be very strategic in Washington’s order to his soldiers to cross Delaware River and after wards could begin the Battle of Trenton. For a general to be able to choose his battle so that some victory could be attained must be a wise decision. America is proud to have gained its independence since it fought for it. It had all the reasons to celebrate its independence since its people under Washington did not waiver with small defeats. They persevered until they gained their independence Final assessment on the strengths and weaknesses of the assessment I would like to believe that my assessment of the author’s main point is strong as far as the truth of the author’s assertions are concerned since the presentation of the author could corroborated with other evidence. The strength of my assessment lies therefore on the fact that it could be corroborated by other references. Using the rules of evidence, corroborating evidence would do much to strengthen the weight of evidence; hence the credibility of the story could confirm the credibility of the author. Its weakness may lie in whether all the other authors that I might read on American history of the war could have copied from one another. I mean it could be only be coincidental. The fact that at least two authors are talking of circumstance which corroborates each other is a proof of a good work and therefore a credible author. Conclusion It may be concluded that independence has a price to pay and to be proud about it one may need to go to war no matter how difficult it may be as what the American did in finally defeating their enemies. What could have been more glorious?

paul a samuelson essays

paul a samuelson essays Samuelson has offered the world many economic theories. One area he is widely known for is his views on the spending multiplier. Samuelson has presented a way through his aggregate demand model to demonstrate how the spending multiplier affects individual types of spending. There are several components of aggregate demand. The basis for understanding this model is as follows: An increase in prices causes a drop in household assets, thus causing consumers to spend less. Increases in domestic prices reduce exports, which causes an increase in spending on imports. The interest rate effect is when prices increase, as does the demand for money, thus increasing the interest rate. This forces a downward pressure on investment and purchases of durable goods. Therefore, investment, exports and consumption are all inversely related to pricing. In Samuelsons model, government spending was the only constant. This means the government will always buy the same amount of goods no matter what the price. The aggregate demand schedule is therefore, the sum of consumption, investment, government purchases and exports. The chart below depicts the aggregate demand schedule. Level Consumption Investment Gov. Purchases Exports Real Expenditures 160 400 75 100 25 600 140 450 100 100 50 700 120 500 125 100 75 800 100 550 150 100 100 9000 80 600 175 100 125 1000 Samuelson used this model to demonstrate how changes in these components would impact real expenditures. For example, the chart below shows the results if the government increased its purchases by $200 billion. Level Consumption Investment Gov. Purchases Exports Real Expenditures A $200 billion rise in government purchases leads to a $300 billion increase in consumption. It will also reduce e...

Filtration Term Paper Example | Topics and Well Written Essays - 4250 words

Filtration - Term Paper Example There are several methods through which the filtrate induced may flow through the filter medium. This may be by gravity (hydrostatic head), pressure being applied upstream of the filter medium, reduced pressure or vacuum being applied downstream the filter medium or through centrifugal sedimentation. (b) Filtration mechanism This may be through cake or clarifying filtration. Cake filtration is when the solid gets stopped at the surface of the filter medium where it piles upon one another to form a cake. Also known as depth or filter medium filtration, clarifying filtration is when the solids get trapped within the pores of the filter medium. (c) By objective The objective of the filtration process may be either dry solids or clarified liquid or both. The filtration process may be either intermittent or continuous. When classifying filters, they are first divided into either cake or clarifying filters. They are then classified depending on the driving force and then finally into eithe r batch or continuous classes. Continuous filtration testing and scale up In continuous filtration, it is first assumed that the resistance of both the filter cloth and the filter drainage is insignificant as compared to the resistance of the filter cake. It is also assumed that both specific cake resistance and pressure drop remain constant throughout the filtration process. ... Cake discharge A practical filter application is one which produces a cake that is thick enough to discharge. There are minimum acceptable cake thicknesses that are required for discharge for various types of filtration systems and discharge mechanisms. Therefore, when running small scale tests, the experimenter should decide early during the test program the applicable type of discharge then later tailor the data collected in a way that it will fit the physical requirements of that unit type. Feed slurry temperature An increase in the feed slurry temperature decreases the viscosity of the liquid phase. The overall result of this is an increase in the filtration rate and a decrease in the cake moisture content. Cake thickness control At times, the rate of cake formation with bottom feed type filters may be rapid enough in such a way that it creates a cake that is too thick for subsequent operations. The cake thickness can be adjusted by simply adjusting the bridge blocks found in the filter valve so as to decrease the effective submergence, through reduction of the slurry level in the vat, and also by reducing the vacuum level in the portion where the cake forms. Representative samples It is essential for the sample to be used as the representative of the slurry in full scale plants to be tested under the conditions prevailing in the process. If the slurry has a temperature that is different from the ambient temperature, subsequent heating or cooling may change the distribution of the particle size. The age of the sample may also influence the particle size significantly. If an effect is likely, the bench scale testing should be at the laboratory site or at the plant on

President & Congress members and the use of technology Essay

President & Congress members and the use of technology - Essay Example The use of e-mails, websites, blogs, YouTube channels, Twitter and Facebook is evident in many of the congressional members. The above communication forms make it easy for the members to share information readily with individuals from their constituencies (Leu, Kinzer, Coiro, & Cammack, 2004). Apart from the usual traditional forms of communication, members of the Congress can also utilize the various media forms of communication to get in touch with their constituents. An individual can use an e-mail to communicate with their leader who is away from the constituency. Such communication allows for quick and immediate feedback from the lawmakers hence they can connect with their constituencies in no time unlike in the past. The other form of communication the Congress Members use to outreach their constituencies is by use of the social media. Facebook and Twitter are the most known forms of social media that can be used to enhance communication (Golbeck, Grimes, & Rogers, 2010). In the early days, the use of Facebook and Twitter was viewed as only suitable for the young members of the society. Most of the adults and more so those elected to leadership positions saw it as an irrelevant means of communication (Golbeck, Grimes, & Rogers, 2010). The notion has, however, changed in the recent past, and they are the most used means of social communication. At first, the college students used the social means to get in touch with their friends from different universities in the world. Currently, the Congress members use the forms in a professional way to communicate with their constituencies. They can pass valuable information to the people on Facebook or Twitter. For instance, a leader can post telling the members of an important meeting coming soon in their constituency (Bagdikian, 2014). Congress Members also use the social media to share their thoughts on various subjects concerning their constituencies with the members. They can also share