CVA Coursework Example | Topics and Well Written Essays - 250 words

CVA - Coursework Example Changes to documents in version: report of blurred vision, depth insight (Duncan et.al, 1983). Through evaluation of the higher functions such as: Speech if the patient is alert; Position with head slightly elevated and in the neutral position; Sustaining of the bed rest; by providing quiet and calm environment; also restricting visitors and their activities. Intervention of cluster nursing and providing rest period activities in between care activities as well as limiting the duration of the procedure. Inhibit strain at stool, holding breath, administering supplemental oxygen as specified (Burney et.al, 1996). The following reasons may affect the patients readiness or ability to learn: Assessing if the patient is encountering some problems in accepting their conditions. The patient may feel overwhelmed, angry, or depressed (Duncan et.al, 1983). An appropriate referral for a patient with cerebrovascular accident may entail several things. A patient may be referred to a ‘syncope’ clinic over a six-month period where he will be prospectively studied. Initial assessment may integrate ambulatory electrocardiography, carotid sinus massage prior to and following atropine and prolonged head-up tilt (Burney et.al, 1996). The coping skills that a nurse should use in assisting the patient that challenges a younger person consider include: Theoretical basis; Coping area assessed and, Psychometric properties of coping procedures used in studies assessing patients with stroke (Duncan et.al, 1983). Burney, T. L., Senapti, M., Desai, S., Choudhary, S. T., & Badlani, G. H. (1996). Acute cerebrovascular accident and lower urinary tract dysfunction: a prospective correlation of the site of brain injury with urodynamic findings. The Journal of urology, 156(5),

Different Cultural Identities Dilemma Essay Example for Free

Different Cultural Identities Dilemma Essay The memoir Farewell to Manzanar, written by Jeanne Wakatsuki Houston, tells of her experience at Manzanar internment camp after the Pacific War broke out. During the internment of Japanese-Americans, their living standards fell drastically; moreover, they faced Japanese and American values and identity conflicts. It was hard for these Japanese Americans to maintain two different cultural identities for several reasons. In the first place, they suffered from racial discrimination. In the 1940s, mainstream society and the government discriminated against Japanese Americans who were viewed as potentially dangerous people who might betray the US. Thus, Japanese Americans found it was hard to be accepted by others in America. In addition, they largely insisted on their own cultural identities. They were not willing to give up Japanese identities after arriving in America. Chinese immigrants would like to get together and formed Chinatown for the same reason. In the article, Two worlds, one family, Jen Maldonado was imposed on pressure by her Taiwanese friends who insisted on Chinese culture, when she wanted to develop a cross-cultural relationship with an American. It is hard to successfully balance two different cultural identities because of racial discrimination and the adherence to peoples former culture as will be shown using evidence from Farewell to Manzanar, Two worlds, one family and my personal observations. In the 1940s, Japanese-Americans suffered from racial discrimination; thus, they had a hard time getting into mainstream society and balancing their cultural identities. The government never showed full trust towards these immigrants who were viewed as threats to American national security. In order to supervise Japanese-Americans and prevent any potential danger, the government relocated Japanese Americans to internment camps, which exacerbated cultural conflicts and undermined basic human rights. The racist decision that the government made led Japanese Americans to feel that they were incompatible with American culture. Because of the racial discrimination the government initialized, many Japanese immigrants thought they were i nsulted, and so they struggled to accept their American identities. Some of them even wanted to get rid of American identities and went back to Japan. As a result, racial discrimination threatened their American identities. Houston and her friend Radine shared many qualities in common and became the best friends. Although they were socially equal, they were treated in completely different ways because of racism. Houston was not culturally accepted by mainstream society as Radine was. Boys were more likely to ask Radine to the dances, even though they flirted with Houston. Houston was barred from sororities, but Radine was admitted to join them. Houston said that, Watching, I am simply emptied, and in the dream I want to cry out, because she is something I can never be(172). Houston never stopped attempting to retain American identity; however, prejudice of her oriental characteristics obstructed her effort. She looked forward to fulfilling her American identity, but she was too helpless and powerless to challenge enormous racial discrimination, Other than prejudice against Japanese-Americans, another reason that caused people from different cultures to struggle to balance two cultural identities was adh erence to their own culture. After arriving at the continent and staying there for years, many Japanese immigrants still considered that they were more Japanese than American. They were not willing to give up their own culture, and so they confronted cultural conflicts. A minority of people in the camps labeled members of the Japanese American Citizens League inu for having helped the army arrange a peaceful and orderly evacuation(67). Inu meant collaborator or informer in Japanese. The hatred towards these pro-American Japanese immigrants and disrespectful insult words revealed their strong belief in Japan and hostility towards America. To people’s surprise, the authors father who stood up to defend the point of view that immigrants should be loyal to American government was assaulted and condemned by his peers. Although these pro-Japan immigrants had been in America for many years, they still insisted that they were more Japanese. It was the thought that some Japanese Americans were not capable of integrating into American culture and balancing two identities. Chinatown exemplified that Chinese immigrants insisted on their own culture. Chinese immigrants were viewed as a group of conservative and un-American people after they first came to America. They showed keen interests in preserving Chinese culture, but they would not adapt themselves to American society. Therefore, their refusal to give up Chinese identity led to their isolation and failure to balance two cultural identities Their adherence promoted the formation of Chinatown, a Chinese world in alien countries. In the article, Two worlds, one family, Jens Taiwanese friends started giving her grief for dating an American. They were strict about Chinese culture and rejected the cross-cultural marriage. Jen was also warned that she needed to stick with someone from her own culture.' By this, her friends hoped that Jen could retain her Chinese identity by narrowing down her dating range. However, many cases had proven that the cross-cultural marriage played an important role in balancing different cultural identities. When people with different cultural backgrounds decide to form cross-cultural families, they build a bridge of cultural communication. Thus, her friends thoughts undermined cultural exchange. To conclude, it is hard to successfully balance two different cultural identities. Racial discrimination stopped Japanese Americans from balancing their cultural identities. In the wartime, the mainstream society held hostility towards these immigrants, and so they were isolated by the majority. Moreover, some peoples adherence to their former culture became the obstacle of integrating into American society. Chinese always struggled to have cross-cultural communications proceed effectively and successfully due to their insistence on Chinese identity. In the article, Two worlds, one family, Jen was hoped that she could date Chinese persons by her friends. However, their insistence seemed to be stubborn because it blocked effective communication between people from different cultural backgrounds. In order to balance two different cultural identities, people should be more lenient with newcomers and more open to new culture.

Itgc review of the foods fantastic company

Itgc review of the foods fantastic company Several months ago, you started working at a large public accounting firm as an IT staff auditor. You are currently working on your first assignment, an ITGC review of the Foods Fantastic Company (FFC). FFC is a publicly traded, regional grocery store chain, headquartered in Mason, Maryland, and includes 50 stores located in the mid-Atlantic area. The centralized data center is in Mason. FFC relies on an integrated suite of application programs that include state-of-the-art software to manage merchandise replenishment, store- level sales forecasting, and point-of-sale data. For example, FFC relies on bar code scanners and credit/debit card readers. To maintain its competitive edge in its market area, FFC recently implemented a fingerprint bio-coding payment system in all of its stores. This new systems implementation required that FFC change several of its general-ledger application programs; in particular, those related to its cash receipts processing. FFC does not use any outside s ervice organizations to provide its IT services. Sophie Ewing, the audit senior who heads up your team, decided that because of FFCs complex and sophisticated IT processing, an IT General Control (ITGC) review is man- datory to meet SAS 109s risk assessment procedures and SOX Section 404 Management Assessment of Internal Controls requirements. You know that an ITGC review is very important because ITGCs provide the foundation for reliance on any financial information FCCs systems produce. Your evaluation will affect the financial auditor in assessing the risk of material misstatement in FFCs financials, and consequently, the audit plan. At your first team meeting, Sophie announced that your firms network security specialists would review the technical issues related to FFCs internal controls. They will evaluate FFCs operating systems, its telecommunications software, and its network configuration and firewalls. In preparation for the meeting, Sophie encouraged you to review the key provisions included in SAS 109, SOX Section 404, applicable sections of PCAOB Auditing Standard No. 5, and your firms internal guidance, which groups ITGCs into the following five areas: IT management, systems development, data security, change management, and business continuity planning (BCP). IT managements key concepts include ITs position within the organization, whether IT goals are aligned with the organizations strategic goals, the use of an IT steering com- mittee, and whether the IT departments structure promotes proper segregation of duties to protect the organizations assets. Your primary concerns are: Does FFC have an IT strategic plan? To whom does the Chief Information Officer (CIO) report? What key responsibility areas report to the CIO? Does FFC have an IT steering committee? Is so, who are the members? Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 65 Systems Development The key concepts within systems development include the existence of a new systems implementation methodology, project management, pre- and post-implementation reviews, quality control, adequate testing, and demonstrated compliance with the selected imple- mentation methodology. Based on this understanding, your teams primary concerns are: Does FFC design, develop, and implement systems in a logical fashion? Does the organization consider internal controls as an integral part of systems design or does it retrofit them after implementation? To what extent is FFCs Internal Audit department involved in systems development activities? Is it part of the project review team? Is it a voting member of the team? In particular, how well did FFC manage the development and implementation of its new fingerprint bio-coding payment system? Data Security The critical concepts within data security include adherence to an established infor- mation security policy, access approval on a need-to-know basis, periodic rotation or change of access controls, monitoring, exception reporting, and incident response. Data security has both physical and logical aspects. On the physical side, data security includes physical access and environmental controls over the data center computer room. On the logical side, data security includes policies related to password configuration, change, and history re- strictions. Logical security also includes prompt review, modification, or removal of access due to personnel transfers, promotions, and terminations. Your teams primary concerns are: How well does FFC control physical access to its data center computer room? Is FFCs computer room adequately protected against environmental dangers, such as fire? Does FFC control logical access to its information systems? In particular, how does it control the logical access of terminated or transferred employees? Does FFC have a current IT security policy? Does FFC produce access violation reports? Do FFC IT personnel adhere to IT policy and follow IT procedures? For example, do appropriate personnel review any access violation reports and take the prescribed action? Change Management Change Managements key concepts include documented change procedures, user au- thorization and approval, separation of duties in implementing changes, management re- view, quality control, and adequate testing. Your audit teams primary concerns are: Does FFC have (and follow) formal change management procedures? In particular, did FFC follow these procedures when making any necessary changes to its current application programs because of the new bio-coding payment system? For example: Were the changes approved? Did the programmers adequately test the changes before putting them into production? Did the application programmer(s) that made the code changes, test the changes, and/or put them into production? Business Continuity Planning Key concepts of BCP are managements expectations regarding a timely recovery of processing capabilities, the existence of a written plan, the currency of the plan, offsite Issues in Accounting Education, February 2009 66 Norman, Payne, and Vendrzyk storage of both the plan and data files, and testing of the plan. Your audit teams main concerns are: Does FFC have a written BCP plan? Is it current? When is the last time FFC tested its plan? Does FFC back up its software and data? How often? Where do they store the backups? Did FFC need to recover its systems using its backups during the past fiscal year? Information Collected During the ITGC Review Under Sophie Ewings direction, you and other members of the audit team worked very diligently reviewing FFCs policies and procedures, interviewing FFC client personnel, and observing FFCs various operations and procedures related to its ITGCs. First, your team created an organization chart to document the FFCs management structure (see Ex- hibit 1). Exhibit 2 reflects the information your team collected from interviews, observations, and reviews of corroborating documentation related to FFCs ITGCs. EXHIBIT 1 Foods Fantastic Company Organization Chart Executive Vice President and Chief Financial Officer (CFO) Senior Vice President and Controller Senior Vice President, Internal Audit Senior Vice President and Chief Information Officer (CIO) Senior Vice President and Treasurer Vice President, Applications Vice President, Operations Vice President, Information Security Vice President, Database Administration (Currently V acant) Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 67 EXHIBIT 2 Foods Fantastic Company IT General Control (ITGC) Review Notes Notes from meetings with the Chief Financial Officer (CFO): Foods Fantastic Company (FFC) implemented a new bio-coding payment system in all of its stores this past fiscal year. FFCs IT Executive Steering Committee develops IT policies and reviews the overall operations of the IT department. The voting members of the committee are: 1. the Senior Vice President (SrVP) and Chief Information Officer (CIO) 2. the VP, Applications 3. the VP, Data Base Administration (DBA) 4. the VP, Operations 5. the VP, Information Security (IS) 6. the Executive Vice President and Chief Financial Officer (CFO) 7. the SrVP, Internal Audit The IT Executive Steering Committee revised FFCs security policy in 2005. The policy addresses all organizational security issues including IT. FFC has no documented business continuity or disaster recovery plan. Management believes such a plan is cost-prohibitive for an organization of its size and FFC has never experienced any major business disruption. In case of disaster, the data center manager would retrieve the most recent backup tapes that are stored offsite. FFC would use these files to recover its systems. Notes from meetings with the SrVP, Internal Audit: FFCs Internal Audit Department is involved as a voting member of the project teams responsible for design, development, and implementation of new projects. Internal audit performs post- implementation reviews on all projects over $2 million. The new bio-coding payment system was 25 percent over its initial time budget and 40 percent over its initial dollar budget. Notes from meetings with the CIO: The VP, Applications is currently responsible for the DBA function. However, the CIO reviews the logs that show the actions of the Application VPs user ID. FFC has an IT strategic plan, which is consistent with its corporate strategic plan. The IT strategic plan outlines the objectives and strategies that the information systems group will implement to assist FFC in meeting its overall business objectives. FFC adopted Structured Systems Analysis and Design Methodology (SSADM), an industry- recognized standard for systems development and project management. All projects (buy or build) follow the applicable SSADM phases. The CIO periodically reviews each projects required budget-to-actual reconciliation. FFCs security policy states that the VP, IS is to conduct a user audit on a quarterly basis. The appropriate department manager reviews electronically submitted reports that list each users profile, note changes on the reports, and return the reports to the VP, IS. The VP then makes the appropriate modifications based on the returned reports. The VP maintains the reports, and initials and dates the report after completing all modifications. Notes from meetings with the VP, Human Resources: FFC is currently interviewing individuals to assume the DBAs responsibilities and hopes to hire someone within the next six to eight months. Aside from the security policy, management does not provide any formalized security awareness programs related to data security. Each month, the Human Resources department forwards a Transfers and Terminations report to the VP, IS. (continued on next page) Issues in Accounting Education, February 2009 68 Norman, Payne, and Vendrzyk EXHIBIT 2 (continued) Notes from meetings with the VP, Applications: The VP, Applications assigns a project manager and develops an initial time and dollar budget for each new development project. IT personnel adequately tested the new bio-coding payment system prior to its implementation. This testing included integration testing, stress testing, and user acceptance testing. User depart- ments corroborated their testing and acceptance of the new system. Application programmers do not have access to the computer room unless escorted by data center personnel (e.g., an operator). FFC instituted formal procedures for change management. The VP, Applications is responsible for change management and maintains all documentation in a fireproof vault in his office. A Change Request form initiates all application software changes, including required software up- grades. A user completes the form, which the users department manager approves. The user forwards the request form to the VP, Applications, who logs each request in a Change Request Log. The VP performs an initial analysis and feasibility study and estimates the required devel- opment hours. The Change Request log is a listing of all requested changes and the status of the change request. The VP, Applications uses this log to track open items and follow up on changes not completed within the original time estimate. The VP, Applications assigns the change request to an applications programmer and issues the current systems documention to the programmer. The applications programmer copies the source code from the systems production region to its development region and makes the change. The pro- grammer works in the systems development region using test data. The programmer tests the change first within the affected module and then within the entire application. Changes are never tested against production data. The programmer updates the necessary systems documentation. The applications programmer migrates the code to the systems test region. A second programmer performs systems integration testing, volume testing, and user acceptance testing, again using test files. The second programmer then performs a quality review of the change, including a source- compare analysis, and reviews the updated systems documentation. Upon completion of testing, the user who requested the change and the appropriate department manager review the test results and accept the change by signing the original request form. The VP, Applications reviews the user-approved request form on which the department manager has indicated that s/he is satisfied that the program is ready for implementation. The VP, Applications also reviews the documentation prior to implementing any new or changed program to ensure that the documentation is adequate. The VP, Applications approves the change, initials the change request form, and transfers the change to the VP, Operations, who officially accepts the change. The VP, Applications then updates the Change Request log and returns the revised systems documentation to the fireproof vault. Notes from meetings with the VP, Operations: FFCs computer room, within its data center, is locked at all times. All outside contractors or visitors must first contact the data center manager for entry into the computer room. Each must bring an official picture ID, sign a visitors log, and be escorted at all times by data center personnel during the visit. In 2002, FFC installed video cameras on all doors entering the computer room to record activity 24/7. Building management staff, who report to the facilities manager, are responsible for main- taining these tapes. The VP, Operations has not needed to review these tapes for at least six months since no unathorized access attempts have been reported. Environmental controls are in place in the computer room (i.e., temperature controls, uninter- rupted power supply, a backup generator, fire-extinguishing equipment, and raised floor). Appro- priate maintenance staff test these controls semi-annually. FFC backs up all of its data each day. It stores its most recent daily backup once a week at a company-owned offsite location, along with the most recent version of its software. FFC did not test backup tapes during the past year and has no plan to test these tapes in the future. The VP, Operations assigns IT operations personnel the task of placing new or changed appli- cations programs into production after the VP, Applications has approved the work. (continued on next page) Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 69 EXHIBIT 2 (continued) Notes from meetings with the VP, Information Security: The VP, IS grants keycard access to the computer room. The VP, IS receives a keycard access report for the computer room on a monthly basis. The VP, IS determines if an unauthorized access attempt into the computer room has occurred. Passwords are not displayed on terminals or reports. Password standards are enforced by security software. FFC requires a minimum password length of six alphanumeric or special characters and a maximum length of nine alphanumeric or special characters. The software prevents the same character from being used more than once in a password and prevents numbers from being used next to each other in a password. The security software forces users to change their pass- words twice each year. The security software maintains a history of two previous passwords and does not permit employees to reuse their two most recent passwords. The security software does not display statistics regarding employees sign-on information. For example, there is no infor- mation regarding a users sign-on attempts (such as date and time of last sign-on), number of invalid sign-on attempts since last successful sign-on, or number of days prior to password expiration. The system allows three access attempts. If the third attempt is unsuccessful, the user ID is automatically disabled. The user must contact the VP, IS to reset the user ID. The system gen- erates a logical access violation report on a daily basis. User access is limited to workstations within the corresponding responsibility area. For example, users with access to the Accounts Payable module can only log in from workstations located in the Accounts Payable area. A workstation can stand idle for up to 60 minutes before the user is logged off. The VP, IS is responsible for maintaining user profiles and authorization lists. The VP grants access to the system to new hires. The appropriate department manager completes a computerized form that specifies the proper level of access. The VP reviews the request form for proper approvals and then either approves or denies the request. If approved, the VP issues the necessary ID and initial password with the requested access via encrypted email. Normal users may have multiple IDs. Each user ID can log on to one sign-on session at a time. The VP, IS, who has unlimited access, can log in from any workstation and have multiple sign- on sessions. The VP, IS is responsible for modifying and/or disabling user IDs for personnel whose job duties change because of promotions, transfers, and/or terminations based on the Transfers and Ter- minations report. The VP, IS maintains the report, and initials and dates the report when the VP, IS has made all of the modifications. Notes from meeting with the facilities manager, who reports to the VP, Human Resources: According to the facilities manager, no one asked to view the computer room video tapes during the past six months. Observations of the audit team: Documentation of the systems development process for the new bio-coding payment system confirms that the VP, Applications complied with SSADM requirements when implementing this new system. The data center is on the first floor of FFCs building. The data center manager reports to the VP, Operations. Company policy requires the VP, IS to review the keycard access report at least once per quarter. During the past six months, the VP has not reviewed the report for any unauthorized access attempts. The team observed no instances in which application programmers were in the computer room without a proper escort. The team observed no instances in which visitors or outside contractors were in the computer room without a proper escort. (continued on next page) Issues in Accounting Education, February 2009 70 Norman, Payne, and Vendrzyk EXHIBIT 2 (continued) Documentation of the computer room environment controls test results for the last 18 months shows no irregularities. These files are in the CIOs office. If someone attempts to enter the computer room without authorization, company policy requires that the VP, Operations review the video tapes from the computer room cameras within 24 hours. The FFC security policy requires each employee to sign an acknowledgment that s/he read the current policy. A review of the personnel files of a sample of employees found no exceptions. A review of the selected user profiles and passwords revealed the following: User Vice President, Applications Vice President, Information Systems Password 7LiAcOf# QSECOFR1 Note: The acronym QSECOFR looks familiar. Remember to review A Beginners Guide to Auditing the AS/400 Operating System (Bines 2002). During the past six months, the dates of the modifications were about three weeks after the VP, IS received the HRs Transfers and Terminations report. The VP, IS performed the most recent user audit eight months ago. Company policy requires the VP, IS to review the unauthorized system access report on a monthly basis to check for unusual activity (e.g., multiple violations, changes to the authorization lists, etc.). During the past six months, the VP, IS has not reviewed the report for any unauthorized access attempts. The audit team verified that FFC followed its approved change management procedures when making the bio-code payment-related changes to its cash receipts processing and other financial reporting application programs. In the past fiscal year, no incidents occurred that required FFC to recover its systems using its backup tapes. Case Requirements Sophie Ewing assigned your team the following tasks: 1. For each ITGC area, identify the control issues and classify them as strengths or weak- nesses, using Exhibit 3 to document your work. Exhibit 3 will be part of the audit teams work papers. 2. Determine the level of risk (High, Medium, or Low) that you believe is present in each particular ITGC area. 3. Assess the overall risk of the organizations ITGCs, taking into consideration the five separate risk assessments that you just made (task #2 above), and their relative impor- tance to internal controls over FFCs financial reporting. 4. Prepare a report that documents and appropriately supports your overall IT risk as- sessment (task #3), using the guidance Sophie provided in Exhibit 4. You must include a statement explicitly stating your overall risk assessment in the reports concluding section and attach your completed ITGCs matrix. Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 71 EXHIBIT 3 Foods Fantastic Company IT General Controls Matrix Part A: Strengths and Weaknesses ITGC Area Summary of Issue Strength or Weakness IT Management FFC has an IT strategic plan Strength Part B: Risk Assessment for each ITGC area (Indicate Low, Medium or High) ITGC Area IT Management Systems Development Data Security Change Management Business Continuity Planning Risk Assessment Issues in Accounting Education, February 2009 72 Norman, Payne, and Vendrzyk EXHIBIT 4 Report Guidance IT General Controls Risk Assessment Report Foods Fantastic Company Students Name Date Background: Write a short description of Foods Fantastic Company (FFC) and why the ITGC review is necessary (2-3 sentences). Purpose: Briefly describe the purpose of an ITGC review and why it is important (2-3 sentences). Scope: Provide a short description of the work your team performed at Foods Fantastic to develop your risk assessment (3-4 sentences). Findings: Elaborate on the key finding(s) that influenced your overall risk assessment. Discuss the key control strengths and weaknesses you identified within each of the five ITGC areas and its corresponding risk assessment. Provide enough detail to support your assessment. Include specific examples from the information your team collected (interviews, observations, and reviews of corrob- orating documentation). Your arguments need to be consistent with your risk assessment for the five different areas, as well as your overall risk assessment (4-5 paragraphs). Conclusion: Provide a statement of your overall risk assessment. For example, I set FFCs assessed level of ITGC risk as (Low, Medium, or High) because of . Summarize the primary reasons that contributed to your assessment. Keep in mind the relative im- portance of each of the five ITGC areas in controlling FFCs financial reporting (3-4 sentences).

Fitzgeralds The Great Gatsby and the Tragic Hero Essay -- Great Gats

Fitzgerald's The Great Gatsby and the Tragic Hero      Ã‚  Ã‚   Aristotle invented a list of criteria in an attempt to determine the exact definition of a tragic hero.   The list states the following - the tragic hero must cause his own down fall; the tragic hero's fate is undeserved; the tragic hero's punishment exceeds his crime; the tragic hero must be a great and noble person according to the standards of the current society.   In Fitzgerald's The Great Gatsby, Jay Gatsby can be defined as a tragic hero who possesses all of the aforementioned traits.  Ã‚   Jay Gatsby's main desire in life is to become a member of high society, respected more than anyone else.   Gatsby has taken steps to ensure that this desire becomes a reality.   He has accumulated wealth, power, and influence, all in an attempt to create the sparkling image of a successful man.   Although Gatsby's friend Nick is "inclined to reserve all judgements" (1), Gatsby is a strong, unselfish idealist.   Gatsby is a romantic dreamer who wishes to fulfill his ideal by gaining wealth in hopes of impressing and eventually winning the heart of the mat... ...his vision, until his death. Daisy indirectly causes Gatsby's death, making her more than ever, unworthy of Gatsby's affections. Ironically, Gatsby lived for Daisy and up to his death, believed and had faith in her and his vision.    Works Cited Dillon, Andrew. "The Great Gatsby: The Vitality of Illusion." The Arizona Quarterly 44 Spr. 1988: 49-61. Fitzgerald, F. Scott. The Great Gatsby. New York: Macmillan Publishing Company, 1992. Irwin, John T. "Compensating Visions: The Great Gatsby." Southwest Review 77 Autumn 1992: 536-545.

Hoovers policies and attitudes in the years 1929-33 Essay

Asses the view that Hoover’s policies and attitudes in the years 1929-33 merely prolonged the depression. President Herbert Hoover came in to power in America in 1928. He was a man with a strong belief and he believes in individualism and believed passionately in the values of hard work and enterprise. However, he came in power at a time where America was in an economic crisis, where unemployment was shooting up as well as inflation, America had entered a new era where inequality was increasing more than ever for example New York had one million unemployed whereas Ohio has 50% of the population unemployed, thus it was vital for Hoover’s policies to be adequate in order to restore prosperity. Source 7 clearly argues that Hoover’s attitudes and policies were inadequate and â€Å"failed again and again†. Similarly, source 8 believes that his faith in his own policies has only prolonged the depression even more, thus both sources have a clear consensus between them. On the other hand source 9 argues that a lot was actually done in order to get Americans back on their feet, thus Hoover’s attitudes and policies were good for America. However, it is clear that Hoover simply did not do enough in order to deal with this economic crisis as he was seen to be as a very â€Å"stubborn† person as source 7 argues and he simple could not read between the lines. Source 7 describes Hoover as a very stubborn person who â€Å"Remained convinced that he was right† Hoovers attitudes towards agriculture did not help American farmers at all. The agricultural marketing act was established in 1929 which artificially purchased farmers surpluses at prices above the market price. Hoover gave the Federal Farm Board $500M, yet Hoover still not think through exactly what he was doing. The agricultural market was in a significant decline in America during the 1930s and he only encouraged farmers to produce more as the Federal Reserve board was purchasing their surpluses. Furthermore, he was accused of throwing away tax payers money which was extremely regressive. Similarly, source 8 believes that Hoover undertook some â€Å"harmful policies† where he also â€Å"resisted congressional attempts to provide more substantial farm relief† this can be seen through the fact that instead of putting money into farmer’s pockets he actually took it away. Farming was seen as the backbone of the American economy and Hoovers Agricultural Marketing Act seemed like something that was rushed and never thought through which emphasises how Hoover simply lacked knowledge in many areas of the economy. Furthermore, he never thought about agricultural on an international level and the consequences his actions would have, thus his attitudes towards individualism was clearly not applicable to American society at that time as American clearly needed a Keynesian approach towards the economy where money would be significantly pumped in to the circulation of the economy. Source 8 also believes that the Hawley-Smoot Tariff was significantly damaging towards Americans â€Å"which he signed despite the advice of most economists†. This emphasises his attitudes towards his policies, he in his own â€Å"fantasy world† as source 7 also describes as he simple did not have any fixed approach towards fixing the damaged economy. Hoover did not realise exactly what was needed for the American economy as if he did, he would have realised that putting a 40% duty on agricultural products would not have stimulated the economy. This fantasy world consisted of just his own approach, which was not thought through, he believed just because he had a very hard work ethic meant that everyone else could have one too, however, this was not the case in America as Americans simply had no money in their pockets to start them off and they needed relief in order to get back on their feet again. Furthermore, his policies had a very short run effect as he believed by putting tariffs up it would help farmers gain more revenue. However, with agriculture being such a competitive market, it only led to retaliation as countries all across Europe could not afford high prices as they were in an economic crisis too. Furthermore, the Hawley-Smoot tariff resulted in the abandonment of free trade amongst European nations, thus it was extremely damaging for the agricultural market as they could not sell their surpluses and had to eventually dump their goods in different countries, therefore Hoover did pro long the depression. Furthermore, source 8 also argues that Hoovers approach towards unemployment was also not good enough as he â€Å"blocked direct aid to the unemployed†. This is because of his hands off approach attitude that he undertook during the 1930s was not radical enough and could be seen as taking things â€Å"too modestly† as source 8 states. The Emergency Committee for Employment aimed to help agencies provide relief of $500, however, due to his self-reliance attitude he did not allow direct federal relief. This clearly shows how Hoover was not thinking ahead and his attitudes were far behind time as he did not realise exactly how badly Americans needed the governments help and it was crucial to intervene in the economy as much as possible. However, Hoovers $500M was not large enough to help the millions of people in America who were unemployed and did not have the basic necessities in life, growth was literally not possible without the government intervening as GDP was getting lower and lower. However, taking into account that many countries were in a nation debt, it was obviously not possible for Hoover to magically get a large sum of money in order to give relief to firms and other sectors, thus there was actually a limited amount that Hoover could do even though he did have a hands off approach towards America. Source 9 completely contradicts source 8 and 7 as Leuchtenburg believes Hoover â€Å"Stepped up federal construction and urged state and local governments to accelerate spending† thus Hoover did make significant changes that did not pro long the depression. One of his most significant polices was the reconstruction finance corporation which was authorised to lend $1.5 billion to states to finance public works. Not only was this a very direct relief but it also had many benefits as it helped insurance companies as well as banks. One major aspect of the RFC was the fact that it lent 90% to small and medium banks, which was a turning point as rural small banks were hardly ever noticed and no other president intervened the way Hoover did and this contradicts Patterson’s view of Hoover having â€Å"minimal government intervention†, thus his lack of intervention may have been exaggerated by source 7 and 8. The â€Å"increased capital investment† as source 9 suggests also helped the economy as investment was a crucial part of GDP and investment would have allowed firms to innovate in America, thus Hoover had noticed the â€Å"grim reality† of the depression as he was doing what he could have in order to restore the economy. However, the RFC was only available to states that declared bankruptcy and they had to use the money to provide schemes which would earn money so that loans could be repaired and this perfectly fits in with Parrish’s view of how the â€Å"economic crisis required maximum cooperation† , which Hoover was not giving at that time as all banks and businesses needed some sort of relief which he was not doing. Furthermore, even if he was cooperated it was a little too late, thus Hoover did pro long the depression. Overall, it is clear the Hoover’s approaches were not good enough for American society in the 1930s and he did pro long the depression. One vital error that Hoover made was the fact that he was not helping the unemployed as much as he should have as in order to stimulate the economy, a wage was needed and with a wage tax could have been paid which could have been used to fund the public with goods. Therefore, if Hoover had considered getting people into work this would have automatically had a positive knock on effect. Furthermore, a hands off approach was not needed in times of the depression as Americans did not have money to get back on their feet as many banks were not giving out loans due to the effects that the boom period had on them, therefore a lot of intervention was needed. Thus, it is clear that Hoover did make big mistakes during the depression as he did not see the reality of it and did not try to tackle the main problems as he had no detailed plan.

There Are 2 Brands of Cell Phones That Are Almost Identical Except for Some Minor Features: the a-Phone and the Pomegranate

There are 2 brands of cell phones that are almost identical except for some minor features: the A-Phone and the Pomegranate. Part I For this part of the assignment, we will focus on the demand curve. Draw the demand curve for the A-Phone. Explain how the graph, price, and quantity demanded will change if the following occurs: †¢There is an overall increase in income. †¢It is discovered that there are health concerns when using cell phones. What happens to the supply of cell phones if the market price goes up? For this part of the assignment, we will focus on the supply curve. Explain what happens to the price and quantity supplied and how it reflects on a graph if the following occurs: †¢It becomes more expensive to produce cell phones. †¢Another company starts producing cell phones, and now there are 3 producers in the market. Part III For this part of the assignment, we are going to focus on demand and supply on the same graph. Draw a graph which shows the equilibrium price of cell phones. Explain what the graph is showing. When the new manufacturer introduces the Robo cell phone to the market, how does that affect the equilibrium price if the Robo is basically the same as the other cell phones? Part IV As the public’s dependence on cell phones continues to grow, the cost of the phones may be decreasing, but the stronghold that telecommunication companies have on the public in regards to contracts and climbing fees is alarming. Additionally, all cell phone companies charge about the same prices, and the consumers do not have much choice in substituting providers. Consumers appear to need some controls in this regard, and the government decides to step in. †¢What is the effect of government intervention in the cell phone market? Make sure that you use graphs to illustrate your point. †¢Is this a good thing for consumers? On the other hand, the government sees the increase in cell phone use as an opportunity to make some additional revenue, and it decides to tax service providers. †¢Who is really paying the tax? †¢Illustrate your conclusion on a graph. †¢Do you think that there is a free market for cell phone users? Why or why not?