Capacity Management Case Study

Capacity Management Case Study Introduction and background: Capacity management lies at the core of every successful operational strategy whether service or manufacturing. It is part of a larger corporate strategy which is a long term plan to achieve a certain target (Jones and Kutsch, 2007). It is imperative for every organization to know how well its capacity is being utilized as its long term success is based on it (Krajewski and Ritzman, 2002). Capacity measurement helps determine the overall operational costs and forms the basis of important decisions like expansion (Yu Lee, 2002). This paper will endeavour to resolve the capacity management issues of a health facility called Fitness Plus in Greensboro, North Carolina. Fitness Plus began its operations in a large suburban park in Greensboro, North Carolina in 1991. Under health and sports it provides fitness, relaxation and recreational facilities operating 7 days a week (For details see Appendix 1). Customers use the facilities having subscribed to yearly memberships. Lately the area of Greensboro has expanded in population and businesses. Growth in population increased health awareness in residents and has increased demand for fitness facilities. Other health centres have also opened namely YMCA, Oasis and Golds Gym. YMCA offers full range of facilities, Golds Gym has only cardiovascular and weight training and Oasis is restricted to only adults over 16 years of age. Available data indicates that by May 2002 members visiting Fitness Plus every hour during peak time (4 7pm) had doubled to 80 from 1997. The average visits per hour increased from 15 to 25 in a typical day resultantly the facility got overcrowded and complaints arose about non-availability of equipment. Most number of complaints arise in the specific areas of aerobics, nautilus and cardiovascular. The capacity of Fitness Plus needs to be measured and planned properly in order to form an effective operational strategy both in the long and short terms. There are two options available i.e. first is to effectively manage the existing facility which will take few months and second is to build a new facility in the downtown area which might take upto a year to become operational. Due to financial and time constraints a short term solution is needed for now and a long term later. In the following report the capacity issues of Fitness Plus will be discussed in three sections A, B and C. In section A the capacity of Fitness Plus will be measured and analysed to see whether there is sufficient capacity to deal with the immediate issues of overcrowding and non-availability of equipment. Section B will ascertain which capacity strategy would be appropriate for Fitness Plus with the necessary justifications. In section C the adopted strategy would be described in detail and linked with other types of operating decisions i.e. finance, HR, marketing and supply chain. Lastly in the conclusion the crux of main issues and solutions would be summed up. Section A / Question 1: Capacity measurement with details There is no fit for all formula for capacity measurement as businesses vary in their nature and details. A theatre measures capacity in terms of seats and a job shop can measure capacity in number of machine hours (Krajewski, Ritzman and Malhotra, 2010). Jones and Kutsch (2007) are of the opinion that space and equipment hold primary position in capacity measurement thus the measurement would be centered around them. Main complaints are from two issues i.e. unavailability of equipment (Cardiovascular, Nautilus and aerobics) and workout activities being overcrowded. Thus the focus of capacity management in aerobics should be on space and equipment for the workout activities in peak hours. According to the study it is noted that peak times are between 4-7pm and total number of members visiting between that time is 240 (80 per hour). For analysis purpose the figures from the conducted survey (Appendix 1) have been used as following: Nautilus: It consists of 24 pieces of equipment and it is assumed that on an average each member takes 45 minutes to complete the whole course. In one hour the total number of members able to use the equipment would be (60 minutes / 45 minutes x 24 equipments = 31 members). The current usage during peak time is 25% of capacity equalling 20 members per hour. Cardiovascular: It has 29 pieces of equipment and it is assumed that each member takes 45 minutes to complete the exercise. Thus in one hour the total number of members able to use the equipment would be (60 minutes / 45 minutes x 29 equipments = 38 members). The current usage during peak hour is 40% of capacity equalling 32 members per hour. Aerobics: The facility can accomodate 35 members in one session and normally each session lasts for one hour. Thus the current usage during peak hour is 30% of capacity equalling 24 members per hour. Free weights: The case study doesnt hold any details about the space or type of available equipment. There are no complaints arising and 20% of the members use the facility during peak hours which equals 16 members so we assume that it is being utilized appropriately. Recreational activities: There is sufficient room available to accomodate the members during peak hours. Six tennis courts can accomodate between 12 to 24 members to play either 6 single or double games where as currently only 8 members play tennis during peak hours. Same is the case for 8 racquet ball courts which can accomodate between 16 to 32 members for 8 singles or doubles matches. During peak time only 12 members play racquet ball. The assumptions are based on the average calcuaton of each game to last for 1 hour. In case of longer game sessions still there are plenty of courts available to accomodate the demand. Detail of equipment and space are as following: Further analysis: Yu Lee (2002) is of the opinion that correct measurement of capacity is a pre-requisite for the effective management because correct decisions are always based on correct observations. It is a dilemma that one can not precisely measure the utilization capacity for service organizations as it needs constant surveys and observations (Jones and Kutsch, 2007). It has been observed that all the capacity measurements which can be taken are based on the primary data i.e. equipment condition, physical space, type of members, frequency of use, the type of equipment and support system (Yu Lee, 2002). For Fitness Plus another useful capacity measurement technique would be Utilization which is used for equipment, workforce or space. Utilization is the ratio between actual average output of the equipment and the maximum capacity (Krajewski et al., 2010). Utilization = (Average output rate / Maximum capacity) x 100% From the data available in (Figure 1) we can measure the utilization of diffferent equipments as following: Nautilus utilization = 20/31 x 100% = 64.5% (35.5% below capacity) Cardiovascular utilization = 32/38 x 100% = 84.21% (15.79% below capacity) Free weights utilization = 16/16 x 100% = 100% (Full capacity). Tennis courts utilization = 8/12 x 100% = 66.66% (33.33% below capacity) Racquet ball courts utilization = 12/16 x 100% = 75% (25% below capacity) Aerobics Utilization = 24/35 x 100% = 68.5% (31.5% below capacity) For aerobics the full capacity of the room is 35 members at one time which is way above the peak time average of 24 members. Scheduling of aerobics room can be the cause of the problem as the same room is twice a week dedicated for classes of yoga. Based on the above results it can fairly be said that Fitness Plus has enough capacity to effectively manage its existing facility and reduce complaints. There is also a need to determine the type of memebers using the facilities in peak hours i.e. family groups, under 16 students and working adults etc. It will be essential for both short and long term capacity strategies to cater for these groups separately in order to gain the competitive edge. A study should also be conducted to check the codition of the equipment as complaints might have arose partially due breakdown. It should also determine popular machines among the members specially for the cardiovascular and nautilus so the least popular be replaced with the more popular ones to increase the existing capacity. All capacity management plans not only determine the current usage of capacity but also take into account the future fluctuatins in demand. Existing or planned capacity should always leave sufficient cushion for adjustments (Krajewski et al., 2010). Capacity cushion is calculated as 100% minus the percentage of utilization. Upto 10% is considered sufficient to adjust demand fluctuations over time. Capacity cushion = 100% Utilization rate (%) In case of busy health facilities any number of customers can come at any time to use the equipment or space varying the demand significantly thus 20% capacity cushion would be more appropriate to maintain good customer service levels and to suatain any membership increases. Calculations are as following: Nautilus cushion = 100% 64.5% (utilization rate %) = 35.5% Cardiovascular cushion = 100% 84.21% (utilization rate %) = 15.79% Free weights cushion = 100% 100% (assumed utilization rate %) = 0% Tennis courts cushion = 100% 66.66% (utilization rate %) = 33.33% Racquet ball courts cushion = 100% 75% (utilization rate %) = 25% Aerobics cushion = 100% 68.5% (utilization rate %) = 31.5% Fitness Plus equipment and facilities have sufficient existing cushion. The only exceptions are cardiovascular equipment with 15.79% which is not too low and free weights equipment. There is no data available for free weights thus an assumed utilization of 100% is considered which can not be true in reality. On the basis of above calculations and analysis it can be fairly said that Fitness Plus has sufficient capacity to deal with current and future demand fluctuations. An efficient capacity management can result in a significant decrease in complaints and increase service levels and customer satisfaction. Section B / Question 2: Capacity strategy and justification One of the most difficult challenges service managers face is to cope well with uneven demand. The frequent flucuations in demand can lower service levels or result in under utilisation of resources. To avoid these consequences service firms can either adjust their capacity according to the changing demands, influence a change in demand patterns to suit their capacity or a combination of both (Krajewski et al., 2010) (see below figure 2): There are three main capacity strategies i.e. level capacity, chase demand and demand management. Each of these strategies should be adopted when its advantages out weight the disadvantages. Most often operation managers are required to keep low costs, decrease investments and at the same time provide excellent customer service levels making it all the more important for organizations to adopt a mixture of these approaches (Jones and Kutsch, 2007). Fitness Plus should adopt a mixed capacity plan for both its short and long term strategy as explained and justified in the following paragraphs: Level capacity: The capacity is maintined at a constant level all along the planning period and any fluctuations in demand are ignored. High under utilization of resources can make this capacity option very expensive but also very useful where the opportunity cost of single lost sale is very high like in jewellery retailing or real estate (Jones and Kutsch, 2007). At Fitness Plus there is always a possibility of a large number of members coming in any time and very low number of members in off-peak season resulting in either a waiting line or under utilization thus a pure level capacity plan would not be suitable. Chase demand: Chase demand is opposite to level capacity as it tries to match the capacity levels according to the changing demand patterns. It is very difficult plan to act upon as it needs flexible working hours, different number of staff and often different number of euipment in each period. It is suitable for companies which produce either perishable goods or cannot store their outputs such as customer processing. It has a clear advantage of having the appropriate level of staff all the time according to the demand of a particular season (Krajewski et al., 2010). This method requires adjustment of capacity through different means i.e. offering over time in peak and lesser hours in off-peak periods, varying number of employees according to the seasonal requirements, part time contracts and subcontracting (Jones and Kutsch, 2007). Fitness Plus would need to chase demand in the below aspects: As per available data members complain about waiting for the availabiliity of equipment. Application of a waiting line model will increase the service levels by effectively managing the existing capacity and chasing the current demand. A survey is proposed to check which machines are in demand, increasing their numbers and decreasing the least used ones to be in line with the existing demand. A waiting line model will not be suitable for aerobics because the class is preplanned and majority of the members arrive just before the start thus mixing schedules between aerobics and yoga can solve the problem. The number of employees would need to be rescheduled to increase the current service levels. It will reduce excess staff during slower times shifting them to peak times resulting in more personal attention, interaction and customer satisfaction. Developing a new facility will also chase the increase in demand which is expected due to new businesses down town. Demand management: The objective of this strategy is to shift the burden of peak period to off-peak period. Either the demand is changed through various methods or alternate products or services are offered to fill off-peak capacity. The most widely applied method in service industry is pricing to shift the peak demand to off-peak when people are not very interested in buying. Advertising also helps to smooth demand but is expensive and if is un-planned can result in financial loss. Organizations with different demand patterns develop new products and services covering the whole year i.e. univerities filling the lecture rooms during vacations (Jones and Kutsch, 2007). Fitness Plus will be managing demand in certain aspects of its startegy: It is proposed that Fitness Plus should either slightly rise prices during the peak times or provide services which cost lesser to manage demand. They should offer different types of memberships with different prices called price optimization. A non-pricing strategy of advertising off-peak services to waiting customers during peak times would also balance the peak and off-peak demands. Distributing off-peak service coupons during peak times, discounted tickets for relaxation services like massage, health supplements or energy drinks can be offered to balance the demand year round. Through a system of reservations Fitness Plus can fill its capacity and move the excess memberships to the off-peak period by booking a slot when capacity is available to manage it more effectively. Another option can be to partially restrict access of members during peak periods. During peak times mostly members would be working executives thus a restriction can be applied on under 16 members. To compensate them student membership rates can be offered in the off-peak period to encourage members to come more often in off-peak. Employee scheduling should reduce the excess staff during slower times by shifting more employee to peak times. It will result in more customer satisfaction and effective demand management. Often service companies have to opt a mixed capacity strategy as it is very hard to forecast demand and balance existing capacity (Jones and Kutsch, 2007). Operational capabilities do not always match one of the three strategies thus a mixture of chasing and managing demand would be most suitable for Fitness Plus. Section C / Question 3: Capacity strategy and other operational decisions Any capacity decision an organization makes should always be in line with the supply chains and processes within the organization. Taking into account the bigger operational picture is essential for a successful capacity strategy (Krajewski et al., 2010). Both short and long term strategies are discussed in this context below (See Figure 4): Short term strategy: Waiting line model: Peak demand most frequently results in waiting time increases for customers. Waiting line model is considered very useful for service organizations in resolving the problem (Krajewski et al., 2002). This model can be applied to the workout equipment as the waiting line is resulting in bottlenecks. Currently the system is catering for members individual service needs in multiple lines with a mixed arrangement of facilities on first come, first served basis. The arrival and service time distributions need to be calculated including line lengths, number of customers in the system, waiting time, total time in system and utilization of service facilities. After analyzing this data a new layout of the facility might be needed increasing the peak capacity and space for some equipment and reducing or eliminating some. Total 32 members visit the workout room during peak hours taking 45 minutes in completing their routines. On an average each member uses 2 machines during their stay with 20 minutes on each machine plus 5 minutes for the next one. Three customers get served with 20 minutes and an average the arrival rate comes to 2.5 times during an hour. If we take into account repeated visits we get a 80 per hour arrival rate (30 x 2.5) thus members wait approximately 8.6 minutes for a machine. To resolve it the most appropriate model would be a multiple channel, single phase as it will have a single line and more staff to deal with customers ( See Figure 3 below): Operationally this model will facilitate the marketing, HR, finance and supply chain aspects as during peak hours the waiting customers would be in a single line making it easier to display the marketing material on surrounding walls or screens. Financially it will save the expensive investment in media advertising and will make off-peak brochure distribution easier and to more interested existing customers. To serve on multiple service counter HR will need to schedule employees i.e. reducing the excess staff during slower times by shifting more employee to peak times resulting in better customer service. This model will also stream line the supply chain processes and increase service levels. During waiting line news telecasts and entertainment like BBC, Sky Sports etc with seated customer will create a calmer waiting environment and defuse any possible difficult situation. Price related strategy: Fitness Plus can reduce demand during peak hours by diverting surplus users either slightly rising prices or providing services which cost lesser. It can offer different types of memberships with different prices. The best price should be determined keeping in mind that no capacity constraint occurs which is called price optimization. Financially, increasing prices would generate extra revenues as per Shugan (2004) price optimization moves demand from peak to off peak times and increases revenues. But service firms are often hesitant due to its long term negative effects on the business. The presence of strong competitors often makes price increase decisions difficult as a customer can try competitor services and it might result in customer loss. Price increase startegy can also increase pressure on the over all supply chain as customers will start expecting higher service levels and seamless operations. By offering different type of memberships HR might need to recruit more staff to attend customer in both seasons. It can indirectly increase marketing costs as less expensive methods of selling to regular customers in peak season will become less effective due to lesser number of customers. Non-pricing strategies: Peak time is best to contact customers who might be interested in the off-peak offers and services (Kotler, 2001). It is highly likely to come across potential cusomers during Peak periods rather than less direct methods of advertising. In the earlier case customers have already shown their interest in the services and facilities. Thus it is far easier to sell them the off peak services or packages. While waiting for their turn customers can be shown different adverstisements to promote off-peak services which will save money for more expensive marketing campaigns. For regular members off-peak coupons can give further discounts or additional services with minimal incurring costs like massage, health supplements or energy drinks. Another strategy would be to develop a reservation system. It helps to shift the members to off-peak period who would otherwise be waiting during the peak period. When a customer calls to reserve a service or facility he should be given the slots with available capacity. The system works best if it is automated thus optimizing and balancing demand and capacity at the same time. These systems do improve the over all supply chain but also affect financial and HR related operational decisions as they are expensive and need trained staff to operate them. Fitness Plus can also partially restrict access of members during peak periods. A detailed study of the type of members visiting the facility would be needed. Once the data has been gathered on the usage pattern the decision of categorical restrictions can be applied. For example during peak times of 4-7 mostly members would be working executives thus in order to reduce access and optimise the capacity a restriction should be applied on under 16 members using the facility in the same period. To compensate them student membership rates can be offered during the off-peak period. This will encourage the excluded members to come more often during off peak periods. Fitness Plus should also have a survey to determine the popular equipment. The number of popular equipment should be increased and the least popular ones be decreased which will help fill the gap in member requirements. Operationally it can create a supply chain problem of disposing off the least popular equipment and can increase financial pressure of buying new machines. In case of aerobics section complaints there is a possibility of a mixed schedule between aerobics and yoga. A rescheduling of classes on the basis of members demand can ensure that the classes do not clash. It will affect the HR decisions as employee scheduling would be needed and over time might need to be paid. The employees of Fitness Plus also need to be scheduled in order to increase the service levels and reduce the excess staff during slower times. Shifting more employee to peak times will result in more customer satisfaction by having more personal attention and interaction. It will benefit the supply chain by improving process times and facilitating seamless operations. Long term strategies: There are three alternates in the long run which should be based on both qualitative and quantitative bench marking of competitors, capacity and cost estimates: Opening of a new facility downtown Minimal expansion within the current facility on available land Waiting and watching the demand conditions before making any expansion Because customers are already complaining and equipment is being used lesser than its maximum capacity there is some room for minor expansion of the existing facility but is limited due to lack of available land. As the population is increasing steadily and the only full range competitor is YMCA option 1 would be the best choice. It will create sufficient capacity ahead of customer demands. Once the new facility is announced it will be difficult for competitors to expand as it might over burden the market. Financially it is a big decision and would very much depend on the success of the short term strategies. Profits gained through short term measures will ease the financial pressure. Secondly going ahead with new facility downtown will need thorough supply chain planing as the distance between the facilities will make logistical decisions difficult and expensive. Lot of new job will be created and HR department will need to recruit and send and recieve staff between facilities for training and development purposes. It will be a big opportunity for marketing deparatment as lots of new campaigns, hoardings, billboards and advertisements would need to be developed. Conclusion: In this report the capacity issues of Fitness Plus were discussed in details in three sections. A measurement of existing capacity, justification of adopted strategy and links of proposed strategies with other operating decisions were sought. Both short and long term strategies are considered important but the immediate concern of Fitness plus should be to resolve the existing complaints of over crowding and non-availability of equipment. Firstly, in the short term price optimizing strategy of increasing peak prices and offering off-peak packages can work. If it is considered detrimental for the business non-pricing strategies can produce the desired results. Secondly, all the employees should be taken on board in the strategic decisions so that they can handle customer queries more professionally and maintain the desired service levels. Lastly, periodical reviews of the demand forecasting, complaints, equipment and service levels will ensure effective capacity utilzation. Accuracy of data should be maintained by comparing the existing demand with the forecasted demand so that a clear picture of the financial, operational and service needs is obtained. In the long run Fitness Plus needs to refer to its corporate objective and act accordingly either to effectively manage the current equipment and space or build a new branch over time. The earlier the long term strategy is initiated the better. Once the expansion plan is announced new memberships will prove to be a guage for its success and continuous monitoring of population growth, market trends and competitors will keep Fitness Plus ahead of its competitors.

Poetic Reflections of the National Spirit Essay -- Literary Analysis,

Sir Philip Sidney wrote in the Defense of Poesy that â€Å"only the poet, disdaining to be tied to any such subjection, lifted up with the vigor of his own invention, doth grow in effect another nature, in making things either better than nature bringeth forth, or quite anew, forms such as never were in nature† (Sidney, bartleby.com). While history describes the actual and philosophy explores the abstract, only poetry is capable of weaving the two concepts together. Reading a nation’s history enlightens an individual to the significant events of a country’s past, but it cannot reveal the immaterial spirit of an era or people. Likewise, it is necessary to look at poetry to perceive the void left vacant by history’s restriction. There have been several poets throughout history who have bridged this gap and captured their nation’s essence. Poets such as Whitman, Goethe, and Yeats communed directly with the soul of their nations and deservedly are recog nized as national poets. During the post-World War II era, both Robert Lowell and Seamus Heaney emerged as the pre-eminent poets of their day who were thrust into the public forum. The poets are well-known, acquiring Pulitzer and Nobel prizes amongst other accomplishments, and thus are worth analyzing as potential national poets. Historically a national poet fulfills the following criteria: an interest in creating poetry for the public sphere, a focus on the socio-political intricacies of their respective state, and an embodiment and understanding of the collective conscious of their people. Although Robert Lowell and Seamus Heaney were both well known politically concerned, dedicated, celebrated, and criticized poets, through an analysis of their work using the aforementioned criteria, only... ...of Ireland today . Both Robert Lowell and Seamus Heaney are poets that have significantly affected both their culture and poetry through their compositions of verse. However, through an analysis of the two writers on the basis of their intention, focus on socio-political concerns, and ability to connect to their national conscious, Heaney emerges as a true national poet, while Robert Lowell is better understood as a generational poet. Ultimately as the world becomes increasingly globalized and homogeneity is displaced by multi-culturalism, the distinction of the national poet will fade. While the change is inevitable, a reading of either Seamus Heaney or Robert Lowell affords an incomparable glimpse into the Irish experience or an American perspective during the post-war era and thus is necessary for truly understanding those nation’s histories.

Churchill Was A Great War Leader Essay

In the fateful spring and early summer of 1940 the people of Britain clustered around their wireless sets to hear a defiant and uplifting speech from their new Prime Minister, Winston Churchill. On May 13th, having just assumed the burden of power from a, â€Å"weak and cowardly† Neville Chamberlain, Churchill promised a regime of â€Å"blood, toil, tears and sweat.† On June 4th After the evacuation of the defeated British Army from Dunkirk, he pledged, â€Å"We shall fight on the beaches.† On June 18th he proclaimed that even if the British Empire were to last for a thousand years, this would be remembered as its â€Å"finest hour.† Over the course of the ensuing months Britain alone defied the vast conquering appetites of Hitlerism and, though greatly outclassed in the air, repelled the Luftwaffe’s assault with a handful of gallant fighter pilots. This chilling engagement-â€Å"The Battle of Britain†-thwarted Nazi schemes for an invasion of the island fortress and was thus a hinge event in the great global conflict we now call World War II. Before the start of World War II Winston Churchill had already completed many great achievements, which some people could not complete if they were allowed to live twice. When Winston Churchill was born in 1874 his parents did not have any time for him and he spent most of his time with his nanny. In school he rebelled and had no time for Maths, Latin or Greek, the school he attended was Harrow on the outskirts of London. He did not get on well with the other students and he recalls how he once had to hide behind a tree while fellow students threw cricket balls at him. After this he vowed to be strong, as strong as anyone could be. He later entered the Royal Military School at Sandhurst and passed with honours. When he was eighteen Churchill jumped off a bridge and fell 29 feet whilst being chased by his brother and cousin, thus showing his strength and determination. While doing this he ruptured a kidney and was unconscious for three days and could not work for two months. Then when Churchill turned twenty, his father died and shortly after Churchill was appointed as second lieutenant in the 4th Queens Own Hussars, a regiment of the British Army. As he turned twenty-one Churchill reported on military happenings throughout the world in countries such as Cuba where he travelled with the Spanish Army. In 1896 when his regiment was sent to India, he secured a temporary transfer to the turbulent North West Frontier where a tribal insurrection was under way. When the Boer War (1899-1902) broke out in South Africa he went as a journalist, was captured by the Boers while defending an ambushed train and imprisoned in a military prison. His subsequent escape made him a national hero. In 1900 he was elected to Parliament as a member of the Conservative Party. Churchill’s support of free trade against Joseph Chamberlain’s tariff proposals led to his defection in 1904 to the Liberal Party. Through out these years he wrote and published five books, which were all based on his accounts and newspaper articles, they were very successful and echoed his oratorical skills, which later proved a great success. When war broke out in 1914 Churchill was First Lord of the Admiralty and already a major national figurehead. As Europe was thrown into stalemate Churchill strongly suggested a huge flanking attack of Turkey through the Dardanelle’s. But his attempt to force the straits using only ships floundered, leading to the awful Gallipolli landings and costing Churchill his job. Instead of laying low Churchill pulled himself together and joined the Western Front. In January 1916 he was appointed Lieutenant Colonel commanding the 6th Battalion Royal Scots Fusiliers. Between 1922 and 1924 Churchill left the Liberal Party and rejoined the Conservative Party. To his surprise he was appointed Chancellor of the Exchequer in Stanley Baldwin’s government, a position he held until the Tory defeat in 1929. During the 1930’s Churchill fell out with Baldwin over India’s greater self-government and was yet again more isolated in politics. His dire warnings about Hitler and the dangers of the appeasement policy fell on deaf ears. Churchill had been out of the government for nearly ten years by the time war broke out in September 1939. Chamberlain was furious at the fact that Churchill’s theory had been proved correct. The mood of the people and Parliament changed so Chamberlain reluctantly made Churchill First Lord of the Admiralty. Winston Churchill possessed such impressive oratorical skills that historian Arnold Toynbee believed his wartime speeches were absolutely essential to the Allied victory in WWII. During the darkest days of the war, Churchill’s words, so expertly crafted, so superbly delivered, buoyed the spirits, and restored the resilience of the beleaguered English people. When the U.S. Congress voted to confer honorary American citizenship on Churchill in 1963, President Kennedy said, â€Å"He mobilized the English language and sent it into battle.† There is no doubt that some of Winston Churchill’s ideas were impractical and extremist, but on the other hand some of them were very well thought out and took a lot of planning and preparation. He was surely right; that the generals were slow and tried to plan their attacks to solidly. Without Churchill’s eagerness Britain would have fallen back into an even more defensive state. Had the war ended in 1940 (as some people hoped it would, even though this would of meant sacrificing Poland in the light of Czechoslovakia) we would have never known Churchill as he is known today, he would have been an average First Lord with part responsibility for the embarrassing failures of the Norwegian campaign. By a strange turn of events, this increased failure made Neville Chamberlain extremely unpopular and gave Winston Churchill the perfect opportunity to stake his claim. On the 8th of May 1940 the Commons met for a meeting over the poor performance of the Government’s campaign. After a powerful speech from Lloyd George, Chamberlain resigned. On May the 10th the phoney war ended when Germany invaded France and the lower countries, Churchill was announced as the new Prime Minister. Churchill’s reign begins. Churchill was chosen for the job of Prime Minister not for his appeasement, but for his all round knowledge and past experience making him perfect for the job. An example of this is his days in Cuba where he miraculously escaped from the group holding him and was pronounced a national hero. His survival and leadership in WW I made him an asset to the British Government. He was brave, had no fear of Hitler, and was determined from the start to bring him down. His training at the Military School and his past education gave him more than enough qualifications for this situation. He was the man they had been waiting for. C.V. for Winston Churchill’s War Experience: 1874 – Born 1888-92 – Harrow School (a public school) 1893-95 – Sandhurst Military Academy 1895-99 – Soldier 1899 – Journalist in South Africa 1900 – Elected Conservative MP 1904 – Joined the Liberal Party 1905-08 – Junior Minister 1908-15 – Cabinet Minister (held 4 different posts) 1917-22 – Cabinet Minister (held 3 different posts) 1922-24 – Fails to be elected MP 1924 – Returns to the Conservative Party and elected MP 1924-29-Cabinet Minister (Chancellor of the Exchequer) 1929-39 – MP on backbenches 1939-40 – Cabinet Minister 1940-45 – Prime Minister 1945-51 – Leader of the Opposition 1955-65 – Prime Minister 1955-65 – Retirement until death The people needed a leader and if they were going to be put through the britches of war then they needed someone powerful and determined, that person was Churchill. The people trusted Churchill due to his past experience and history of wartime situations. His repertoire of good deeds included the Battle Of Dunkirk, where he also visited bombed areas and offered people his sympathy. He also had strong relationships with other countries, which later came to his advantage. Strong alliance with Russia made him a partner in war duties. All of this would be enough, but Churchill also gave the public faith with his magnificent oratorical skills, which boosted British hopes and led them more determined into the bloody war. The Newspapers were also very unbiased towards Churchill and supported him as their leader; a good example of this is Source 7 where the title is ‘This Is The Man’ with a picture of Churchill by its side. Posters were also used to give Churchill a strong image, they used pictures of him as a bulldog and as a cowboy (Sources 9 & 11) to present Churchill with the image of a strong and fearless man, and this again was used to boost their faith in him. These all helped boost his image and made people respect and trust in him. Three men in this booklet have put down Churchill and they are Charmley, David Irving, and Clive Ponting. These men are mere historians working off the basis of facts and articles from the time; this means that what they say, their opinions are not totally accurate making them unreliable sources. I will start off with the information presented by Charmley, he has mixed views on Churchill, although he recognises Churchill’s achievements, he always finds away to put him down, here he says, â€Å"Lord Selbourne . . . had been impressed with his vision and power of drive and thought courage was his great asset but the motive power is always self and I don’t think he has any principles. He was clever but quite devoid of judgement.† Also, â€Å"For Churchill to castigate the Admirals for their lethagy and complete absence of positive effort in failing to come up with a workable plan is a fatal inability to distinguish what was practical and what was not . . .† The first quote shows how Churchill had impressed Lord Selbourne, but Charmley doubts his decision and questions Churchill’s principals and says he is void of judgement. This is not true as in World War II Churchill must have had to make many a judgement to stay on top of the enemy; judgment is an act which requires great skill and the art of knowing what your opponent may be thinking. One example of Churchill’s judgement skills is a time before the war when he told Neville Chamberlain that Hitler was not to be trusted, but Chamberlain ignored him thinking peace could be achieved, later Churchill’s judgement was proved correct. Quote two tells us how Churchill criticises the Admirals for their complete lack of effort and ideas being produced, and that the ones being produced are not good enough. He then goes on to say that it is Churchill’s fault for not being able to distinguish the difference between a practical, well thought out idea, to an idea that was completely imperceptive. This is suggesting he cannot distinguish the difference between a good or bad idea, which once again is incorrect and is used to make him appear a man who leaves everything to his Generals. Charmley always tried to create an image of Churchill as a man who had no idea of what he was doing, which is untrue as he alone inspired and led millions of men not only to death, but also to victory, something Chamberlain or other political leaders could not have done. Chamberlain had the ideal idea of peace and love where Churchill knew war was the only way forward, showing his vast experience over Chamberlain and Charmley’s ridiculous comments. Charmley although criticizing makes a few good points against Churchill’s ideas and plans, â€Å"At this stage of the war Churchill grossly overestimated what could be achieved by sea power. It was Churchill who fixed upon the Narvik as the object of the Allied campaign. The Norwegian campaign was flawed in concept and muddled in execution. The command structures might have been designed to result in chaos.† Charmley here outlines the flaws in Churchill’s plan, he tells us that the plan was overestimated and badly structured and that Churchill’s campaign had flaws in it from the beginning, showing that Churchill’s ideas were not all good ones and he was not always the great leader people said he was. Charmley then describes the ‘End Of Glory’ celebrations, â€Å"Pursuing the slogan ‘Victory at all costs’, Churchill was casually indifferent to what the costs might be.† â€Å"Churchill stood for the British empire, for British independence and for an anti-socialist vision of Britain. By July 1945 the first of these was on the skids, the second was dependent solely on America and the third had just vanished in a Labour victory.† Charmley at this point tells us that Churchill was celebrating his victory but the costs could have been very different. What Churchill stood for in 1945 was then either on a down, relying on America or vanished in the Labour victory. So everything Churchill once stood for was now gone. For Charmley this is was a good point about Churchill as it reflected the victory and joy that was in the country. Charmley then obtains a source from another interpreter such as himself and analyses it into what he thinks the truth is, â€Å"Whatever Churchill may or may not have done wrong, he had won the war, obtained the American alliance and helped save us all from the Soviets.† Charmley interprets it as, â€Å"Churchill did not win the war; the Russians did with help from the Americans. Churchill did not bring the Americans into the war, the Japanese and Germans did. Indeed, Churchill’s first ally was the Soviet Union, an unlooked-for-one who provided the western allies with a real problem when it came to claiming their war was a sort of crusade against totalitarianism.† This sums up Charmley’s image of Churchill, he always found faults in his plans and ideas. He outlines how the war formed itself around Churchill and that he did not win it single-handed as people seemed to think, Charmley shows that it had little to do with him. It all happened by the incidents around him, he just amplified them as his own achievements so he could mould the perfect image for later generations to come to know him by, as proved by Clive Ponting who is my next historian. Clive Ponting shows Churchill’s good and bad side, but he tends to favour against leaders and has an anti-establishment view. His two bad sources come of the Naval war ships, â€Å"In dealing with the U-boat threat Churchill continued with the sanguine opinion formed before the war that there was no longer a menace, he therefore opposed the convey system, wanting instead to reduce the number of escorts, and concentrate on what he optimistically described as â€Å"hunting packs† of destroyers to attack the U-boats while in transit. The results were almost a complete failure, although the merchant ships sinkings were, at about 10,000 tons a month.† â€Å"The Royal Navy tactics which rarely detected a U-boat and their attacks when they happened were largely ineffective, about a 5% success rate.† â€Å"The Americans gave 50 not 96 ships and they were explicitly given in return for bases. The bases were in seven colonies not three and were not commercial facilities but military bases on very long leases (99 years). And they had obtained an explicit assurance that, in the worst circumstances, the fleet would sail to North America, the one commitment Churchill had rejected ever since he became Prime Minister.† † In practice the US destroyers turned out to be of little immediate value. Only 9 out of the 50 were in service by the end of 1940 and only 30 by May 1941.† These sources are very lengthy but go into great depth on the situation of the warships and trading. It shows how Churchill’s plans were a complete failure and how the success rate was minimal for the Naval fleet. He wasted bases and money on warships, none very effective, when overall the British Navy was meant to be one of the strongest in the world. Churchill also shows disregard towards other people’s opinions. He shows this when he says, † Stop grinning at me you bloody ape!† To Captain Talbot when he dares to contradict him, Talbot was dismissed at 10 minutes notice, although this cannot be verified, as Ponting was not there at the time. Ponting then describes Churchill’s story of leadership in a good and bad way showing his mixed views of Churchill. â€Å"After May 1940 he had come to symbolise the nation’s resistance and had been readily endorsed as a wartime leader. In 1945 Churchill remained true to his limited view of politics.† The change in years still showed how Churchill’s ways of tackling the problem at hand and his views of people’s ideas had not changed and that he had stuck to the same attitude throughout the war. Ponting thought this showed Churchill as a powerful leader who would not yield on the work he was doing, but saw it through until it was finished. Ponting then says, â€Å"His inability to provide an inspiring message to the nation in the last years of the war demonstrated by his lack of broadcasts only increased popular perceptions that he was not the man to win the peace.† When I first started to read this it appeared to me it was criticizing Churchill as it starts off negatively, but as you read towards the end you see how this was to Churchill’s advantage as it won him respect and people thought of him as the man that was tough and not afraid to fight. This was well written by Ponting as it reflected Churchill’s image. This next section could be called Churchill’s image, â€Å"Churchill certainly saw his biographers coming and was determined to mould the view that later generations would have of his life.† This and various other quotes from the paragraph, show that Churchill would not let his hard work and devotion to the war go unnoticed and wanted to make sure people heard about his accomplishments for many years to come. Churchill with his oratorical skills virtually wrote the biographies for the publisher. Clive Ponting is a good historian as he uses the facts and evidence of the events; he discusses and does not have a one-sided view, he uses multiple views, good and bad, giving reason and evidence. Unlike Charmley who has a very anti-establishment view of Churchill and leaders in general. We now come to our last historian David Irving. There is only one source in this book from David Irving but I felt it relevant to include him as it contained pertinent arguments and claims, â€Å"Churchill thought he was somehow above international law. The situation he argued gave Britain the right and duty to abrogate the very laws she sought to reaffirm by attacking German ships in Norwegian waters; forcing the French to transfer German POWs to Britain; attacking the French fleet and recommending the use of dum dum bullets and poison gas. Irving points out Churchill’s defiance in obeying the rules they were trying to re-establish. Fair play was not an option to Churchill; it shows how he went into international waters without permission and threatened his allies into giving him what he wanted, he liked to be in control of what was happening. Having the prisoners of war also gave Britain a cautious edge in case France was taken over; Britain still had a bargaining option. This gave Churchill the image of being a bully and ruthless leader, one who took tremendous risks. Irving through only one source manages to show the ruthless and deceitful side of Churchill, showing it was not all just fighting that helped Britain to victory but also his cunning plans. Irving is quite reliable as a source as he uses actual events and does not back these up by people’s comments, meaning it is purely his feelings on the matter. The other sources in the booklet are just different views of many people who all have their own interpretations, I chose these three as I found them to be the most intriguing and interesting to explain. There are some actual comments from Churchill himself and his colleagues but there are not many of them. Newspapers and posters just convey a tough image of Churchill, e.g. Churchill as a British Bulldog and a Sheriff. In conclusion I think no matter how you look at Churchill, he will always be considered a great man due to his commitment and encouragement to the armies which gave them hope and determination. He also drove the country through the war, something Chamberlain could not have done. Many of Churchill’s contemporaries and advisors tried to tell him what to do. He pushed all of these people aside and they did not respect him for it, they felt he was over ambitious. The people thought this was the image of a good leader, a strong man who made his own decisions. After the war was over everyone including world leaders, respected him and his decisions however far fetched they seemed at the time. He had got them through this most dangerous and trying time, he was a hero. The Historians I reviewed were correct in some of the things they said, for instance, when they give the good and bad points of Churchill and not just a one-sided view. Some of the quotes Charmley’s used were very biased against Churchill and seemed only to focus on the bad points of his career to make him seem a lesser individual. Irvine and Ponting both displayed good reliable points, showing his weaknesses and strengths. I can not call the contemporaries wrong because they do give crucial points, but also none of them actually say whether he was a good or bad leader, leaving the answer open for you to decide, but they do try and influence the way in which you answer. I would say the contemporaries were right in their opinions but everybody including the Historians had different views. Historians are more likely to be critical of Churchill than the people at that time as they were just happy to have won the war and read of his exploits in the newspapers. He to them saved their lives and they considered they owed him a great debt. Historians were not there and did not know the pressures he was under. They criticize him because people say he was a great leader and they try to put him down and show his flaws not just the good points. They show the public the truth about what happened, and what people of the time blanked out, due to victory and patriotism. Here are advantages and disadvantages of Churchill’s contemporaries and Historians: Advantages – Censorship, morale, newspapers, and victories. The need to believe in their leader. Disadvantages- Narvik campaign, ignored advisors, unworkable ideas, knew about bombings of places such as Coventry, USA took advantage of GB in lend lease agreement. If you notice the advantages are from or to people at the time. Disadvantages are from the historians. I think if you look closely enough into Churchill’s campaign you will find flaws, but nobody is perfect both the Contemporaries and the Historians have every right to question this but never should they say he was a bad leader, as he got them through and helped win the war, something no one else dared do.

Drivers Education Essay

Both SADD and MADD have had various positive impacts to the society supportive implications to the well worth of the society in correspondence to the influence they have to our society. The Original meaning of SADD was â€Å" Students Against Drunk Driving† but have changed to mean â€Å"Students Against Destructive Decisions†. Robert Anastas founded SADD in 1981 in company of other student in the wayland high school in Massachusetts. It started after two hockey players from Wayland high school were killed separately in the July of 1981. These incidences led towards working together of Anastas and his fellow mates. The basic core of SADD was to provide an ultimate contract for human life. It was and is the only student national organization, which deals with impaired driving, violence emanating from drug use, underage drinking, impaired driving and a broad array of activities that affects the lives of teenagers. (http://chicagoathome. com/dct/54/id/3528/mid/2347/This-Year–S-A-D-D–Conference. aspx) The original goal of SADD was in helping the young people from drinking through saying â€Å"No† to driving while drunk. However, such former mission has seen an expansion to capture the expanding problems that seems to face the adolescence in the current times. This is what provided for the change in the name from the former meaning to what is held currently. With this mission, students have continued to communicate with the adults within their reach about the role and implication of positively attitude of peer pressure, use of role models as well as a binary of other substantial strategies that can help to say â€Å"No† towards any activity of driving while drunk. This has seen SADD enjoy the sovereignty of being an organization modeled towards peer leadership. The basic ideology behind SADD is to prevent the effect of the idea behind underage drinking as well as drug abuse. It seeks to focus its attention towards modeling potential life that would not be threatened by the consequences of various destructive youth decisions. According to SADD, destructive decision include engaging in the domain of sexual activities that would lead to disease transmission, violence, smoking, failure of using safety belts as well as suicide commission. Consequently, SADD has its basic mission of providing students with the most adequate preventive and intervention protocol that would perhaps encourage any activity of drunk driving, destructive decisions, drug abuse and underage drinking. Across the years since its conception, SADD has even incorporated various activities that help to spread its message to a broad domain of the societal population. They have used ‘pre-prom’ assemblies that have been held in various districts in helping to provide a better scope of awareness to the societal domain about the dangers allied to driving while drunk. Across the years, SADD have invited people towards participating in various conferences that aim at working together in addressing the aspect of driving and drinking. It has in the recent years expanded its horizons to incorporate various virtuous topics that are not related to drinking. This includes eating disorders, teenage pregnancies, driving practices that are not safe and broad-spectrum of social issues affecting the teens. Their focus has been addressing the long and short-term implications of various destructive decisions taken by the youth. Like SADD, MADD has its foundation of addressing various aspects on driving and drinking. MADD stands for â€Å"Mothers Against Drunk Driving†. The foundation of MADD was seen in 1980 by a group of women from California. This was after a driver hit a 13 year-old-girl before running away. The same driver had recently been out of the jail after being convicted of yet another crime of hitting accident. Historically, he had formerly committed other several accidents. However, since the 1980 this organization (MADD) has seen a massive expansion and growth. To formalize its activities, MADD provided an official position of its president who is elected and remains in the office for a specific time period. (http://chicagoathome. com/dct/54/id/3528/mid/2347/This-Year–S-A-D-D–Conference. aspx) Currently, MADD is an organization operating at the grass root level and compounds around 600 chapters across the world. However, it does not deliver any campaign against alcoholism as thought by many people. However, it has its mission of stopping drunk driving, preventing underage drinking, and supporting the pertinent victims who commit the crime of drunk driving. It has its focus on looking towards the most appropriate and effective solutions, which can be provided towards problems allied to underage drinking and drunk driving. Elsewhere, it has its motive towards providing support for those already salvaged by these crimes through giving moral support and counseling. (Sarah, 1995, 79) Considerably therefore, both the SADD and the MADD are social organizations that are aimed at improving and promoting the state of living held by young people. At a closer range, SADD is a students organization with its benchmark towards helping students against the subjective influence of peer pressure influence. It has its motive of striking a balance between the proximities of education that is combined with a positive peer pressure influence. Through this motive, SADD mission believes that there will be an autonomous life saving. Like SADD, MADD has its mission statement rooted in the well being of the society through postulating an imaginary that promotes their livelihood. It aims at improving and sustaining the status of their lives by addressing various problems that affect the social life phenomena of the youth. (Gerald, 1991, 92) Generally, both the SADD and MADD have almost the same operational framework in their regions of support. By and large, the two organizations have seen it worth of using social conferences that help to address the broad outlay social problems and crimes that affect the youth. Generally, use of conferences has been a motivating campaign that has seen the process of counseling produce adequate results and benefits. Elsewhere, direct conduct of students with the other members of the society has been an adequate tool towards describing how they operate in the regions. Students and the youth in general elaborates and campaign to the society through oral persuasion to address the impacts and the consequences of different crimes to the other members of the society. Notedly also, a full pledge of campaign has been achieved through posters, signs, signals, artistic works and other stylistic devices. (http://chicagoathome. com/dct/54/id/3528/mid/2347/This-Year–S-A-D-D–Conference.aspx) Generally, these organizations can highly be echoed of their response effectiveness towards meeting their goals. Since their primary mission has been to disseminate awareness on how the young people are to provide fruitful benefits. Many youths and students have incorporated the teachings of the organization giving them fruitful benefits towards avoiding the negative impacts of such crimes to their lives and the general society. Notedly, there has been a more conscious awareness across the board by students in knowing the relative impact of driving while drunk. The social imaginary of the youth have also been positively modeled by the lessons learnt from their teachings. Work cited Gerald, D. Waging the Battle against Drunk Driving: Issues, Countermeasures, and Effectiveness. Mahwah, NJ, Praeger, 1991, pp. 92 Sarah, S. U. S. Women’s Interest Groups. Institutional Profiles. Greenwood Press, 1995, pp. 79 This Year SADD Conference. Retrieved on 8th May 2008 from http://chicagoathome. com/dct/54/id/3528/mid/2347/This-Year–S-A-D-D–Conference. aspx

50 Handy Expressions About Hands

50 Handy Expressions About Hands 50 Handy Expressions About Hands 50 Handy Expressions About Hands By Mark Nichol Do you know all these expressions about hands? Most of them are cliches, but using just about any cliche is forgivable if you do so in a fresh way, or to add a note of humor. 1. â€Å"All hands on deck,† from the traditional nautical command for every sailor to report for duty, refers to the necessity of everyone involved to lend a hand, or assist. 2. To bite the hand that feeds you is to be hostile to someone who has been kind to you. 3. To be a dab hand is, in British English, to be an expert. 4. â€Å"The devil makes work for idle hands† is a proverb that means that inactive people are susceptible to the temptation to do wrong. 5. To know something firsthand is to be directly familiar with the facts. 6. To force someone’s hand is to compel them to act prematurely or involuntarily. 7. Having a free hand is being given wide latitude about how to carry out a task or responsibility. 8. To gain the upper hand is to obtain control. 9. To get your hands dirty is to engage in a important activity that may not be pleasant. 10. To give a hand is to help, though it also refers to applauding by clapping one’s hands. 11. To give a guiding hand is to offer advice or mentorship. 12. Something that goes hand in hand with something else is closely associated with it. 13. To be in good, or safe, hands is to be assured that you will be taken care of. 14. To hand something down is to offer it to an heir, or to deliver a decision. 15. To hand in something is to deliver it. 16. To work hand in glove is to work together intimately. 17. To hand something off is to pass it along to someone else, with the connotation of delegating it. 18. To hand something on is to pass it along to someone else in succession. 19. To hand something out is to offer it to recipients. 20. To hand something over is to deliver it to someone in authority, perhaps reluctantly or unwillingly. 21. To earn money hand over fist is to do so quickly. 22. To hand something to somebody on a platter (often a silver one) is to enable them to achieve something without effort. 23. To hand something up is to present it to a higher authority, such as grand jury to a judge. 24. To win hands down is to do so conclusively. 25. To be hands-off is to distance oneself from an activity or project. 26. To be hands-on is to directly involve oneself in an activity or project. 27. To have blood on one’s hands is to be culpable for an act. 28. When you tell someone you have to hand it to them, you’re giving them a compliment. 29. To have your hands full is to be busy. 30. To act with a heavy hand is to do so harshly or with too much force. 31. A heavy-handed gesture or action is one that is lacking in subtlety. 32. When the left hand doesn’t know what the right hand is doing, it means that communication among associates is poor. 33. To lend a hand is to assist. 34. To know something like the back of one’s hand is to know it thoroughly. 35. To live from hand to mouth is to be poor. 36. To be an old hand is to be familiar with or to be an expert at something. 37. To say that something is on hand is to indicate that it is available. 38. â€Å"On the other hand† is a synonym for however or â€Å"by contrast.† 39. To overplay your hand is to try too hard to achieve an objective, resulting in failure or complication. 40. Something that gets out of hand has gone out of control. 41. To play into someone’s hands is to be manipulated by an opponent into doing something advantageous to that person and detrimental to yourself. 42. â€Å"Put your hands up† is a command by law enforcement personnel directing someone to raise their hands so that they are in clear view and not likely to reach for a weapon. 43. To raise one’s hand is to lift an arm to indicate that one wishes to volunteer to perform a task or respond to a question. 44. A show of hands is a display of raised hands by those in a group in favor of or opposed to a proposal. 45. To take someone by the hand is to lead or nurture them. 46. To take the law into your own hands is to seek to right or avenge a wrong yourself rather than appeal to law enforcement for assistance. 47. To throw your hands up is to figuratively acknowledge defeat or frustration. 48. To be underhanded is to be deceitful. 49. To wash your hands of something is to absolve yourself of responsibility. 50. To say â€Å"When one hand washes the other† (the implied conclusion to the phrase is â€Å"and together they wash the face†) is to suggest that cooperation encourages success. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Expressions category, check our popular posts, or choose a related post below:"Because Of" and "Due To" Best Websites to Learn English30 Words Invented by Shakespeare

Free Essays on Double Talk

. Lutz argues that doublespeak is â€Å"Insidious because it can infect and ultimately destroy the function of language, which is communication between people and social groups.† Thus goes on to say, â€Å"Doublespeak is the product of clear thinking and is language carefully designed and constructed to appear to communicate when in fact it does not.† Lutz describes at least four kinds of doublespeak: euphemism, jargon, gobbledygook, and inflated. Euphemism is a word or phrase that is used to avoid a â€Å"harsh or distasteful reality.† For example, â€Å"I am sorry your father has passed away,† instead of, â€Å"I am sorry your father is dead.† Euphemism is used to protect one’s feelings of another person, and to communicate concern over the grieving person. When euphemism is used to mislead or deceive, it has now become doublespeak. For instance, the government does not use â€Å"killing† anymore, but â€Å"arbitrary deprivat ion of life.† Jargon is a specialized language of a certain profession. For example, doctors, lawyers, mechanics, etc†¦ all have a kind of code talk. Codes like jargon is used to communicate clearly, quickly, and efficiently. When a member of a certain profession uses jargon to communicate with a person of the outside group and knows that the person does not understand su... Free Essays on Double Talk Free Essays on Double Talk William D. Lutz’s article on â€Å"Language, Appearance, and Reality: Doublespeak in 1984,† is about the disguising of words to make sentences â€Å"more appropriate.† What I mean here by â€Å"more appropriate,† is the notion that people can say something using misleading words to get the real message across, without the listener or reader realizing it. Doublespeak in my point of view is like a magician doing a trick, for example he does his trick without the audience knowing how he does it. Same concept with a person using doublespeak, he gets his message across without his audience realizing what the true meaning behind his words. Lutz argues that doublespeak is â€Å"Insidious because it can infect and ultimately destroy the function of language, which is communication between people and social groups.† Thus goes on to say, â€Å"Doublespeak is the product of clear thinking and is language carefully designed and constructed to appear to communicate when in fact it does not.† Lutz describes at least four kinds of doublespeak: euphemism, jargon, gobbledygook, and inflated. Euphemism is a word or phrase that is used to avoid a â€Å"harsh or distasteful reality.† For example, â€Å"I am sorry your father has passed away,† instead of, â€Å"I am sorry your father is dead.† Euphemism is used to protect one’s feelings of another person, and to communicate concern over the grieving person. When euphemism is used to mislead or deceive, it has now become doublespeak. For instance, the government does not use â€Å"killing† anymore, but â€Å"arbitrary deprivat ion of life.† Jargon is a specialized language of a certain profession. For example, doctors, lawyers, mechanics, etc†¦ all have a kind of code talk. Codes like jargon is used to communicate clearly, quickly, and efficiently. When a member of a certain profession uses jargon to communicate with a person of the outside group and knows that the person does not understand su...

How to Get a Career Doing Data Entry

How to Get a Career Doing Data Entry Let’s face it: everything is data now. We’re barely even people anymore- we’re walking databases of names, passwords, credit scores, preferences, and Candy Crush scores. Because digital information has become the bedrock of every industry and just about every company, data entry and maintenance jobs have become stronger than ever. Data entry may not be the flashiest career around (more often than not, it’s just you and your computer hunkering down and getting it done), but it’s a dependable one if you have the skills. According to the U.S. Bureau of Labor Statistics, if you’re looking for opportunities in the data entry arena, these jobs might be your best bet. Let’s review the jobs, and the skills you’ll need to score them.Data Entry Keyers/Information ProcessorsThe job: Your job is to take information from one place, and transfer it to another, likely a computerized system or database. Other tasks may include verifying data, a nd preparing materials based on data. This is often an entry-level position that can lead to other administrative jobs. This job may also offer work-from-home flexibility, depending on the company and the position.The skills: These are qualities that will help get you in the door for a data entry position, and help you look for newer and better opportunities in the field.Organizational skillsTime management skillsDiscretion (especially if you’re working with customer or medical data)Typing skillsCustomer service skills/interpersonal skillsGeneral office/administrative skillsSoftware skills, especially databases and common office programsThe requirements: Because this is a job where employees can typically be trained on the job with little or no background, there’s usually no specific education or certification required. Having strong administrative skills is key, and some employers may require a high school diploma at a minimum.Where the jobs are: As a service position , data entry jobs are, quite literally, everywhere. Every industry employs data entry clerks, all over the country. Some of the most common industries employing data entry keyers are employment agencies, data processing centers, accounting services, medical facilities, and schools/education-related fields. Basically, wherever there’s information to be processed, there’s a data entry keyer getting the job done.The pay: The median hourly pay for data entry keyers is $14.16, and the median annual salary is $29,460.Information ClerksThe job: Information clerks are responsible for performing routine clerical duties that include maintaining records, collecting data, and providing information.The skills: General administrative skills come in very handy for this position, as well as a number of specific skills:Organizational skillsTime management skillsDiscretion (especially if you’re working with customer or medical data)Typing skillsCustomer service skills/interperson al skillsSoftware skills, especially databases and common office programsThe requirements: Information clerks typically have a high school diploma or higher. Employees are usually trained on the job, so prior experience may not be necessary. General office or administrative experience is helpful.Where the jobs are: As with other types of data entry and maintenance jobs, you’ll find information clerks across most industries. There are high numbers of information clerks working in the government, hospitality industry, and healthcare industries, though.The pay: The median hourly pay for data entry keyers is $15.41, and the median annual salary is $32,050. The field is only projected to grow by about 2% by 2024, but what it lacks in explosive growth, it makes up for in stability. The need for information clerk jobs should remain steady for the foreseeable future.The FieldOne of the best things about the data entry field is its versatility. Once you have the set of skills and some experience under your belt, you can choose an industry to specialize in, or use the opportunity to build industry-specific skills that you can take to your next job. If you’re looking for a job that pays the bills while you get experience or decide what your next career move is, it can be a productive stop along your path.