Black Bourgeoisie Essay

E. Franklin Frazier’s Black Bourgeoisie was more prophetic than many realized. Frazier, who addressed the burgeoning black middle class, expressed concern about the intra-class conflict vis-a-vis socioeconomic status of black folks. Frazier notes that the black middle class was in a rush by the 1960s to assimilate. During the Harlem Renaissance, even W. E. B. Du Bois â€Å"strategically included white judges on panels for their black literary competitions, in hopes that white approval would add luster to black achievements. † This shift that occurred was not a mass or universal one. The black middle class was still small and would not be catapulted until after the advent of Affirmative Action. According to the perspective of E. Franklin Frazier, the â€Å"Black Bourgeoisie† played an important role among American Negros for decades. Frazier’s study led him to the significant of â€Å"Negro Business† and its impact on the black middle class. Education was a major social factor responsible for emergence of the Black bourgeoisie. By fact, the net total number of the free Negroes in the first generation topped out at 37,245 with an estimated accumulation of 50,000,000 in real and personal wealth before the civil war. Free Negroes in southern cities undertook businesses in skilled labor such as carpenters, tailors, shoemakers, wheelwrights, bricklayers, butchers, and painters. The failure of the Freedmen’s Bank contributed to the slow development of the black middle class when Blacks put all their money into the Black banks and when they went under only forty percent of deposits were returned. Occupational differentiation is the change in work field for the Black class. A small professional group making up three percent of all workers had gradually become differentiated from the majority of Blacks. Occupational differentiation had proceeded slowly because Blacks were accustomed to the agriculture field and not only until the migrations to the North were had had they introduced to the industrial centers. In addition the Depression played a role in slowing up the process. Black-owned businesses are primarily service establishments simply because of the refusal on the part of white establishments to provide personal services for Negroes. The debate over true liberalism among blacks still exists. I have found the upper black middle class to be far more conservative and less active towards civil rights and social policy of late. I am concerned that the black bourgeoisie is willing to shift its focus away from the liberalism that put them in their position for racial acceptance. I believe integration is vital to a liberal society as noted by my neighborhood, friends, and place of employment; however, I do not think the black middle class should play the conservative card that carries with it values, attitudes, and behaviors that do not represent progress for all minority groups. Sure 90% of blacks vote in a solid block for the Democratic Party, but that block is not as tight as it used to be.

Beer Game

The Beer Game Copyright by Professor John Sterman, MIT October 1984 Sources:http://www. sol-ne. org/pra/tool/beer. html The Fifth Discipline: Pg 27-54 Why play the ‘Beer Game’? Instructions for running the game Steps of the Game Outline for post-game discussion and tasks Supplies Checklist & Mock-up of the Game Board Bibliography CHARTS AND TABLES TO PRINT OUT: [only issue Table 1 and 2 at the onset of the game. Chart 1-3 to be distributed at the end of the game and before post-game discussion. ] Table 1:Record Sheet: Cost of Inventory and Backlog Table 2:Computation of cumulative inventory backlogGraph 1:Inventory and Backlog Graph 2:Orders Graph 3:Perceived order by Customers Slide 1:Facilitator Slides Slide 2:Facilitator Slides Slide 3:Facilitator Slides Slide 4:Facilitator Slides Slide 5:Facilitator Slides Slide 6:Facilitator Slides Slide 7:Facilitator Slides Slide 8:Facilitator Slides Contact Point for loan of Beer Game Set: If you or your unit is interested in play ing this game and need assistance, please contact any of the 1Y LO participants, including the webmaster: Ms Sheila Damodaran at [email  protected] gov. sg. The game sets are kept at TRACOM's Resource Centre (SIRC, TRACOM).Contact: 3594241. Why play the Beer Game? The Fifth Discipline, pg 27 [Prisoners of the System, or Prisoners of our Thinking] This game was developed by Professor John Sterman of MIT to introduce people to fundamental concepts of systems dynamics. Participants experience the pressure of playing a role in a complex system, and come to understand first hand a key principle of systems thinking that structure produces behavior. The Beer Game is a simulation exercise – like a laboratory experiment, where one is able to see: ? The consequences of your decisions play out more clearly in real organisations; In effect it presents a microcosm of how a real organization functions. ? Shift in prevailing assumption of what is required of us for creating fundamentally different organisations; from a perspective of â€Å"the system we are trying to change is out there and we (as change agents) are trying to fix it† to â€Å"we and the system are inextricably linked together†. It was first developed in the 1960s at the Massachusetts Institute of Technology’s Sloan School of Management. Because it is a â€Å"laboratory replica† of a real setting (rather than reality itself), we can: Isolate the disabilities, and; ? Their causes more sharply than is possible in real organisations. Often this reveals that the problems originate in basic ways of thinking and interacting, more than in peculiarities of organisations and policy. Instructions for Running The Beer Distribution Game John Sterman October 1984 This document outlines the protocol for the beer distribution game developed to introduce people to concepts of system dynamics. The game can be played by as few as four and as many as 60 people (assistance is required for lar ger groups).The only prerequisite, besides basic math skills, is that none of the participants have played the game before, or else agree not to reveal the â€Å"trick† of the game. 1. State purpose of Game: a) Introduce people to the key principle â€Å"structure produces behavior† b) Experience the pressures of playing a role in a complex system 2. Provide overview of production-distribution system: a) The game is played on a board, which portrays the production and distribution of beer (show board game). [pic] b) Orders for and cases of beer are represented by chips, which are manipulated by the players.The players at each position are completely free to make any decision that seems prudent. Their only goal is to manage their positions as best as they can to maximise profits. c) Each brewery consists of four sectors: retailer, wholesaler, distributor and factory. One person manages each sector. d) A deck of cards represents customer demand. Each week, customers dema nd beer from the retailer, who ships the beer requested out of inventory. The retailer in turn orders beer from the wholesaler, who ships the beer requested out of the wholesaler's inventory.Likewise, the wholesaler orders and receives beer from the distributor, who in turn orders and receives beer from the factory. The factory produces the beer. At each stage there are shipping delays and order receiving delays. These represent the time required to receive, process, ship and deliver orders, and as well be seen play a crucial role in the dynamics. e) If your participants are not familiar with the concept of manufacturing, shipping, and distribution, consider presenting these concepts initially before proceeding. Call the participants together at one board and demonstrate each step of the way carefully.Often it is the lack of this information that causes the initial confusion of the game. You could say something like: â€Å"The Beer Game immerses us in a type of organization that is widely prevalent in all industrial countries: a system for producing and distributing a single brand of beer. There are four main characters in the story – a retailer, a wholesaler, a distributor and the Marketing Director of a brewery †¦ f) The players at each position are completely free to make any decision that seems prudent. All they have to do is meet customer demand and order enough from your own supplier while avoiding costly backlogs.They should manage their positions as best as they can to maximise profits. 3. State Basic rules: a) Have each team pick a name for their brewery (e. g. the name of a real beer). Have them label their record sheets with the name of their brewery and their position, e. g. retailer, wholesaler, etc. b) Have each person ante up $1. 00, or an appropriate amount, which will go to the winning team, winner take all (optional). c) The object of the game is to minimize total costs for your team. The team with the lowest total costs wins. Co sts are computed in the following way: ? The carrying costs of inventory are $. 0 per case per week ? Out-of-stock costs, or backlog costs, are $1. 00 per case per week ? The costs of each stage (retailer, wholesaler, distributor, factory) for each week, added up for the total length of the game, determine the total cost. d) No communication between sectors. Retailers should not talk to anyone else, same for wholesalers, distributors, and factories. The reason for this is that in real life there may be five factories, several dozen distributors, thousands of wholesalers, and tens of thousands of retailers, and each one cannot find out what the total activity of all the others is.The only communication between sectors should be through the passing of orders and the receiving of beer. e) Retailers are the only ones who know what the customers actually order. They should not reveal this information to anyone else. f) All incoming orders must be filled. If your inventory is insufficient to fill incoming orders plus backlog, fill as many orders as you can and add the remaining orders to your backlog. 4. Steps of the Game. a) Issue only Table 1 and Table 2 to all the participants. b) The game Facilitator should call out the steps as the game progresses. ) The first few times when the system is still in equilibrium the facilitator should go through the steps very slowly to make sure people have the mechanics down. d) Notice that of the six steps of the game, only the fifth, placing orders, involves a decision. e) The remaining five steps only involve moving inventory of beer or order slips or recording your position, and are purely mechanical. For the first few weeks the facilitator should tell everyone to order four units to keep the system in equilibrium. 5. Initialization of the boards: ) There should be twelve pennies or chips representing twelve cases of beer in each inventory. Each chip or penny represents one case. There should be four pennies in each shipping box and production delay. b) There should be order slips with â€Å"4† written on them, face down in each incoming and outgoing order box (orders and production requests). A supply of blank order slips should be available at each sector, as well as a supply of pennies or chips. c) The deck of cards with the customer demand should not be revealed in advance.The pattern of customer demand that is most effective for first-time players is a pattern of (†¦. To be revealed after the game/debrief by the Game Leader). d) Each order deck should have fifty weeks' worth of cards, and the players should be told that the game will be fifty weeks long. Typically it's only necessary to run the game thirty-five weeks or so in order to see the pattern of fluctuation, but telling the players it will be fifty weeks prevents horizon effects, where they run their inventories down because they feel the end of the game is coming. 6. Tips for Facilitators: ) It's very helpful if the game facil itator makes sure that each team stays in step so that you can quickly glance around the room and see that everyone is at the right place. Remind the participants to follow the steps in order to keep pace of the game. b) The game facilitator should write the current week on the blackboard as the steps for that week are called out. c) In about the eighth or ninth week the retailer will run out of inventory and have a backlog for the first time. People do not understand the meaning of backlogs, or the cumulative nature of the backlog.It is necessary to stop the game at this point, ask everyone to pay attention, and explain how backlog accounting works. Explain that: The backlog represents orders you've received, but have not yet filled, and which you must fill in the future, and d) The backlog is cumulative. â€Å"Next week you have to fulfill the incoming orders that you receive, plus whatever is in your backlog, if possible. If it not possible to fulfill the incoming orders, then t he amount left over is added to the existing backlog and must be filled in later weeks. † (see Table 2). ) Emphasize at this point that backlog costs twice as much as inventory. You may need to do this one or two more times, and should be careful to check and be sure that they do in fact fill their backlog. It is helpful to write the following equation on the blackboard to help with backlog accounting (see below). Orders to fill = New orders + Backlog this week + last week + †¦ f) The game can be played in as little as one and a half hours if the facilitator maintains a very brisk pace. The debriefing usually requires at least 40 minutes and can be expanded substantially. g) Consider having 2 persons to play each role.One person is responsible for taking the decision and advancing the chips and order slips and the other person to maintain the figures and filling up Tables 1 and 2. The pair may switch their roles mid-way during the game. 7. End of game a) Halt the game aft er about 36 weeks (but play the game, up to that point as if it is going on to 50 weeks, to avoid unusual end-of-game moves). b) Ask each position on each team to calculate their total cost: c) Cost = Total inventory x $0. 50 + Total Backlog x $1 and to mark the total cost on the Record Sheet for the position d) Pass out Orders graph sheets – one to each position.Ask each position to graph their own orders, week by week. Clarify to Factory that they will graph their Production Requests. e) Pass out Effective Inventory graph sheets – one to each position. Ask each position to graph the inventory week by week, showing any backlog as negative inventory. f) Team name and position must be indicated on all sheets. Once the graph is complete, have the players connect the dots with a bold magic marker (colour coded – Retailer = black, Wholesaler = blue, Distributor = green and Factory = red – to the board) for ease of viewing by the group. ) Pass out the Customer Order graph sheets to everyone except Retailers. Ask each person to sketch what he or she thinks the customer order rate looked like over time. Ask each to indicate a simple scale or maximum value. ? Ask retailers not to discuss anything about customer orders until after the debrief of the game. h) Collect all the sheets, and send players off for a break. i) During break: ? Calculate team costs to determine the winner and compute the average team cost. ? Tape sheets together (as shown below) and hang up team graphs.Effective Inventory Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | |Orders/Production Requests Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | |STEPS OF THE GAME (Adapted) |Step # |General instructions |Speci fic Instruction to players playing the roles| | | |of Factory/ Retailer | | |Receive inventory (move chips from shipping delay 2 into current |Factory advance from production delay 1 to | | |inventory) and advance the shipping (from shipping delay 1 to |production delay 2. | |shipping delay 2). | | | |Use both hands to slide the chips over from respective boxes. | | | |Caution players not to move all chips into one box]. | | | |Look at incoming orders (check the order slip placed in your |Retailer draws consumer card. Follow | | |inbox) |instructions as in adjacent set. ] | | |Fulfill orders from your stock (your current inventory only). | | | |Move chips out into shipping delay 1 of the player downstream. | | | |All incoming orders must be filled. Facilitator to re-mention | | | |this step when the team has entered week 6/8) If your inventory | | | |is insufficient to fill incoming orders plus backlog, fill as | | | |many orders as you can and add the remaining orders to your | | | |backlog (use Table 2 to work out your cumulative backlog). | | |Record your balance inventory and/or cumulative backlog (in the | | | |latter case your balance inventory would have been reduced to | | | |zero) on Table 1. | | | |Advance the rder slips that you placed in the previous week from|Factory introduces production requests from | | |your outbox into the inbox of the player upstream. |previous week into production delay 1. | | |Take decision on the orders you wish to place for the upcoming | | | |week. Place your order slips in your outbox. | | | |Record your orders on Table 1. | FOLLOW-UP TASKS AND OUTLINE FOR POST-GAME DISCUSSION (Adapted) |Step # |Tasks and outline |Group Task | | |Remind participants of the objective |Emphasize that although they played the game to minimize cost, that's | | |of the game. |not the real purpose of the game. | | | | | | |The game is designed to: | | | |give players an experience of playing a role in a system | | | |show them how â€Å"st ructure produces behavior† | | |Request players tabulate total current|None. | |inventory, cumulative inventory on | | | |Table 1. | | | |Accounting: |None. | | |Record penalty of $0. 50 per item in | | | |inventory (at each stage). | | | |Record penalty of $1. 0 per item | | | |ordered but not filled. | | | |Plot inventory versus time (Chart 1) |Place charts at front of classroom for everyone to see (see typical | | |and unfilled orders (on Chart 1 also) |chart below). | | |versus time for your stage and for | | | |your company overall. | | | | | | |Plot order versus time (Chart 2) for |Place charts at front of classroom for everyone to see (see typical | | |your stage and for your company |chart below). | | |overall. | | | | | | | | | | | | | | | | | | | | | | |Ask participants: |Each of the players had the best possible intentions: to serve his | | |What’s going through the minds of the |customers well, to keep the product moving smoothly through the system, | | |p layers? |and to avoid penalties. Each participant made well-motivated, clearly | | |What problems arose during the game |defensible judgments based on reasonable guesses about what might | | |playing? |happen.Still there was a crisis- built into the structure of the | | | |system. | | | | | | | |Most people try to explain reality by showing how one set of events | | | |cause another or, if they've studied a problem in more depth, by showing| | | |how a particular set of events are part of a longer term historical | | | |process. | | | | | | |Have the participants illustrate this for themselves by looking at their| | | |own â€Å"explanations† for events during the game. | | | | | | | |Take a particular incident in the game, for example a large surge in | | | |production requests at the factory, and ask the person responsible why | | | |they did that. | | | | | | |Their answer will invariably relate their decision to some prior | | | |decision of the person they supply or who supplies them. Then turn to | | | |that person and ask them why they did that. Continue this until people | | | |see that one can continue to relate one event to earlier events | | | |indefinitely. | | | | | | |Wholesaler/Distributor may say: â€Å"I am ordering four/fives times my usual| | | |order. Maybe the retailer is ordering so much because they can’t get | | | |any of the beer from me. Either way I have to keep up. I am dismayed | | | |the brewery had just stepped up production. How could they be slow? | | | |What if I can’t get any of the beer and they go to one my competitors? | | |The backlog costs due. I am afraid to tell the accountant what to | | | |expect. † | | | | | | | |Retailer may say: â€Å"I ordered more just to be safe and to keep up with | | | |the sales. I don’t want to get a reputation for being out of stock of | | | |popular beers.By the time I call my backlogged customers, I am sold | | | |out before I can sell a single new cas e. What is that wholesaler doing | | | |to me? Doesn’t he know what a ravenous market we have down here? I | | | |think of all the lost potato chip sales† | | | | | | | |Brewery may say: â€Å"Even after Week 14 I had not caught up with the | | | |backlogs.At Week 16 I have finally caught up but the distributors had | | | |not asked for any more beer at all? Why did the order mushroom and then| | | |die? † | | | | | | | |â€Å"The orders have finally arrived but what’s wrong with the retailers? | | | |Why have they stopped ordering? † | | | | | |Briefly describe what strategy you |After a few minutes (about 10) of discussion, look at the graphs of the | | |developed during the game for making |results. Ask them, â€Å"What commonalities do you see in the graphs for the| | |ordering decisions. |different teams? † | | | | | | | |Participants should see common pattern of overshoot and oscillation. | | | |This should be most evident in the effect ive inventory graph. | | | | | | |Get them to really see for themselves that different people in the same | | | |structure produce qualitatively similar results. Even though they acted | | | |very differently as individuals in ordering inventory result (there was | | | |free will), still the overall patterns (qualitative pattern) of behavior| | | |are similar. | | | | | | |This is a very important point–take as long as necessary to have them | | | |see it for themselves. | | | | | | | |Obviously at the factory, the Marketing Director will be blamed for any | | | |layoffs or plant closings that come out of this crisis – just as the | | | |wholesaler blamed the retailer and the retailer blamed the wholesaler | | | |and oth wanted to blame the factory. | | | | | | | |You might reflect at this point on what happens in the real world when | | | |such performance target oscillations are generated. The typical | | | |organizational response is to find the â€Å"person respon sible† (the guy | | | |placing the orders or the inventory manager) and blame him. | | | | | | |The game clearly demonstrates how inappropriate this response | | | |is–different people following different decision rules for ordering a | | | |generated oscillation. | | |Plot what you think was the customer |After having had them all see the extent to which different people | | |order over time (Chart 3) during the |produce similar results in a common structure, you then need to move on | | |game. |to what is usually the most powerful point made by the game: that | | | |internal structure not external events cause system behavior. | | | | | | |The way to make this point is to ask the following question: | | | | | | | |†All of you who were not retailers, or who otherwise have not found out | | | |what the pattern of customer orders was, what do you think the customers| | | |were doing? † | | | | | | | |Most people usually believe that customer demand was fluctu ating because| | | |they believe that the system fluctuations must have been externally | | | |driven. Most draw a curve which rises and falls, just as their orders | | | |rose and fell. | | | | | | |Get each of them (other than retailers) to see that they assumed | | | |fluctuating customer orders. | | |Retailer in your team to plot actual |Draw in each order rate graph the actual customer ordering pattern. The| | |customer order on the same chart. |small step from 4 to 8 orders should make a strong visual impression in | | | |contrast to the order rate fluctuations which often have amplitude of | | | |20- to 40-orders per week.Moreover, the sustained oscillations | | | |generated by the system contrast sharply to the absolutely flat customer| | | |order rate after the step at week 5. | | | | | | | |The Retailer may respond with: â€Å"The demand never mushroomed. And it | | | |never died out. We still sell eight cases of beer – week after week. | | | |But you didn’t send us the beer we wanted. So we had to keep ordering, | | | |just to make sure we had enough to keep up with our customers†. | | | | | | | | | | | | | | |This simple exercise of getting them to see how, contrary to their | | | |expectations, the internal system structure is completely capable of | | | |generating fluctuating behavior is the most profound lesson they can | | |Are the oscillations due to external |learn from the game. | | |or internal reasons? | | | |It is important that they see this for themselves, as a demonstration or| | | |an experimental result, which they did, not as an idea of which you're | | | |trying to convince them. In fact, the game is an experiment in very true| | | |sense. The result of oscillating behavior was not predetermined. | | | | | | | |The assumption that the system's problems are caused by the customer | | | |stems from our deeply felt need to find someone or something to blame | | | |where there are problems. | | | | | | |Initially after the game is over, many believe that the culprits are the| | | |players in the other positions. This belief is shattered by seeing that| | | |the same problems arise in all plays of the game, regardless of who is | | | |manning the different positio ns. Many then direct their search for a | | | |scapegoat toward the consumer. | | | | | | |But when their guesses are compared with the flat customer orders, this | | | |theory is shot down too. This has a devastating effect on some players. | | |In the last 20 years, the beer game |If literally thousands of players all generate the same qualitative | | |has been played thousands of times in |behaviour pattern the causes of the behaviour must lie beyond the | | |classes and management training |individuals. The causes of the behaviour must lie in the structure of | | |seminars. It has been played on five |the game itself. | |continents, among people of all ages, | | | |nationalities, cultural origins and |When placed in the same sy stem, people however different, tend to | | |vastly varied business backgrounds. |produce similar results. | | |Some had never heard of a production/ | | | |distribution system before; others had|In system dynamics we take an alternative viewpoint—that the internal | | |spent a good portion of their lives |structure of a system is more important than external events in | | |working in such businesses. |generating qualitative patterns of behavior. | | | |A system causes its own behaviour. In the game.The structure that | | |Yet every time the game is played the |caused wild swings involved the multi-stage supply chain and the delays | | |same crises ensue. First there is |intervening between different stages (refer Tools on ST), the limited | | |growing demand that can’t be met. |information available (refer Tools on TL) at each stage in the system, | | |Orders build throughout the system. |and the goals, costs, perceptions and fears (refer Tools on MM) that | | |Invent ories are depleted. Backlogs |influenced individuals’ orders for beer. | | |grow. Then the beers arrive enmasse | | | |while incoming orders decline. |These an be illustrated by this diagram: | | | | | | |By the end of the experiment, almost | | | |all players are sitting with large |Events | | |inventories they cannot unload –e. g. |(e. g. inventory backlogs and surges) | | |it is not unusual to find brewery and | | | |distribution inventory levels in the | | | |hundreds over hanging orders from | | | |wholesalers for 8-12 cases per week. Patterns | | | |(Panic behaviours / oscillations) | | | | | | | | | | | | | | | |Structure | | | |(only form of communication is through order slips, the use performance | | | |measures by inventory and order sizes and the effect of delays – from | | | |upstream) | | | | | | | |But also remember the nature of structure in a human system is subtle | | | |because we are a part of it and this means we often have the power to | | | |alter structures, which we are operating. | | | | | | | |How can such controlling structures be recognised? | | | | | | | |Characteristic pattern of order buildup and decline at each position, | | | |amplified in intensity as you move upstream from retailers to breweries. | | | | | | |Each position goes through an inventory-backlog cycle: first there is | | | |insufficient inventory and then there is too much. | | | | | | | |Assumptions of an external cause (e. g. the other players or the | | |Think of examples in your |customer) are characteristics of non-systemic thinking. | |organisations where you can apply | | | |these principles. When we feel: |How would such knowledge help us to be more successful in a complex | | |Too much work? |system – redefining your scope of influence? | | |Not enough information? | | | |Too many changes? |Each player adopts the simplest ordering policy possible – simply place | | |Not able to manage changes? |new orders equal to ord ers he received. When this strategy is followed | | |Someone is unfair to you? unswervingly by all the players, all positions settle into stability by | | |Customers are demanding? |Week 11. The strategy may generate persistent backlogs (may not be | | | |practical in real life as it invites competitors to enter the market) | | | |but it eliminates the buildup and collapse in ordering and the | | | |associated wild-swings in inventories. In 75% of teams that play the | | | |game, the â€Å"no strategy† position have a lower total cost. | | |Most players see their job as â€Å"managing their position† in isolation | | | |from the rest of the system. What is required is to see how their | | | |position interacts with the larger system – your influence is broader | | | |than simply of your own position. | | | |You pay close attention to own inventory, costs, backlog, orders, etc. | | | |(events).You respond to new orders by shipping out beer. What this | | | |view misses, is the ways that your order influences your supplier’s | | | |behaviour. Which in turn might influence yet another supplier’s | | | |behaviour. For example, if they place a large number of orders, they | | | |can wipe out their supplier’s inventory, thereby causing their | | | |supplier’s delivery delay to increase.If they then respond by placing | | | |still more orders, they create a â€Å"vicious cycle† that increases problems| | | |throughout the system (see below). Players that share the systems | | | |viewpoint tends to win – in order for you to succeed others must succeed| | | |as well. | | | | | | | |Causal Diagram of effect of systemic structure downstream & delays | | | |upstream | | | | | | | | | | |(see overleaf) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |What do you believe to be the causes |This is a good point to introduce learning disabilities and our ways of | | |of these problems? thinking in an organization: | | | | | | | |Fixation on events – Each player focuses on events giving very little | | | |power to alter the course of events at a structural or strategic levels. | | | |I am my position – because they â€Å"became their positions†, people do not | | | |see how their own actions affect the other positions. | | |The enemy is out there – The game reveals the problems originate in | | | |basic ways of our thinking and interacting, more than in peculiarities | | | |of organisations and policy. Often when problems arise, people quickly | | | |blame each other – â€Å"the enemy† becomes the players at the other | | | |positions, or even the organization structure and polices and/or | | | |customers. | | |The illusion of taking charge – when they get â€Å"proactive† and place more| | | |orders, they make matters worse. | | | |The pa rable of the boiled frog – because their overordering builds up | | | |gradually, they don’t realise the direness of their situation until its | | | |too late. | | | |Delusion of learning from experience – by and large they don’t learn | | | |from their experiences because the most important consequences of their | | |actions occur elsewhere in the system, eventually coming back to create | | | |the very problems they blame on others. | | | |The Myth of the Management Team – the teams running the different | | | |positions become consumed with blaming the other players for their | | | |problems, precluding any opportunity to learn from each others’ | | | |experience. | | |What could we do to potentially change|Analysis using Levels of Perspective tool: | | |the behaviour observed in the game? Espoused Vision: Everybody working as a team | | | |Vision-in-Use: I am my position | | |Check-up the Vision-Deployment Matrix. |Systemic Structure-in -use: No communications, minimising losses for | | | |one’s position and overanticipating the orders | | | |Patterns-in-use: Are not able to meet orders in time and having to deal | | | |with delayed productions and over-doers in the long-run. | | | |Events: Is constantly reacting leading to frustrations and burnouts in | | | |the long-run. | | |Desired Systemic Structure: First, wait patiently for the beer that you | | | |have ordered but because of the delay, it has not yet arrived. Second, | | | |don’t panic. It takes discipline to contain the overwhelming urge to | | | |order more when backlogs are building and your customers are screaming. | | | |Without the discipline, you and everyone will suffer. Third, assume a | | | |†No strategy† approach can actually work. | | |Shift in prevailing assumption of what is required of us for creating | | | |fundamentally different organisations; from: | | | |Firstly, a perspective of â€Å"the system we are trying to change is out | | | |there and we (as change agents) are trying to fix it† to â€Å"we and the | | | |system are inextricably linked together†. | | | |Secondly, a perspective of serving the team rather than the â€Å"individual†| | | |is who counts here; watch out for Number One! | SUPPLIES CHECKLIST PER TEAM: |3 TEAMS |4 TEAMS |5 TEAMS |6 TEAMS | |Game Board |3 |4 |5 |6 | |Single Chips |600 |840 |960 |1200 | |Ten Chips |90 |120 |150 |150 | |Customer Deck (1) |3 |4 |5 |6 | |Order Slips (200) |600 |800 |1000 |1200 | |Graphs (4) |12 |16 |20 |25 | |Record Sheets (4) |12 |16 |20 |25 | |Pencils (4) |12 |16 |20 |25 | |Calculators (4) |12 |16 |20 |24 | |PER SESSION: |Masking Tape | |Four-color markers per team | |Magic Markers | |Debriefing Book | |Flip Charts | |Either white board to hold charts for each organization or space on a blank wall | |Previous game graphs | |Table set ups | [B]- Items are not available with the game set. Please provide required sets. [I] - Items are not available with the game set. Please make required number of copies. MOCK GAME BOARD [pic] Table 1: Cost of Inventory and Backlog Team Name: _______________________ Circle your position:WholesalerRetailerDistributorFactory Wk | | |INV 1 = | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | Graph 1: My Inventory (including Backlog) Team Name: _______________________ [pic] Graph 2: My Orders Team Name: _______________________ [pic] Graph 3: My perception of orders by customer Team Name: _______________________ [pic] The Beer Distribution Game An Annotated Bibliography Covering its History and Use in Education and Research Prepared by John D. Sterman Sloan School of Management Massachusetts Institute of Technology Cambridge, MA 02139 (617) 253-1951 (voice); (617) 253-6466 (fax); [email  protected] edu (email) April 1992; revised July 1992 The Beer Distribution Game dates to the earliest days of system dynamics.The game has been used for three decades as an introduction to systems thinking, dynamics, cumputer simulation, and management. It has been played by thousands of people, all over the world, from high-school students to CEOs of major corporations. The references below provide useful information for those who want to follow up the experience of the game. These works describe the history of the game, the equations for simulating the game on a computer, the success of organizational change efforts based on the original model embodied in the game, the psychological processes people use when playing, and even how these processes can produce chaos. * ? Forrester, J. W. (1958) Industria l Dynamics: A Major Breakthrough for Decision Makers.Harvard Business Review, 36(4), July/August, 37-66. The first asrticle in the field of system dynamics. Presents the production-distribution system as an example of dymanic analysis of a business problem. Reprinted in Roberts (1978). ? Forrester, J. W. (1961) Industrial Dynamics. Cambridge, MA: MIT Press. Contains a description of an early version of the Beer Distribution Game ? MacNeil-Lehrer Report, (1989) Risky Business – Business Cycles, Video, Public Broadcasting System, aired 23 October 1989. Videotape showing students in John Sterman's Systems Dymanics course at MIT playing and discussing the Beer Game. Relates the game to boom and bust cycles in the real world.Excellent in debriefing the game, and helpful to those seeking to learn how to run the game. Copies available from System Dynamics Group, E60-383, MIT, Cambridge MA 02139. ? Mosekilde, E. , E. R. Larsen & J. D. Sterman (1991). Coping with complexity: Determini stic Choas in human decision making bahavior. In J. L. Casti & A. Karlqvist (Eds. ), Beyond Belief: Randomness, Prediction, and Explanation in Science, 199-229. Boston:CRC Press Shows how simple and reasonable decision rules for playing the Beer Game may produce strange nonlinear phenomena, including deterministic chaos. ? Radzicki, M. (1991). Computer-based beer game boards. Worcester Polytechnic Institute, Dept. f Soc Sci and Policy Studies, Worcester, Ma 01609-2280 Beer game boards in PICT format for Macintosh computers available on disk for $5. 00; all proceeds go to the System Dynamics Society. ? Thomsen, J. S. , E. Mosekilde, & J. D. Sterman (1992). Hyperchaotic Phenomena in Dynamic Decision Making. Systems Analysis and Modelling Simulation, forthcoming. Extends earlier papers by Moskilde, Sterman, et al. to examine hyperchaotic modes in which the behavior of the beer distribution system may switch chaotically among several different chaotic attractors (for afficionados, †Å"hyperchaos† exists when a dynamical system contains multiple positive Lyapunov exponents). ? Roberts, E. B. , ed. (1978) Managerial Applications of System Dynamics.Cambridge, MA: Productivity Press. Excellent anthology of early-applied system dynamics work in organizations, including analysis of efforts to implement the results of the model which led to the Beer Game. ? Senge, P. (1990) The Fifth Discipline. New York: Doubleday. Excellent non-technical discussion of the Beer Game, and systems thinking principles generally. ? Sterman, J. D. (1984). Instructions for Running the Beer Distribution Game. D-3679, System Dynamics Group, MIT, E60-383, Cambridge, MA 02139. Explains how to run and debrief the Beer Game, including layout of boards, set up, play, and discussion. Incorporates debriefing notes by Peter Senge.Some people have found this document, in conjunction with the MacNeil/Lehrer video and plenty of practice, is sufficient to enable them to lead the game successfully. ? Sterman, J. D. (1988). Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiemnt. Management Science, 35(3), 321-339. Detailed analysis of Beer Game results. Examines why people do so poorly in the Beer Game. Proposes and tests a model of the decision making processes people use when playing the game and shows why they do so badly. Additional information on systems dynamics, including publications, simulation games, management flight simulators, journals, etc. is available from John Sterman at the address above. *If you know of additional publications which discuss aspects of the game not ncluded in this bibliography please send a copy to John Sterman at the address above so they can be incorporated in future releases of this bibliography. ———————– [1] Order fulfilled Cost Storage] Total Inventory Balance(w=t) = Inventory Balance(w=t-1) + New Inventory Received(w=t) [2] Balance Inventor y After fulfilling Order(w=t) = Total Inventory Balance (w=t) – Order Fulfilled (w=t) [3] Cumm Backlog (w=t) = New Backlog (w=t) + Unfulfilled Cumm Backlog(w=t-1) ———————– Reta

Design an org Term Paper Example | Topics and Well Written Essays - 500 words - 1

Design an org - Term Paper Example It will be a non-profit organization that seeks to popularize space sports because of the perceived benefits of the same. In that connection, it will have a vibrant marketing team to recruit followers and a finance department to track expenditure and other financial implications. Finally, there will be a technical team to advice on the realities of playing basketball in outer space. In outer space, there is little gravity (Asimov, 2006). As such, the rules that apply to basketball on earth cannot apply to Mars. For example, since there is no gravity on Mars, one of the rules will be that that basketball passes through the ring from below and not from above. There also needs to be a rule on the standard basketball court applicable in outer space (Labossià ¨re et al., n.d). Most likely, it should be an enclosed structure with a ceiling to decelerate and stop the ball when it goes up. There could also be more points for an opponent who rescues a team member stuck on the ceiling because they jumped too high. All conflicts arising from outer space basketball will be directed to this body. Inevitably, human interactions are known to be incubators of discord. Any emerging differences will be reconciled in a hearing presided over by the Federation. The Federation will also be tasked with the responsibility of generating a calendar of activities throughout the year. Various tournaments will be organized, planned and executed in the year. Strict adherence to the annual events will fully integrate the sport in the society and create its indispensability. It is very unfortunate that there is very little that happens in outer space in the form of entertainment. Entertainment is necessary to rejuvenate the spirit after a hard day. It could even be a disincentive for more scientists to explore the universe. The Federation will seek to add glamor to space visits. The goal of tourism is poised to be a long-term economic breakthrough for interested

We are what we read Essay Example | Topics and Well Written Essays - 500 words

We are what we read - Essay Example In order to read, many people prefer a silent environment that is free from disturbances. These individuals get used to being alone and secluded, resulting to anti social behavior. When people spend more time reading books than interacting with people, they generally become prone to solitary lives. This kind of people will have challenges interacting with others and will prefer spending their time reading than interacting with people, thus undermining the importance of maintaining healthy relationship with others. When reading, one encounters a large number of characters in the book being read. For the reader to be able to flow well with the stories, the reader needs to remember all the characters involved in the book. Exercising this ability to remember huge volumes of details about characters in a book ends up improving the memory of the reader. Many readers will end up enjoying a good short term memory, which makes them better placed to remember the faces and names or people they meet. In relationships, such memory enables readers to be able to remember the birthdays of their loved ones as well as the anniversaries, making them better lovers. According to Portillo PenÃŒÆ'a (2008), the urge to read more books increases when the reader is able to practice what they have read on their day to day life, making them reader eager to experiment with the information acquired. As a result, their behavior in hampered and they tend to be addicted to books to an extent of searching for answers to everything they are facing in books. This is however beneficial to the readers, since they will be in a position to use other people’s experience to solve their own problems and thus reducing the time taken to make decisions as well as the uncertainty of making uninformed action. The most productive individuals in the work place are the ones who are able to

Motivational Methods Paper Essay Example | Topics and Well Written Essays - 250 words

Motivational Methods Paper - Essay Example Process theories are equity and objective-setting methods that provide guidance and insight on how employees make decisions to work hard or not, depending on their personal preferences. An administrator should understand that workers should feel safe in their working environments, particularly when modifications like downsizing are required (Buchbinder & Shanks, 2012). In such a situation, most workers tend to quit their jobs or put less effort when performing their duties. An administrator is obligated to remove this alleged negative imbalance. For motivational purposes, workers should be guided to have a relaxed mind and understand that the downsizing process will affect every individual. Visible rewards will be provided to boost the morale of employees. The approach will improve the quality of their work. According to expectancy theory, the drive to work is based on the association between expectation and valance. Managers should understand that employees are motivated by accomplishing set objectives and retaining visible rewards to boost their valances (Lombardi & Schermerhorn, 2007). Consequently, it is necessary to create a relationship between efforts, performance, and results that workers value. Administrators can also employ stakeholder mapping when downsizing their departments. It involves the identification of those responsible for bringing change. Every worker should be informed about the external contributors to this modification (Zelman, McCue & Glick, 2009). For instance, a registration department can have two financial analysts. One may be dealing with in-patients and the other outpatients. However, it would be appropriate for a manager reduce the number of financial analysts to one since they perform similar tasks. A severance pay and other benefits should be offered to the employee affected by downsizing. Process theories, expectancy theory and stakeholder mapping are fundamental theories that managers

Symphony Number 6 Essay Example | Topics and Well Written Essays - 500 words

Symphony Number 6 - Essay Example There were also periods where the focused instrument was of a low note. This, I think, suggested apathy, boredom or relaxation. The focus on the different instruments, giving each equal times of attention, made a variety of emotions. I liked this part the most because of the roller coaster of emotions. Especially because it captivates you from the slow and soft start to the faster and more forceful finish. The Das Lied von der Erde was of a different flavor. The melody gave a sad, tragic and sometimes scary feeling which was reinforced by the poem Das Trinklied vom Jammer. The harmony, which I observed had longer and more dragging notes, was matched with the sad poem to create despair. The slower tempo I felt was intended to give a sinking feeling. The start was with a more calm yet sad which was slowly built up to give the intense hurt. This hurt was better felt because of the stress the sudden change in dynamics. It was a different feeling than that of Le Matin but I say of equal beauty.

Nothing has color, color is false truth Term Paper

Nothing has color, color is false truth - Term Paper Example Through such introduction, our mind captures such information and is recoded in our minds, only to be retrieved later when the information is needed. The existence of colors on an object may be therefore an illusion as it does not exist in an object. In this thesis paper, a deeper examination is carried out on the validity of claiming that colors dont exist through an evaluation of numerous arguments on the same through past and current studies. Through numerous studies on colors, philosophers have argued on the existence of colors in an object, especially on skeptics of color on whether it exist or not. In my view, through what we learn about colors, an interpretation of the same is usually reflected immediately we the object associated with color. In the case of a tomato as discussed by Charles Landesman, the color red is used as a sample to explain on the assumption we tend to have color. To our understanding, we even anticipate on what we expect to see through our assumptions on what color is associated with which object. In this case, the belief that tomatoes are red is skeptical as this can be criticized through the underst anding our mind on the reason to which tomatoes may lack a color to be associated with (Werner p.215). Through the use of biological science, numerous scientific explanations can be used to explain the reasons we tend to perceive, that tomatoes are red in color. Similarly, there are several cases where our brain tends to give feedback that is direct to what we want to see. In most cases, this is based on the argument that when we set our minds in particular manner, we tend to get a similar interpretation of an object. In regards to a tomato being red, the chemical reactions of an object and the reflection of light may give a different meaning of an object. The majority of people may suggest on what they want to see, rather than the reality of an object. We tend to perceive things through our past experiences, especially on what has

Art History Essay Example | Topics and Well Written Essays - 1000 words - 8

Art History - Essay Example He incorporated classical elements such as round arches instead of the common pointed ones resulting to fully-scaled figures. These figures were relied in formation of compositions in Roman. Later, Glovanni, Pisano’s son, introduced a contrasting version of art by arranging figures loosely and dynamically creating excitement in the evolving art motion (Kleiner, 23-30). Painting architecture during ancient Italy patronage system was the influence by the fall of Constantinople in 1204. One of the leading painters, Bonaventura used oil to paint on wood focusing on church figures such as saints. Biblical narratives were a great source of influence in painting which led to the construction of churches in the 13th century. This led to development of laypersons in the 14th and 15th century who dedicated themselves to strict religious observance (Kleiner, 37-40). Between 14th and 16th century training to become a formal artist became a necessity through which an individual acquired membership in the appropriate guild. Humanist and artist Leon Battista Alberti set the rules governing the art of painting. Pietro Lorenzetti contribution pictorial realism in 14th century incepted a new feature in arts. Flemish painters were evolving new methods in oil painting that permitted them to paint human beings and substance in amazingly life like way, using palettes of vivacious descriptions. Prior to this, arts were religious in character. Structural innovation, involving careful inspection of what lay directly before an artist eye started taking place. Artists introduced illusionistic representation in fashion and visual form all societal concerns (Kleiner, 43-57). Inclusion of secular them in art work was a reflection of the evolving societal. With seclusion of laymen and women strictly following religious doctrines, other societal members relied on artwork to express their views on religion and the world (Kleiner, 60-77). Throughout the fourteenth,

Gambino Cleaning Products Salesman System Specification Essay Example for Free

Gambino Cleaning Products Salesman System Specification Essay A new system of calculating and reporting on cleaning products salesmen is to be designed and implemented. Cleaning products salesmen commission is based on a set of data which is the monthly sales of cleaning products sold by the salesmen. Objectives The new system must: * Be automated as far as possible, needing no thorough knowledge of spreadsheets, databases or any other software in order to operate it. * Have fitted controls to ensure precision and completeness of data input. * Take into account commission payments from monthly sales. * Print commission reports for each of the salesmen, and a summary report showing total paid to each salesman and overall total. * Include an option to delete commission records previous to a given date so that the file does not increase for an indefinite period. The proposed new system can be shown in a level 0 data flow diagram as follows: A level 1 Data Flow Diagram of the proposed system is as follows: User functions 1. The Commissioning Salesman in the Sales Department will be responsible for entering all details of new cleaning products salesman and new products. 2. An Accounts clerk will have special responsibility for the commission system. 3. The Accounts clerk will enter each month the sales of each product, giving quantity sold and gross sales value (i.e. quantity X cover price). 4. Every 6 months, the Accounts clerk will produce the Commission reports for each cleaning products salesman. This will show the commission that has been earned in the previous 6 months. A payment is then recorded and a cheque issued to each cleaning products salesman to whom commission is due, together with the Commission statement showing sales details, and the statement from the Accounts system the total amount due. Database specification Menu structure The many functions of the Commission System will be accessed by means of a front-end menu, which will have the following structure. The data model There are three main entities in this system related in the entity relationship diagram shown below. Because a many-to-many relationship cannot be applied in a relational database, an additional entity named Salesman/Product is introduced. The ERD can now be drawn as follows: The database for Gambino cleaning products salesman system specification will have the following tables: tblSalesman (SalesmanID, Surname, FirstName) tblProduct (ProductID, ProductName, SalesTeam, Price) tblSalesman/Product (ProductID, SalesmanID, StandardCommission, BonusCommission) tblSales (SalesNumber, ProductID, Date, QuantitySold, GrossValue) Name Type Meaning Range Where Used tblSalesman Table Salesman Table tblProduct Table Product Table tblSalesman/Product Table Salesman/Product Table tblSales Table Sales Table SalesmanID Text (5) Unique ID Primary key in tblSalesman Foreign key in tblSalesman/Product Surname Text (20) Salesmans Surname tblSalesman Firstname Text (15) Salesmans first name tblSalesman ProductID Text (5) Unique product code Primary key in tblProduct Foreign key in tblSalesman/Product ProductName Text (40) Product title tblProduct SalesTeam Text (40) All salesman who sell a product tblProduct Price Currency Product price tblProduct StandardCommission Number Percentage commission on each product sold 1-10 tblSalesman/Products BonusCommission Number Bonus percentage commission on each products sold 11-20 tblSalesman/Products SalesNumber Number 1=Standard commission 2=Bonus Commission 1 or 2 tblSales QuantitySold Number Number of products sold tblSales GrossValue Currency Data Dictionary Input Specification Three input forms will be required. frmProducts This will be used to enter product details. frmSalesman This will be used to enter details of a salesman and all products on which they receive commission. The commission percentages for each product will be entered in a subform of the main form. Validation methods: The Product ID will be selected from a drop-down list of existing Product IDs. Once a Product ID is entered, the product name will be automatically displayed. frmTransaction This form will be used to enter transactions. Validation methods: Only valid dates will be accepted. The Product ID will be selected from a drop down list of existing Product IDs. Once a Product ID is entered, the product name will be automatically displayed. Selecting a radio button so that only a valid alternative can be selected will choose the transaction type. Process Specification Commission Calculations To calculate the commission for a given transaction, a query has to be performed to combine attributes from tblTransaction, tblProduct, tblProduct/Salesman and tblSalesman. The calculation of the commission is performed as follows: If TransactionType = 1 (i.e sales) ThenRate = StandardCommissionRate ElseRate = BonusCommissionRate endif Amount = Rate * GrossValue These processes will be carried out in qryCommission. This query will be the source of both the commission report and the summary report. Maintenance Each year, transactions prior to a given date will be removed from tblTransactions. This prevents the transaction file from becoming too large and slowing down the system. The maintenance will be carried out as follows: Run a Delete query to delete records from tblTransaction. Test Plan Tests will be carried out using valid and invalid data and data at the extremes of acceptable values.

Sexual Harrasment Essay Example for Free

Sexual Harrasment Essay He is trying to make her feel if she doesn’t continue the relationship with him it will cause a big problem and will spoil her name in society. He is forcing her to continue the relationship only with him. Linda offers sexual favors to her professor in order to get a passing grade. The professor agrees, and Linda receives a passing grade. Even though Linda offers sexual favors without professor compulsion, this is also a Sexual Harassment. Because, the professor is making use of Linda’s need to get passing grade. It clearly shows that Linda will get only passing grade if she does the sexual favor. A demand or request for sexual favor to do anything is clearly a sexual harassment. Mary, a supervisor, asks her male employee, Stan, to join her for dinner so they have will some quiet time away from the office to go over his performance evaluation. We are not clear about the intention of Mary here. If Mary really asks Stan to join her for dinner to discuss his performance evaluation it is good. Even if she discuss about performance, if she force Stan to join her for dinner it is harassment. It seems like, if Stan joins her for dinner, then only she is willing to go over his performance evaluation. Bob, a supervisor, makes comments about on a regular basis to his secretary, Susan, about how she is dressed for the day. Comments about clothing, personal behavior, or a person’s body are also one form of Sexual harassment. Bob’s comments on Susan’s dress for the day are Verbal Sexual Harassment. A customer in a restaurant grabs the rear end of a waitress. She complains about the customer to the manager, who says, â€Å"Ignore it, you’ll probably get bigger tip. Manager asking his waitress to ignore it for bigger tip is clearly the sexual harassment. Because, Manager is not willing to lose his customer on behalf of this and he is also encouraging these things to happen. Don posts pictures of scantily clothed women on his office walls. This is a more pervasive form of sexual harassment involving work conditions or behavior that make the work enviro nment hostile for the woman to be in. Display of pornography or sexist/obscene graffiti is an example of a hostile work environment. This is also one of the forms of Sexual Harassment.

Evidence Law Burden of Proof

Evidence Law Burden of Proof The legal or persuasive burden of proof is defined as the ‘burden of persuading the tribunal of fact, to the standard of proof required and on the whole of the evidence, of the truth or sufficient probability of every essential fact in issue’. In our scenario, the claimant will bear the legal burden of proving each element of his claim and this entitles him to call evidence first, giving evidence through witnesses, who will also be cross-examined. The legal burden of proof can only be judged in the light of all the evidence presented in a case, and this can only be done once the defendants have also presented their case. The prosecution has the legal burden to prove its case beyond reasonable doubt and to disprove beyond reasonable doubt the defences that an accused raises. In simple terms, there is an obligation of proving or disproving facts at issue. The burden is ‘legal’ in the sense that it is imposed by a legal rule and ‘persuasive’ in the sense that the party bearing the burden will lose on that issue if he fails to discharge the burden by persuading the tribunal of fact to the relevant standard. In Jayasena, Lord Devlin said that the prosecution discharges the evidential burden â€Å"â₠¬ . In Ching, reasonable doubt is described as a doubt to which you can give a reason as opposed to a mere fanciful sort of speculation. The evidential burden of proof is the burden of adducing evidence fit for consideration by the jury and there is the need to adduce sufficient evidence to satisfy a judge that the matter can be left to the jury to decide. There is an obligation upon both prosecution and defence to present sufficient evidence in support of their case. If the defence fails to discharge the evidential burden, the judge relieves the prosecution from the burden of disproving it. According to Lord Devlin, this requirement may be conveniently called ‘evidential burden’. The prosecution does not have to disprove every possible defence in advance, so if a party has an evidential burden, it does not mean that they actually have to prove anything. The prosecution discharges the evidential burden by establishing a prima facie case, that is enough evidence to entitle, but not compel, the tribunal to find in favour of claimant, had it been no further evidence. In this case, the claimant has thereby defeated a submission of ‘no case to answer’, while the defendant is not obliged to give evidence or call any witnesses. In established the principle of ‘golden thread’, according to which ‘throughout the web of the English Criminal Law one golden thread is always to be seen, that it is the duty of the prosecution to prove the prisoner’s guilt’. Where the accused pleads one of the exceptions, insanity, he bears the persuasive burden which is discharged on a balance of probabilities. However, if the defendant’s defence involves pleading issues, such as non-insane automatism, provocation or self-defence, the onus of disproving them rests on the prosecution. This formulation creates dif ficulties to juries as to the nature of reasonable doubt. As a result, a second formulation was put forward by Lord Goddard, the ‘satisfied so that you feel sure’. In Summers he stated ‘ if the jury told that it is their duty to regard the evidence and see that it satisfies them so that they can feel sure when they return a verdict, that is much better than using the expression ‘reasonable doubt’. When the defence bears the legal burden on an issue, they must prove it on balance of probabilities , as illustrated by Lord Denning in Miller. As the prosecution must disprove the defence ‘beyond reasonable doubt’, the defendant is required to demonstrate to a judge that a jury might have a reasonable doubt as to whether his defence will be disproved by the prosecution. The evidential burden will have been discharged if the defence was ‘a reasonable possibility’ worth leaving to the jury to consider, but not if ‘no reasonable jury, properly directed as to the law, could fail to find the defence disproved’. Therefore, the defendant must to call witnesses or give evidence to substantiate any defence and then it is for the prosecution to illustrate beyond reasonable doubt that the defendant did not act in self-defence and acted with the necessary mental element. Question 2 a confession is defined as inclusive of any statement that partly or wholly adverse to someone who made it, whether made to someone in authority or not, or made in words or otherwise. A confession may be oral, in writing, by conduct or in any other way of communicating information. As stated in, if the defendant accepts an accusation made by the victim of the crime, or by someone else who is on an equal footing, then to the extent that he has accepted it, the statement becomes his own. However, any breach of the procedure may be used as ground for excluding a confession. First, as soon a police officer has grounds to suspect that a person has committed an offence and wishes to question him, the necessary steps needs to be follow, including access to legal advice, as anything said is considered as evidence under. The admissibility and relevance of a confession are questions to be decided by the judge, whereas the weight to be given to the confession is a question for the jury. The defendant cannot be compelled to testify as this may be regarded as a breach of the legal procedure. If the witness is wrongly compelled to answer such a question, his answer may not be admitted as evidence against him at his later prosecution. Under the defence may represent to the court that the confession may to be obtained by suasion and should automatically excluded, even if it turns out to be true. As defined in the method of questioning may amount to oppression. For example, in the deliberate misuse of the truth about the defendant’s mother health by the police could amount to harsh or improper treatment and therefore oppression. Finally, the Court of Human Rights restated the importance of the right to silence and privilege against self-incrimination under Article 6 ECHR regarding access to justice and fair procedure. Pursuant, there is the legal advice privilege, according to which communications passing between lawyer and client, materials prepared for the purposes of litigation and advice given are privileged. To quote the words of Lord Taylor, ‘’, being sure that nothing will be revealed without his consent. It arises out of a relationship of confidence between lawyer and client. Thus, the privilege must prevail over purely procedural subordinate legislation. The only limitations imposed are in relation to the relevant legal context as held in Balabel and Three Rivers. Finally, it is submitted that no breach of confidentiality and no loss of privilege is involved when they are present during interviews or involved in preparing or transmitting communications with the client. Question 3 Opinion evidence is not admissible because it is for the tribunal of fact, and not for the witnesses, to form its opinion on the evidence. They must confine themselves to their personal perception of facts and not make any inferences from those directly observed facts. The opinion of expert-witnesses is helpful when the jury or the judge are unable to form an opinion based on bare facts and require additional expert assistance or when matters arise which concern other sciences or faculties. Although the ‘helpfulness principle’ of an expert witness has been criticized , expert opinion evidence to be admissible it must be able to provide the court with information which is probably outside of jury’s or a judge experience and knowledge, but it must also be evidence which gives the court the help it needs in forming its conclusions. There is no closed category where evidence cannot be placed before a jury, as ‘it would be wrong to deny to the law of evidence the advances to be gained from new techniques and new advances in science’ . An expert’s opinion in order to be reliable it have to be illustrated by admissible evidence. In Hodges was held that part of an expert’s experience and expertise might lie in his knowledge of unpublished material and in his evaluation of it. In R v Gilfoyle, the court suggested that if an opinion given by an expert may not be independently reconsidered by any criteria, this may to hinder its admittance. This is why provides that a jury shall not to make a determination [on unfitness to be tried]†¦except on the written or oral evidence of two at least medical registered practitioners. In our scenario, Dr. Khan’s opinion will not be admissible in evidence, because the method used is an innovative one, which cannot be independently reviewed yet and in any case it is essential that another registered medical practitioner confirms Dr Khan’s opinion. Question 4 (a)provides that ‘any person who without legal authority or presumable excuse and whereof the proof shoul lie on him, has into his possession any offensive weapon in any public area shall to be regarded guilty of violation †¦Ã¢â‚¬â„¢. In R v Williams , it was concluded that imposes a legal burden on the defendant and it was then for the prosecution to make the jury sure that the appellant was not aware and did no has any reason to be suspected that it was readily convertible. Pursuant toan imitation weapon is one that looks as a such weapon; and it can be easily be converted into a weapon which a shot may be discharged. S. 1(6) mentions ‘readily convertible’ as requiring someone without special skills to converting it and for the work involved no tools or outfit other than such as are in common use by individuals performing manufacture and maintenance works in their own homes. The burden of proof on the defendant relies on the plea of diminished responsibility, as per section William has the legal burden of proof and to establish, on the balance of probabilities, that he has not been aware that the imitation firearm could be converted to fire live ammunition and thus he had no intention to use it and thus he may be able to rely upon this defence at trial. (b)In Bowers , it was held that clearly allows an adverse inference to be drawn from silence at a police interview where an accused had not given evidence, as to hold otherwise would permit an accused to preclude the drawing of such inferences by choosing not to give evidence. permits conclusion to be assumed when a accussed remain silent at the time he questioned. , the defendants silent was inadmissible, but the jury had to conclude to an unfavorable conclusion because of defendants silence at charge according to section 34(1)(b). Subsequently, this section cannot be applied to William case. In criminal proceedings, the general rule is that everybody has to be regarded innocent until guilty is proven. The prosecution has to illustrate that the defendant committed an offence by establishing ‘beyond reasonable doubt’ all elements of the violation. permits the jury and the court to conclude to such presumptions as may be regarded proper from the defendant failure or refusal to give evidence and answer any question without good reason. Conclusion is not permitted when the court understands that the mental or physical condition of the defendant makes him undesirable to provide evidence. Based on the 5-step test established in Cowan , if jury’s conclusion show that the silence only can appreciably be ascribed to the defendants no answers or none that would stand up to cross-examination, they may conclude to an hypothetical presumption. Also in , it was held that a jury had not directed that reasons might be provided for not giving other evidence than the in ability to explain or answer the prosecution case. Therefore, ay be able to be applied in our case. (c)Where a suspect disputes identification, the prosecution will have to prove that the defendant is, beyond all reasonable doubt, the person who committed the offence. This is because it has not been clear so far whether the statement that the accused person was the person who committed the offence is admissible as evidence, or merely evidence confirming the evidence of the identifying witness at trial. According to the admissibility of a witness statement about identification is based on whether the evidence are given to the best of his belief and he states the truth. Building on that, the Court of Appeal in Turnbull provided guidance regarding disputed identification evidence and specified that a mistaken witness possible can be persuasive, but notice is required if the prosecution depends fully on the regularity of the identification of the defendant which the defense claims to be incorrect. Also the jury must take into account all the conditions in which identification was made, such as distance, light, impediments, witnesses’ previous accusations and the time between original observation and formal identification. In our scenario, given the circumstances at the night of the crime, William can argue based on Turnbull that there is a high probability that the witnesses’ statement may be not accurate as they cannot be absolutely sure about what they saw.

Comparitive Essay On Ladies Shoes :: essays research papers

Shoes have always been something that women want to go shopping for. Over the latter part of this century, it has become more likely for women to buy many shoes because of the growing diversity of shoe fashion. Shoe manufacturers have taken advantage of this growing diversity to create as many types of shoes as they can. Ladies shoes can be classified into three categories: cheap shoes, moderately priced shoes, and expensive shoes.   Ã‚  Ã‚  Ã‚  Ã‚  The first types of ladies shoes are the cheap shoes. First, cheap shoes usually cost anywhere from twenty-five dollars to around sixty dollars. They are often on sale because of large quantities stocked by department stores. These shoes are often sold out during sales because their prices are marked down considerably to make room for the next shipment of cheap shoes. Secondly, cheap shoes are low quality. Cheap shoes have very bad workmanship, for example: they are easily ripped or torn, the soles often are not glued properly to the shoes, and each pair of shoes is a slightly different size. When cheaper shoes are manufactured the companies use very cheap material such as: low grade plastic, foam, imitation leather, and coarsely woven fabric. Cheap shoes are generally not very comfortable at all. Next, cheap shoes come in styles to appease to the economical customer. These customers are generally the very young and the very old, or those who cannot afford shoes th at are more expensive. The most common styles for cheap shoes are the slippers and the very low-heeled shoes for old women, and the high platforms that appeal to younger women.   Ã‚  Ã‚  Ã‚  Ã‚  Moderately priced shoes are the second types of shoes. Firstly, moderately priced shoes can cost anywhere from sixty dollars to ninety-five dollars. They go on sale from time to time. They go on sale because the manufacturer has stopped producing that particular style of shoes, and the few sizes that are left in the store need to be sold in order to make room for the next line of moderately priced shoes. In addition, the quality of moderately priced shoes is generally far better than that of cheap shoes. The workmanship of moderately priced shoes is fairly good, for example: less manufacturing defects, better craftsmanship on glued parts, and the shoes are more structurally sound than cheap shoes. Moderately priced shoes use higher quality materials in their shoes, such as leather for the upper portions of the shoes.

Essays --

Bipolar disorder is classified as a chronic illness that may require a life-long treatment plan to keep under control. Bipolar disorder is also known as manic-depressive disorder. A person that has bipolar disorder can experience drastic variations in their moods ranging from manic highs to depressive lows. Bipolar experiences can vary all depending on the individual. Through this paper we will look at the influences, causes, symptoms, and treatments of this disease. Over two million Americans are diagnosed with bipolar disorder. This rise in diagnosis of bipolar disorder is contributed to the inaccurate diagnosis of this disease. To begin to understand bipolar disorder, knowing the two main categories Bipolar I and Bipolar II is a must. Bipolar I disorder is the state of this disease where the individual diagnosed has high depressive manic cycles. The individual displays feelings of increased socialization, talkativeness, self-importance, and impulsivness. People experiencing this manic-depressive state often sleep for a few hours. This sleep deprivation can cause these individual's depression to spike causeing them to be very angry and irritable. Patients with Bipolar II display a form of mania called hypomania. Unlike Bipolar I, individuals diagnosed with Bipolar II have low energy levels, hypersomnia, and fatigue easily. Bipolar disorder is extremely dynamic in the sense that it does not just affect the individuals mood. Bipolar disorder affects patient's ability to manage feelings, it takes a toll on their mind and body, and bipolar disorder makes it extremely difficult to cope with everyday life. This disease causes major psychological pressure. Bipolar disorder does not discriminate among race, ge... ...isodes. In other cases, episodes can be directly related showing seasonal patterns. These cases are called "rapid cyclers" meaning four episodes within twelve months. In patients with Bipolar I the disease usually starts with a manic episode. The manic episodes that the individual has outweighs the depressive episodes. In Bipolar II patients suffer from sever depression. They might undergo slight manic episodes, but depressive episodes do outweigh them. In mixed states depressive and manic symptoms occur simultaneously in rapid successions. Bipolar disorder can be life threatening due to the extreme mood swings between the sense of hapiness or despair and grief. The continuous alteration between episodes makes it profoundly difficult to deal with everyday normal life and situations. This can cause an increased risk of suicide in bipolar disorder patients.

Comparing Jack and Macbeth

Comparing Jack and Macbeth Jack is an authoritative boy whose leadership attributes was used to manipulate the others rather than provide order. He wants complete control, by using his superiority and savage-Like ways. When the tribe was created, It works out of fear, but It Is this tribe that prevails. When Jack can no longer control his urge for leadership, the tribe Is created, which has a negative influence on all the boys. Through this character, Gilding shows how the evil side of society prospers.While the savages were thriving while the few who remained civilized were suffering from extreme famine, and taught. Jack seems to be a power-hungry individual. Jack rapidly gets in charge of the hunters that had to gather the meat for the whole group. Their enthusiasm decides to hunt a pig, and this is when Jack shows his savage personality. Before starting to hunt a pig Jack orders the hunters to paint their own faces with clay in a native manner. This all foreshadows the savage that is about to corrupt the island. Jack shows an attitude towards life that is shown by the people that succeed in the world.With his salvage attitude he Is encouraging aggressiveness, and maintaining his ewer and respect from the rest of the group. He becomes paranoid that Ralph and Piggy are against him and feeds misinformation to his tribe, so as to keep them on his side. Jack Is the complete opposite, representing the evil that lies In the hearts of all mankind. He progressively grows more sadistic and evil as the story goes on, eventually orchestrating the death of Simon and Piggy. Macbeth is also similar because he turned evil by listening to the raging ambition within his own personality.Macbeth let himself be manipulated by the three witches, and allowing him to be influenced by his wife's equally raging ambition, this caused many problems like a guilty conscience. It was due to the evil within him and his wife, as well as evil personified in the three witches that Macbeth kil led his own king, two guards who just tried to do their Job of protecting the king, his best friend Banquet, and Macadam's defenseless family. Additionally, that evil led him to bring pain and suffering on a mass scale to the entire Scottish nation.In conclusion Macbeth evilness was caused by their ambitions to be leaders, and disappearance of rational thinking, which caused problems with themselves internally, and affected other people. Macbeth is a very egocentric, power-hungry leader. He starts off by being a loyal follower to his king, hesitant to act against Duncan. Macbeth has the ambition but lacks the drive to do what is necessary. However, after he becomes king, this attitude changes greatly. He becomes like a dictator. Had Macbeth been a good, able leader, the revolt against him by Macadam, would not have been so fierce.Macbeth becomes very proud, because of his false prophecies. He degrades those who express fear or concern, and e waves off important Information given to him. His whole concern is keeping his power at all cost. He's so self-involved and ready to compromise his morals to get ahead. Macbeth knows that Macadam Is trying to oppose him so he hires people to kill Macadam's family. No democratic leader would do that, so Macbeth Is demonstrate that he will not have mercy on those who try to oppose him, Leadership Increases for Macbeth because not only he was successful in killing the king but he got the throne. N authoritative leadership approach. Macbeth kill others that can become a threat o him which shows that he is capable of doing much more than he seemed, but can't trust people. He killed Macadam's family to show his initiative. Macbeth is more determined to accomplish his goals and make decisions on his own. Macbeth is being a leader by making his own decision, but he does not listening to anyone else's input which can make his decision one-sided. This type of leadership can ultimately be destructive because of bad decisions, and his initiative has led to an evil path. He is much more assertive than before.Macbeth did exemplify more determination and energy; however a true leader is not Just powerful and strong. Macbeth did seem to be more courageous when he said that he does not fear anyone and shall kill anyone that stands in his way. When he says this he seems to be more arrogant than confident. Macbeth shows a lack in confidence because he feels that to be safe he has to murder everyone. If he were confident then he would not feel the need to harm anyone. Despite everything, he continues to stay positive and is determined to do whatever he needs to do; in order to maintain his leadership.Macbeth on the there hand shows leadership, however in a much more negative way. Jack on the other hand is similar to Macbeth because Jack is an autocratic tyrant. He beats a boy for no reason other than to exert his power over the boys. He realizes what it takes to get power and to keep power. He rules through fear and int imidation, Jack is also a good manipulator. He knows what the boys both fear and want to hear. Unlike Ralph who desires a constructive society, Jack prays on the boys' destructive primal instincts.The boys want to be told what to do rather than simply pitch in together; hey feel the need to live in fear under a leader that they perceive as a powerful protector. In this sense Jack is certainly a more effective leader than Ralph. Jack can be controlling. One example is when Ralph asked his hunters to take care of the fire but Jack didn't want that and he took the hunters to hunt because that's what he wanted them to do. Another example is when he takes a vote for the next chief. No one votes for him but he sets up his own tribe nonetheless. Jack's litany of evil is pretty impressive. He leads the brutal slaughter of a pigs, and Simon.

Prince Sports

Prince Market Analysis As the sport continues to experience growth due to the younger interest, Prince has created its own death warrant because it fails to see how it can create a positive and lasting strong hold in a market that has seen a recent upswing. One of the things that sticks out the most to me was the amount of time it took for Prince to realize its superior position in the niche market of tennis and other racket designated sports, I can’t grasp the idea that Prince was not already a major contender in the market.As the sports world is going through a makeover with sport phenoms seeking commercial backing, Prince has assured itself through social networking and sponsorship of young talented athletes is a way to snare young and upcoming players, pro or not. But, this very same issue can be seen as a down fall as well, to either the competitor or Prince. If Prince misses one or two up and coming players, no harm; but potentially missing out on millions in sales would devastate a younger company, a younger company must be spot on in their choices.Every match, win or lose, the player is getting recognition from the media, never a down side to branding unless the athlete does not become the star once thought possible; get them while they are young and you will create a devoted consumer (fan). In my opinion, Prince failed to protect itself when they entered into the arena of hosting minor events. I feel this is their biggest mistake.By doing so the competition should be able to see that doing the very same thing and co-branding with accessorizing services and or products can create a dent in the growth Prince would have seen from their own venues. Reason being, Prince is only one company while there are millions of up and coming stars that are looking for the backing of a corporate sponsor that stands behind its product’s with stellar customer service and an unwavering and resilient front in research that pushes the game to the next level.Th is is the only saving factor that Prince can rely on to push back the low end producers of equipment and apparel. But, a company with the ability to create and research new methods of manufacturing, innovative and out of the box designing (product and advertising), would create not only a sizeable but growing market saturation by merely addressing the latter. A new and upcoming player is a walking billboard, that when touched with social media and any airtime, frenzy can ensue for the product line and or services sponsoring the young athlete.A young and new exciting player that has a bankable and commercial attitude can spawn millions in sales for the company that sponsored them prior to athletic stardom. This is where Prince failed to cover their†¦well let’s just say door! As a new and upcoming player seeks to lay waste to the competition and seek to better their own bottom line through securing ad time for a bevy of products that may or may not have anything to do with tennis. The competition has done two things by always being at the beckoning call of the up and coming billboard, I mean star.The most important thing, the branding of their product, each and every time a camera shot is taken at a competition, or an interview on ESPN after a match, the competition has assured itself a front row seat into the pockets of player’s novice and professional. Second, by assuring co-branding and sponsorship, a two prong social media attack can be placed on the efforts to grow market share and sustainability created by a dual marketing campaign lodged against Prince by the competitor and fellow co-sponsor of the athlete.Co-sponsorship and branding however also limits the exposure a company could have in backing a new and upcoming athlete. By splitting the cost needed to sponsor an athlete I would only assume the money could be positioned to assist in other areas of concern such as research or ad time. This is where Prince failed to see itself, which I see as a flaw in their approach to assure continued growth, even if a new competitor copied their same exact plan. The competitor would fail because Prince would have all or some of the major accessorizing companies already on board.Again, this would also assist with in-house needs for cash that could be pooled for other pressing issues. But even with this idea in place, Prince would have to reshape their departments to assist those that would need the authority to make decisions on the spot with good information without the input of groups that may slow the process. A new competitor would already have thought of because it would need to be nimble and quick to decide (with good information) when creating co-marketing agreements and scouting new talent.Any competitor can see that the grass root approach to introducing, researching, collaborating, and a well-executed marketing plan can easily remove Prince as a Juggernaut in the tennis arena. Prince left the back door open in anothe r arena as well. Social media is not a proprietary component and can cease to exist overnight if the public is no longer interested in it. This is where I think Prince left the door open and could be the second reason they fail to maintain growth. Having access to the needs and wants of a customer is the winning factor that all companies seek to gorge themselves on.A competitor would merely need to address the customer in a variety of ways. With the growth of the smartphone being the comparison of a personal computer and seen as a personal device like a toothbrush. A competitor merely needs to create a social platform that allows the consumer to be a part of the company through beta testing, questionnaires, sweepstakes, and other client building venues that assures growth for all involved because of the co-sponsoring and branding approach to introduce services and products; trending at its finest without the need to specialize.A competitor merely would have to create a smartphone ap plication and its own social media web based portal that can be reached via a plug-in to the most widely used social media networks. Novice to professional players would be a great form of information needed to create or improve a better product with little to no amount spent in collating ideas needed to assure sustainability and new growth as they carve into the juggernauts once strong hold on a growing sport.I do see however an avenue that could assure Prince an edge with the current dilemma which it faces; but it also comes with a problem. The problem; the window of opportunity is based upon accepting an outside infusion of creativity by creating a major annual event. Doing so would create more than what they currently have because of the vendors and or bigger companies that would want to be invited or pay for a chance to main stream their idea and or company at the annual event.I would assume that a bigger opportunity would be created as the media and social media networks for t he rights to air the event. It is my personal belief that Prince has become a sloth, slow and predictable. Its advantageous growth was due to an influx of new consumers, Price’s timing and position made it the lead in a once slow and dwindling sport. Prince’s obvious and monolithic stance does not provide it the nimble agility that an aggressive and blood thirsty competitor has when trying to grasp a growing market share that can dwindle away just as fast as it came.

The use of facebook

Bernard Williams Dr. cutull Method and Theory In Psychology October 8, 2013 Romantic Jealousy and Facebook usage The use ot Facebook, a popular social network, can have a significant influence in the development of romantic jealousy.Facebook jealousy can occur when someone feels threatened after vlewlng their partner Interacting online with a superior potential mate, which could possibly lead to a daily surveillance of their partner's activity on Facebook, A person with enxlous-dttachment could be described ds having low self- esteem and a tear ot abandonment, resulting in the continuous need tor reassurance bout the status of their romantic relationship and possible signs of Infidelity. Individuals who have an anxious-style of attachment and frequently view their partners Facebook activity are more prone to experience feelings of romantic jealousy.Prior research has shown that anxious attachment is positively related, and avoidant attachment negatively related, to Facebook jealousy and surveillance (Marshall, Bejanyan, DICastro, ; Lee, 2012, Those with an anxious-style of attachment do not feel that they deserve a loving relationship and are scared of being alone. The researchers designed an online survey to test the prevalence of Facebook Jealousy. The study included 255 participants, 201 women and 54 men. Two tests were conducted that measured attachment style, self-esteem. perceived relationship quality, Jealousy, and their usage ot Facebook.The participant's answers were formatted in the form of a Likert Scale. The study discovered that attachment anxiety and avoidance were strongly correlated to Facebook Jealousy and surveillance because individuals with attachment anxiety had a lack of trust in their partner (Marshall et al. , 2012, p, 17), Overall. those who were less satisfied with their elationship and had a lack ot trust tor their partners were most likely to display Facebook jealousy. Another study aimed to figure out whether an Increased usage of F acebook had an effect on romantic jealousy.The researcher hypothesized that the amount of time spent on Facebook would significantly add to the amount of Facebook Jealousy, In addition to other variables that were described in the jealousy literature (Muise, Christofides, & Desmairais, 2009). To evaluate their thesis. Muise. Christofldes. and Desmarals created a questionnaire with 27 Items measured on a 7- polnt Likert scale. The topics included jealousy, perceived amount of trust within their relationship, self- esteem, uncertainty, and level of commitment (Mulse et al. , 2009).The subjects included 308 undergraduate students (231 temale, 77 male) between the ages ot 17 and 24. It was concluded that regular Facebook usage had a strong Influence on romantic Jealousy. The researchers explained that these findings could be the result of a partner having access to new information about their partner's social circle; therefore the partner continues to look at their significant other's F acebook page to ocial circle were often innocent, but frequent viewing of their activity cause the other partner to become more suspicious of their intentions.The next study focused on determining whether Facebook Jealousy had a negative effect on relationship satisfaction and if trait Jealousy is positively related to social network sites (SNS) Jealousy. Continuous surveillance of behaviors is and indicator of a possessive relationship, which is a typical effect of an individual with an anxious style of attachment. The researchers built an online survey consisting of questions esigned to measure monitoring behavior, Facebook Jealousy, and self-esteem.A few items of the Facebook Jealousy scale measured actions such as the number of times they check their partner's Facebook page or whether they â€Å"add† their partner's friends to watch their online activity (Utz & Beuekeboom, 2011). The participants were students enrolled in a course at a large Dutch University. The study fo und that individuals with lower self-esteem experienced higher rate of Facebook Jealousy than individuals with higher self-esteem, although there was not a significant difference in relationship satisfaction. According to I-J? et al. 201 1), individuals who were prone to trait Jealousy, monitoring behavior, had a low self-esteem, and a need for popularity, were more likely to display Facebook Jealousy. A lack of self-esteem could possibly cause a person to believe that every potential attractive mate is a threat to their relationship and happiness. Because of their own insecurities, they may feel the need to compete with those they view as competition for their mate. The following study was conducted to test the outcome of Facebook intrusion on romantic relationships.Facebook intrusion can be described as an obsessive ttachment to Facebook that causes a lack of functioning in daily lives and in romantic relationships (Elphinston & Noller, 2011). The researchers aimed to further exis ting research by evaluating whether Facebook intrusion is linked to romantic jealousy and dissatisfaction in relationships. The participants consisted of 342 (110 men and 232 women) freshman, undergraduate psychology majors at an Australian university. They were recruited based on the university's first-year student pool.The students received partial course credit for participating in the study. Approximately 90 to 95 percent of the articipants were Facebook users, between the ages of 18 and 25. 86. 9 percent of participants were currently dating, with the average length of 16. 44 months. The study was in the format of a quantitative self-report, consisting of several questionnaires. All of the participants took a 7-point Facebook Intrusion scale with answers ranging from strongly disagree to strongly agree, which measured amount of Facebook usage, level of romantic Jealousy, and relationship satisfaction.To measure the level of romantic Jealousy, a five-item Short-form Multidimensi onal Jealousy Scale was administered. A five-item questionnaire was also given to measure the level of romantic satisfaction in the participant's current relationship (Elphinston & Noller, 2011). It was found that the more an individual spent time on Facebook, they more likely they were to feel threatened by a potential mate of their partner. Also, Facebook intrusion was positively correlated with romantic Jealousy, relationship dissatisfaction, and cognitive Jealousy.A strength of the study was that multiple questionnaires were given to the participants. Findings would not be as informative if large, which welcomes many perspectives. No evidence of validity or reliability was reported. Some of the limitations included a restricted participant pool because it only included first-year psychology students at an Australian University. For future studies, participants that do not attend a college or university and individuals of a more broad age range should be included.A longitudinal s tudy of the effects of Facebook intrusion would be beneficial for acquiring new information about the long term effects of Facebook on romantic relationships. The final research study aimed to explore romantic Jealousy from the attachment theory perspective. Cognitive ealousy can be described as feelings of discomfort when a partner feels a third party is a threat to their romantic relationship. According to the attachment theory, an individual's relationship with their parent or caregiver shapes the individual's mental needs in their adult life (Knobloch, Solomon, & Cruz, 2001, p. 6).The researchers hypothesized that attachment styles that were developed during childhood, play a key role in influencing romantic Jealousy. An empirical, cross-sectional design was formulated to test their assumptions. The sample included students enrolled in a communication class at a large Mid-western University. The students received extra course credit for participating in the study. Overall, 132 s tudents (43 men and 89 women), between the ages of 18 and 30, finished all portions of the experiment. The participant's relationship lengths ranged from 1 to 65 months, with the average relationship length being of 12 months. 31 out of the 132 relationships were heterosexual (Knoblauch et al. , 2001). Several self-report questionnaires were given to the participants, and were completed in groups ranging from 5 to 25 people. The first questionnaire measured attachment styles, perceived Jealousy, and the level of ntimacy in their current romantic relationships. Next, the researchers distributed Pfeiffer and Wong's (1989) Multidimensional Jealousy Scale to measure cognitive jealousy. The answers were formatted in a 7-point Likert scale, ranging from never (1) to all the time (7).The Knobloch and Solomon's (1999) relational uncertainty scale was given to measure the level of uncertainty in the relationship, with answers formatted on a 6-point scale. Lastly, the participants completed t he Rubin's (1970) Love Scale to measure the level of intimacy in their relationship, in addition to affiliate need, illingness to help, and exclusiveness toward their partner (Knobloch et al. , 2001). The study found that women and men did not significantly differ in their level of romantic Jealousy. It was also found that attachment anxiety was positively correlated with the relational uncertainty measures.Findings also indicated that a negative correlation between cognitive Jealousy and intimacy was present (Knobloch et al. , 2001, p. 10). Because the results found a significant positive association between cognitive Jealousy, emotional Jealousy, and anxiety over relationships, their ypothesis was proven to be correct (Knobloch et al. , 2001, p. 12). During childhood, an anxious style of attachment is formed when a child's caregiver is often inconsistent or overly protective, resulting in the child becoming more prone to insecurity and fearfulness.Consequently, adults with an anxi ous-style of attachment are frequently worried about the status of their relationship. These individuals usually crave the attention of their partner, which could leady to clingy and controlling behavior. They often become Jealous or overact at the possibility of a coincides with Guerrero and Andersen's 1998 study. Reliability was reported because the researcher's bivariate results produced the same results as the first experiment. The strengths of the study included a very detailed explanation as to why an anxious- style of attachment is associated with romantic Jealousy.Another strength of the study was that it expanded upon previous studies on the notion that relationship uncertainty and intimacy are strongly linked to emotional and cognitive Jealousy. Some of the drawbacks of the study included the cross-sectional design. A longitudinal study would be more efficient in confirming their conclusions. Another limitation was the lack of male participants in the study. If the amount of men and women participants were more equal, the results would be more universal.The final limitation is that the study focused on the experience of Jealousy but not on the underlying factors that cause Jealousy. A better understanding about Jealousy could be achieved if information was given from the individuals about their upbringing. This study looks to expand the literature by evaluating how attachment styles that were developed during an individual's childhood can influence romantic Jealousy on Facebook. Little research has been conducted to determine how these attachment styles are developed and their effect on Jealousy.