The Gypsies And Their Journey Essay Example | Topics and Well Written Essays - 500 words

The Gypsies And Their Journey - Essay Example It constitutes the greatest impediment to civilization [sic]" (81). The treatment of the Gypsies in Europe is paradigmatic of the deleterious effects on civilization as a result of this instinctual disposition toward violence and aggression. There has been a paucity of recognition regarding the plight of the Gypsies, even after the Holocaust, when Hitler and his Nazi minions were responsible for the destruction of 1.5 million Gypsies (Wallia). The forgetting and abnegation of this tragedy in stark contrast to the attention given to the then concurrent predicament of the Jews have allowed for a continued and nearly unchecked level of violence against Gypsies. One work that has attempted to uncover the current attitudes and treatment of the Gypsies in Europe is Isabel Fonseca's Bury Me Standing: The Gypsies and their Journey. This paper will briefly examine how Freud's thesis regarding aggression is exemplified by Fonseca's presentation of Gypsies in Europe.  In a chapter entitled "A Social Problem," Fonseca examines the nature of conflicts and the uneasy existence between Romanians and Gypsies. She begins to note, however, interesting and oddly similar social phenomena occurring in both cultures, namely, getting swindled. Fonseca surmises, "But in truth swindling was so common in Romania that it was remarkable that the Gypsies, or anyone else, had managed to gain a reputation for dishonesty" (158). The subtle differences between Gypsy-swindles and Romanian ones are emblematic of the type of conditions that are sufficient for engendering racial hatred and conflict. In situations where adjoining territories or in this case, plots of land, are populated by different communities with some other similarities besides geographical, constant feuding, ridicule and violence are easily promulgated by what Freud terms, "the narcissism of minor differences" (72).

Diversity Organizations Worksheet Essay Example for Free

Diversity Organizations Worksheet Essay What has been the status of women in the United States throughout history? Throughout history women have been seen as less than to men. It has been rough on the women coming from minority groups because not only are they looked down on because of the group they are associated with but they are also women. For example, in the black community during the civil rights movement when blacks could not vote, and when they finally were allowed to vote, the women still could not. There has also been situations within the workforce when women could do a â€Å"manly job† but according to society they were not capable. †¢What is the status of women in the U.S. today? The status of women in the U.S. today has improved a lot. According to The State of Women in America, â€Å"women made up only about one-third of the workforce in 1969, women today make up almost half of all workers in the United States. Women are also stepping up to lead the country; a record number of women ran for public office in 2012, and a record-high percentage of women are serving in Congress.† Women today feel more apart, rather than an outcast. It is also clear to see that America is going to start to see changes with leaders of the country. Women are also paid equally to men according to their qualifications for the nature of the job. †¢What are some examples of concepts or constructions of masculinity and femininity that you see in society and in media? With media today, masculine males are seen as military men, or law enforcement officers, also most athletic figures. Men are shown to not to have emotion or care about women’s feelings.men are also portrayed to not care that much about their physical appearance. A man sitting back watching his favorite sports team and drinking beer on his favorite couch, while his wife is in the kitchen cooking and cleaning , as well as taking care of the children. Feminine in the media today is coming off as a petite, big breasted, and a fit body.it is seen on the famous lingerie commercials as well in movies associated with tough guys and fast cars. These commercials and movies give society a view that women should be a certain size and carry themselves a specific way. †¢Historically, what has been the social status of GLBT people? Historically, the social status of GLBT people has been very rough. It was hard for these individuals come out of the closet and be who they really are in front of the public eye. GLBT people have been discriminated against almost as much as African Americans. For example men who had a more feminine side could not show that because they feared that they may be beaten, or set aside from the rest of the men. These individuals believe because they live the way they choose they are unable to find jobs because companies would be ashamed to have them working for their company unless the owner is gay themselves. There has been a lot of changes throughout history to ensure that all Americans are being treated equal. †¢What is the status of GLBT people in the U.S. today? GLBT people in the U.S. today are beginning to experience a lot more equality. What this means is they are now starting to be allowed to marry one another. They are receiving a lot more protection in places like prisons, or jails. The overall awareness for these individuals has increased. Media has allowed for them to tell their stories, and there are some television shows about their lifestyles as well. Media has probably the largest impact in today’s society, so the fact that media is now coming around to promote the awareness is definitely a plus for GLBT people. †¢What are some social and political issues relevant to women and GLBT people in the U.S.? The social and political issues that surround this is that the women are becoming more lavish in today’s politics, and they are very tough within our political system. Hilary Clinton is a strong female in politics and has made a name for herself. There are many other women that have strong traits and similarities in politics just as Mrs. Clinton does and these women are just as valuable as the men are. GLBT people have also made a very recognizable name for themselves by using as many avenues as possible to strengthen their movement for equality. The media has been a big influence for these individuals and it is constantly on the rise. Gay marriage has been a big update on news channels all across America and is spreading like a rapid fire. This has given them the ability to come out and be who they are and not worry too much about what others have to say about them. There is still along path ahead of both women and the GLBT community but they are well on their way.

Passing Essay -- Literary Analysis, Nella Larsen

Nella Larsen's Passing tells the story of the reconnection of two childhood friends whose lives take divergent paths. Through these characters Larsen weaves together a cautionary tale about the consequences of living a double life, and the harm associated with internalized racism. Through Clair and Irene, Larsen conveys to readers the consequences of desiring to live life as a bicultural individual during the early 20th century. Claire represents the archetypical character known as the tragic mulatto, as she brings tragedy to all those she encounters. Irene represents someone grappling with internalized racism; catalyzed by Claire's reentrance into her life. Larsen juxtaposes the two characters to demonstrate the inescapability of social regulations. Clare attempts to escape the social barriers placed upon African-Americans, and she does, but not without consequence. Through diction, tone, and imagery Larsen makes it luminous to readers that "passing" may seem glamorous, however, t he sacrifice one makes to do so is not without consequences for themselves and those they care about. Tragic mulatto characters such as Clare transport unforeseen horrors when they make the selfish decision to reinsert themselves back into the world they so desperately desired to flee. Larsen makes this point clear through the diction she uses when describing the self-esteem destruction Irene undergoes once Clare has reinserted herself into Irene's life, and the situations Irene finds herself as a direct result of Clare. Prior to Clare’s reentrance into her life Irene is a self-assured, independent, and confident woman; however, she soon turns self-conscious, dependent, and hesitant. Upon viewing Clare at the hotel Irene is struck by Clare’s ... ...s appealing it is not without consequence. Clare, and those who choose to pass, are not free to embrace their whole identity and will always remain a threat to those they come in contact. Clare exemplified the archetypal character of the tragic mulatto, as she bought tragedy to her own life and all those she came in contact. Clare’s presence forced Irene to contend with feelings of internalized racism, and thus feelings of inferiority. Through diction, tone, and imagery Larsen makes it luminous to readers that "passing" may seem glamorous, however, the sacrifice one makes to do so is not without consequences for themselves and those they care about. Larsen does not allow her readers to perch on the belief that once a member of the dominate group ones life is not without pain and suffering. Every action, even those that seem to make life easier, have consequences.

Kodak and Fujifilm Essay

Growing up in a family that loves taking pictures and capturing moments. Kodak and Fujifilm played a huge role and are known companies to me and to many other households around the world. When it comes to the history and the competition few people know. The difference in management strategies plays a key role in the way the two companies’ embraced innovation. Complacency and slow adaptation dominated in Kodak Company while Fujifilm embraced innovation spirit and diversified in all aspects to ensure market relevance. Each of the company’s approach to ethics and social responsibility clearly reflects in both company’s profitability. With an aim to give back to the community and exercise ethical practices, production standards were maintained that satisfied consumers on both ends. A possible change of decision-making process that could embrace flexibility would be the best way to ensure diversity and innovation in any organization History George Eastman who was the founder of Kodak built a foundation of business on four basic principles: mass production at low cost international distribution, extensive advertising and focus on the customer at the age of fourteen he had to quit school and work to support his mother and two sisters. He took a job as an insurance messenger boy and was paying $3.00 a week. In 1874 at the age of 20 he became a junior clerk at the Rochester Saving Bank were there his salary tripled to $15.00 a week. In 1878 when Eastman took a trip to Santo Domingo in the Dominican Republic one of his  colleague that he record the trip. Eastman had fascination about the complicated with the compelling activity of photography. In 1879 Eastman invented an effective dry – plate formula and the machine that coat the plates in large numbers. By April 1880 he leased a small office in a building on State Street in Rochester, NY and began to manufacture dry plates. Henry A. Strong a local businessman investor and in 1881 Eastman resigned from the bank and Strong and him founded Eastman Dry Plate Company. The company did have a mishap that almost shut down the company when the dry plates that they sold went bad. Eastman came up with a quick solution to recall all of the bad plates and to replace them with good ones. In 1888 the Kodak came debuted the slogan stated â€Å"You press the button, we do the rest†. Kodak made the process of taking pictures and developing easy and accessible for everyone. In 1889 celluloid replaced paper film in the camera, and then by 1891 a factory was open in factory in Harrow in north London. The Brownie camera was introduced in 1900 which was named after the famous cartoon. In1925 Eastman retires at the age of 78 in 1932 he committed suicide . In 1930 Eastman Kodak Company launched on Dow Jones Industrial Average Index where in remain for the next 74 years. Throughout history Kodak has been used to capture historic moments such as Apollo 11 in 1969. Kodak was the first company in 1975 to build an actual working digital camera. By 2004 Kodak stop selling camera with film to increase popular digital alternatives. When CEO Antonio Perez took over in 2005 Kodak was the largest seller of digital camera in the U.S. revenue .By 2007 they fallen to fourth place and by 2010 was seventh place. By2011 Kodak’s shares fell more than 80% and has struggled to maintain market share and they were hit a huge pension costs for workers. With the changes in new technology Kodak was not prepare well. The company decided in 2012 to file bankruptcy protection. The company has worked out a credit plan with Citigrioup for 950 million to keep it afloat. History Fujifilm, formerly registered as Fujifilm Photo Film Co., Ltd. was started in 1934. They became established in the U.S. in 1965. Its core business much or less reflected the businesses that made Kodak prosper in the US:  photography and imaging. The company monopolized the Japanese market, ranked second placed in photography film usage after the US. Its ambitious management ventured overseas in the mid-90s without a fear of the already established Kodak. Despite its slow growth in the overseas markets, Fujifilm developed production bases outside its hub. A joint venture with Rank Xerox, a U.K based Limited company, strengthened Fujifilm’s position in the global market. A breakthrough was imminent in 1984’s Olympics held in Los Angeles which is Kodak’s home turf. Gradually, Fujifilm started eating into Kodak’s shares in the US due to near-equal products that were cheaper and actively marketed Fujifilm’s core businesses diversified faster with realization of looming transition by the management. Its imaging domain not only focused on personal, family and media moments but also diversified in the health sector. Its main businesses include film, photographic color paper, photographic equipment, medical equipment that included X-rays, and chemicals. More recently, Fujifilm’s early preparation to satisfy the fast-changing needs in the digital world ensured it widened its business scope to digital cameras, panel displays, printers, photocopiers and a variety of optical devices Management Approaches Kodak’s management approach on pursuing innovation by representing the latest innovation in the company’s consumer inkjet portfolio, marrying effortless connectivity with Kodak’s unique combination of high quality output and affordable ink. Kodak is committed to providing customers great value and lowest total ink replacement cost and exceptional cost per page. Fujifilm’s management approach on pursuing innovation by increasing a range of fields from imaging to medical systems. Fujifilm also became a much diversified company than Kodak by having a longer term vision in store and by investing a lot. Kodak’s Ethics and Social Responsibility Approaches Eastman Kodak Company is committed to operating in an environmental, ethical, and socially responsible manner. This commitment includes maintaining safe facilities and operations and providing goods which are safe and minimize environmental burdens throughout their business life cycle. Kodak’s Supplier  Standard sets an expectation for supplier health, safety, environmental, labor and ethical performances, and formalizes expectations in which they have always asked suppliers to commit to. In 2004 Kodak were praised in the â€Å"Business Ethics† magazine for anti-discrimination policies for gay, bisexual, and transgender employees. Kodak also believed in fair treatment of minorities and women and overall their employees. For years, Kodak has played a key role of social responsibility in Rochester, New York, where the headquarter is located. Charitable donations were for years made to the symphony hall and the orchestra club hosted at the same venue. This act paid off as the company maintained its customer and got even more customer for the way it gave back to the community. Further, tax abatements were considered for the company in its role of contributing huge sums to a community project. Kodak had given the drive of the donations where it is in favor of the shareholders’ interests. Acting otherwise rather than in the best interest of the company’s shareholders to increase their wealth and create good faith with the population would be deemed unethical by all measures. Quality products produced by the company were a result of an honest recruitment process. The company ensured it only recruited the best talent to ensure maintenance of quality assurance. The process involved was undeniably ethical and in a big part contributed to the profitability of the company. Kodak’s single-use recycling program ensured that over 70 million pounds of waste was avoided. This promoted Kodak’s image as an environmental friendly company, as well as ensured that it saved resources from having to acquire new raw material for manufacturing. Fujifilm’s Ethics and Social Responsibility Approaches Fujifilm holds in high esteem the ethical and social responsibilities it is obligated to provide. In 2004, the company formed action standards of ethical and social responsibility values the company had to comply. This was inclusive of all affiliates of the company, especially the double venture of Fuji Xerox. The guidelines have since been observed by every employee, uplifting the work standards and thus providing efficiency that translates  to profitability. . The company has formed an Ethics and Compliance hierarchy that is aimed at promoting ethical and corporate social responsibilities. Fujifilm believes compliance includes acting correctly in the light sense of common sense and ethics. Fujifilm compliance statements are in all aspects of their corporate activities they emphasize compliance and endeavor to create new value. If compliance requirements conflict with business profits or the demands of third parties, they give priority to compliance. An open, fair and clear corporate culture is the basis for all their activities Kodak and Fujifilm Adapting to Changing Market Conditions Kodak management failed to a new marketplace and new consumer attitudes, they focused on selling new product thinking that its new digital technology would cannibalize its film business. Instead of marketing the new technology the company held back from fear of hurting their film business. Most of Kodak’s strength was its brand and marketing, they began to fail when they underestimated the threat of the digital. Fujifilm management were prepared more to adapting to the changing in market, they realized that there was a need for them to develop an in-house expertise within new businesses. Fujifilm also focused on applying its technologies to new areas for instance today, Fujifilm has a medical imaging equipment business in which is growing quickly. Openness: A company with a management open to the democratic perspectives of other employees and customers is one of the best ways to adapt flexibility in the decision-making process. Openness will allow free flow and exchange of ideas, information, tasks and new perceptions of various processes (Sharfman & Dean, 1997). Recursiveness: This is a term used to define the repetitive process of formulation and implementation. Feedback is a significant part of this model as the decision-making team will always rely on the feedback, negative or positive to refine their decisions. This method goes against the perfect decision making hierarchy of problem definition, followed by search, analysis and eventually choice and implementation (Sharfman & Dean, 1997). Globalizing R&D: This is a model that would delocalize the centrality of r esearch and development. This would eventually increase the scope of decision makers’   perception. Limiting research to an area reduces the chance to get global feedback especially if a brand aims at conquering global markets. Companies today should build flexibility to back up its decision-making process in order to adapt to changing market conditions by these three recommendations: 1. Have an enterprise mindset that will be open to change. 2. Be able to adapt the company’s design to changing conditions. 3. Make decisions interactively using a variety of method.

Five Force Industry Analysis Essay

The Company distributes its products principally through third-party computer resellers. The Company is also continuing its expansion into new distribution channels, such as mass merchandise stores, consumer electronics outlets and computer superstores, in response to changing industry practices and customer preferences. The Company’s products are sold primarily to business and government customers through independent resellers, value-added resellers and systems integrators; to home customers through independent resellers and consumer channels; and to education customers through direct sales and independent resellers. In order to provide products and service to its independent resellers on a timely basis, the Company distributes its products through a number of Apple distribution and support centers. Business customers account for the largest portion of the Company’s revenues. Business customers are attracted to the Macintosh in particular for a variety of reasons, incl uding the availability of a wide variety of application software, the reduced amount of training resulting from the Macintosh’s intuitive ease of use, and the ability of the Macintosh to network and communicate with other computer systems and environments. Apple personal computers were first introduced to education customers in the late 1970’s. In the United States, the Company is one of the major suppliers of personal computers for both elementary and secondary school customers, as well as for college and university customers. The Company is also a substantial supplier to institutions of higher education outside of the United States. In the United States, the Company’s formal commitment to serve the federal government began in 1986 with the formation of the Apple Federal Systems Group. Although the Company has contracts with a number of U.S. government agencies, these contracts are not currently material to the Company’s overall financial condition or results of operations. Presently, the United States represents the Company’s largest geographic marketplace. The Apple USA organization, based in Campbell, California, focuses on the Company’s sales, marketing, and support efforts in the United States. Products sold in the United States are primarily manufactured in the Company’s facilities in California, Colorado, and Singapore, and distributed from facilities in California and Illinois. Approximately 45% to 46% of the Company’s revenues in recent years has come from its international  operations. The Company has two international sales and marketing divisions, consisting of the division and the Apple Pacific division. The Apple Europe division, based in Paris, France, focuses on opportunities in Europe as well as in parts of Africa and in the Middle East. Products sold by the Europe division are manufactured primarily in the Company’s facility in Cork, Ireland. The Apple Pacific division, based in Cupertino, California, focuses on opportunities in Japan, Australia, Canada, the Far East, and Latin America. Products sold by the Pacific division are manufactured primarily in the Company’s manufacturing and assembly facilities in California, Colorado and Singapore. A summary of the Company’s Industry Segment and Geographic Information may be found in Part II, Item 8 of this Form 10-K under the heading â€Å"Industry Segment and Geographic Information†, which information is hereby incorporated by reference. Raw materials Although raw materials, processes, and components essential to the Company’s business are generally available from multiple sources, certain key components are currently obtained from single sources. For example, certain microprocessors used in many of the Company’s products are currently available only from Motorola, Inc. Any availability limitations, interruption in supplies, or price increases relative to these and other components could adversely affect the Company’s business and financial results. Key components and processes currently obtained from single sources include certain of the Company’s displays, microprocessors, mouse devices, keyboards, disk drives, CD-ROM drives, printers and printer components, ASICs and other custom chips, and certain processes relating to construction of the plastic housing for the Company’s computers. In addition, new products introduced by the Company often initially utilize custom components obtained from onl y one source, until the Company has evaluated whether there is a need for an additional supplier. In situations where a component or product utilizes new technologies and processes, there may be initial capacity constraints until such time as the suppliers’ yields have matured. Materials and components are normally acquired through purchase orders, as  is common in the industry, typically covering the Company’s requirements for periods from 90 to 180 days. However, the Company continues to evaluate the need for a supply contract in each situation. If the supply of a key single-sourced material, process, or component to the Company were to be delayed or curtailed, its ability to ship the related product utilizing such material, process, or component in desired quantities and in a timely manner could be adversely affected. The Company’s business and financial performance could also be adversely affected, depending on the time required to obtain sufficient quantities from the original source, or to identify and obtain sufficient quantities from an alternate source. The Company believes that the suppliers whose loss to the Company could have a material adverse effect upon the Company’s business and financial position include, at this time , Canon, Inc., General Electric Co., Hitachi, Ltd., IBM, Motorola, Inc., Sharp Corporation, Sony Corporation, Texas Instruments, Inc., Tokyo Electric Co., Ltd., and/or their United States affiliates, and VLSI Technology, Inc. However, the Company helps mitigate these potential risks by working closely with these and other key suppliers on product introduction plans, strategic inventories, and coordinated product introductions. The Company believes that most of its single-source suppliers, including most of the foregoing companies, are reliable multinational corporations. Most of these suppliers manufacture the relevant materials, processes, or components in multiple plants. The Company further believes that its long-standing business relationships with these and other key suppliers are strong and mutually beneficial in nature. The Company has a supply agreement with Motorola, Inc. (see Exhibit 10.B.12 hereto). The agreement with Motorola continues for five years from January 31, 1992 unless otherwise mutually agreed in writing by the parties. The Company single-sources microprocessors from Motorola. The supply agreement does not obligate the Company to make minimum purchase commitments; however, the agreement does commit the vendor to supply the Company’s requirements of the particular items for the duration of the agreement. The Company has also from time to time experienced significant price incre ases and limited availability of certain components that are available from multiple sources, such as dynamic random-access memory devices. Any similar occurrences in the future could have an adverse effect on the Company’s operating results. Item 2. Properties The Company’s headquarters are located in Cupertino, California. The Company has manufacturing facilities in Fountain, Colorado, Sacramento, California, Cork, Ireland, and Singapore. As of September 30, 1994, the Company leased approximately 5.2 million square feet of space, primarily in the United States, and to a lesser extent, in Europe and the Pacific. Leases are generally for terms of five to ten years, and usually provide renewal options for terms of up to five additional years. Certain of these leased facilities are subject to the Company’s restructuring actions initiated in the third quarter of both 1993 and 1991. The amount of space leased by the Company may decline in the future as the leases for facilities subject to restructuring actions are terminated pursuant to agreements with landlords or expire as scheduled. The Company owns its manufacturing facilities in Fountain, Colorado, Cork, Ireland, and Singapore, which total approximately 920,000 square feet. T he Company also owns a 450,000 square-foot facility in Sacramento, California, which is used as a manufacturing, service and support center. The Company also owns the research and development facility located in Cupertino, California, and a centralized domestic data center in Napa, California which approximate 856,000 and 158,000 square feet, respectively. Outside of the United States, the Company owns a facility in Apeldoorn, Netherlands, which is used primarily for distribution, totaling approximately 265,000 square feet, in addition to certain other international facilities, totaling approximately 553,000 square feet. The Company believes that its existing facilities and equipment are well maintained and in good operating condition. The Company has invested in additional internal capacity and external partnerships, and therefore believes it has adequate manufacturing capacity for the foreseeable future. The Company continues to make investments in capital equipment as needed to meet anticipated demand for its products. Information regarding critical business operations that are located near major earthquake faults is set forth in Part II, Item 7 of this Form 10-K under the heading â€Å"Factors That May Affect Future Results†, which information is hereby incorporated by reference. Information regarding the Company’s purchase of its remaining partnership interest in Cupertino Gateway Partners, formed for the purpose of constructing the campus-type office facility that is now wholly owned by  the Company, may be found in Part II, Item 8 of this Form 10-K under the heading â€Å"Commitments and Contingencies†, which information is hereby incorporated by reference. â€Å"Other countries† consists of Canada and Australia. Prior year amounts have been restated to conform to the current year presentation. Net sales to unaffiliated customers is based on the location of the customers. Transfers between geographic areas are recorded at amounts generally above cost and in accordance with the rules and regulations of the respective governing tax authorities. Operating income (loss) by geographic area consists of total net sales less operating expenses, and does not include an allocation of general corporate expenses. The restructuring charge and adjustment recorded in 1993 and 1994, respectively, are included in the calculation of operating income (loss) for each geographic area. Identifiable assets of geographic areas are those assets used in the Company’s operations in each area. Corporate assets include cash and cash equivalents, joint venture investments, and short-term investments. 1995 Approximately 45% to 48% of the Company’s revenues in recent years has come from its international operations. The Company has two international sales and marketing divisions, consisting of the Apple Europe division and the Apple Pacific division. The Apple Europe division focuses on opportunities in Europe as well as in parts of Africa and in the Middle East. Products sold by the Europe division are manufactured primarily in the Company’s facility in Cork, Ireland. The Apple Pacific division focuses on opportunities in Japan and Asia; Australia and New Zealand; and the Caribbean region. Products sold by the Pacific division are manufactured primarily in the Company’s facilities in California, Colorado and Singapore. The Company distributes its products through third-party computer resellers, and is also continuing its expansion into various consumer channels, such as mass merchandise stores, consumer electronics outlets and computer superstores, in response to changing industry practices and customer preferences. The Company’s products are sold primarily to business and government customers through independent resellers, value- added resellers and systems integrators; to home customers through independent resellers and consumer channels; and to education customers through direct sales and independent resellers. In order to provide products and service to its independent resellers on a timely basis, the Company distributes its products through a number of Apple distribution and support centers. Raw materials Although certain raw materials, processes, and components essential to the Company’s business are generally available from multiple sources, key components and processes currently obtained from single sources include certain of the Company’s displays, microprocessors, mouse devices, keyboards, disk drives, printers and printer components, application- specific integrated circuits (â€Å"ASICs†) and other custom chips, and certain processes relating to construction of the plastic housing for the Company’s computers. Any availability limitations, interruption in supplies, or price increases relative to these and other components could adversely affect the Company’s business and financial results. In addition, new products introduced by the Company often initially utilize custom components obtained from only one source, until the Company has evaluated whether there is a need for an additional supplier. In situations where a component or product utilizes new technologies and processes, there may be initial capacity constraints until such time as the suppliers’ yields have matured. Materials and components are normally acquired through purchase orders, as is common in the industry, typically covering the Company’s requirements for periods from 90 to 180 days. However, the Company continues to evaluate the need for a supply contract in each situation. If the supply of a key single-sourced material, process, or component to the Company were to be delayed or curtailed, its ability to ship the related product utilizing such material, process, or component in desired quantities and in a timely manner could be  adversely affected. The Company’s business and financial performance could also be adversely affected, depending on the time required to obtain sufficient quantities from the original source, or to identify and obtain sufficient quantities from an alternate so urce. The Company believes that the suppliers whose loss to the Company could have a material adverse effect upon the   Company’s business and financial position include, at this time, Canon, Inc., General Electric Co., Hitachi, Ltd., IBM, Motorola, Inc., Sharp Corporation, Sony Corporation, Texas Instruments, Inc., and/or their United States affiliates, and VLSI Technology, Inc. However, the Company helps mitigate these potential risks by working closely with these and other key suppliers on product introduction plans, strategic inventories, and coordinated product introductions. The Company believes that most of its single-source suppliers, including most of the foregoing companies, are reliable multinational corporations. Most of these suppliers manufacture the relevant materials, processes, or components in multiple plants. The Company further believes that its long-standing business relationships with these and other key suppliers are strong and mutually beneficial in nature. The Company has also from time to time experienced significant price increases and limited availability of certain components that are available from multiple sources. Any similar occurrences in the future could have an adverse affect on the Company’s operating results. The Company has a supply agreement with Motorola, Inc. (see Exhibit 10.B.12 hereto). The agreement with Motorola continues for five years from January 31, 1992 unless otherwise mutually agreed in writing by the parties. The Company single-sources certain microprocessors from Motorola. The supply agreement does not obligate the Company to make minimum purchase commitments; however, the agreement does commit the vendor to supply the Company’s requirements of the particular items for the duration of the agreement.

Mozart3 essays

Mozart3 essays I'm writing my paper on Wolfgang Amadeus Mozart. I will be talking about his life and his music. I will tell you a little bit about his father, wife, Mozart was the leading composer of the Classical Age. He wrote many different types of music. He was the best composer of his time. Mozart was born in Salzburg, Austria on January 27, 1756. He was around music his entire life. By the age of three, he had begun to show a love of music. He would listen to his sister play the piano for hours at a time. Then he would get up on the bench and try it himself. He loved to When Mozart was five, he was already doing plays. He took part in a comedy called Sigismundus Hungariae Rex. Just after this he began to travel around Europe to play pieces of his music for kings. By this time in his life, he was already composing operas for the theartre. Mozart composed over six-hundred pieces, some of which he composed by the age of fourteen. He appreciated music because his father also loved and appreciated music. His father's name was Leopold. Leopold was a great composer as well as a leader of a social party. Mozart and his father traveled together to play music. His sister Nannerl, whom Mozart had listened to in his child years, usually came along to support Leopold and Mozart had different styles of music. Leopold only composed religious music. Mozart wrote operas, symphonys, church music, concertos, and also serenades. He excelled in all types of music. Mozart never rewrote any of his work. It was always perfect the first time. He never recopied his work either. There was only one original copy of each of his works. Now of course they have been recopied and sold in People loved to be around Mozart. He had a wonderful sense of ...

Double Comparative in English Grammar

Double Comparative in English Grammar The double comparative is the use of both more (or less) and the suffix -er to indicate the comparative form of an adjective or adverb. In present-day standard English, double comparatives (such as more easier) are almost universally regarded as usage errors, though the construction is still heard in certain dialects. Examples Some-a people think Im more dumber than them because I dont talk so good, but they only know one language and meI speak-a two. (Marjorie Bartholomew Paradis, Mr. De Lucas Horse, 1962)I was more tireder than ever Id been in my life, wore down beyond weariness. (Ron Rash, One Foot in Eden. Macmillan, 2004)But the only thing I got to tell you, if you take a dog and kick him around hes got to be alert, hes got to be more sharper than you. Well, weve been kicked around for two thousand years. Were not more smarter, were more alert. (Mordecai Richler, Barneys Version. Chatto Windus, 1997)Repose you there; while I to this hard house- More harder than the stones whereof tis raised. (Kent to King Lear in Act Three, scene 2, of King Lear by William Shakespeare) The Taboo Against This Belt-and-Suspenders Usage Double comparison is taboo in Standard English except for fun: Your cooking is more tastier than my mothers. I can see more better with my new glasses. These illustrate the classic double comparative, with the periphrastic more or most used to intensify an adjective or adverb already inflected for the comparative or superlative. A belt-and-suspenders usage, this is a once-Standard but now unacceptable construction (like the double negative) that illustrates yet again our penchant for hyperbole. Shakespeare (the most unkindest cut of all) and other Renaissance writers used double comparison to add vigor, enthusiasm, and emphasis, and so do young children and other unwary speakers of Nonstandard English today. (Kenneth G. Wilson, The Columbia Guide to Standard American English. Columbia University Press, 1993) The Double Comparative in Early Modern English As was true in earlier times also, a good many instances of double comparisons like more fitter, more better, more fairer, most worst, most stillest, and (probably the best-known example) most unkindest occur in early Modern English. The general rule was that comparison could be made with the ending or with the modifying word or, for emphasis, both. (Thomas Pyles and John Algeo, The Origins and Development of the English Language. Harcourt, 1982) More and most were historically not comparative markers, but intensifiers (as they still are in such expressions as a most enjoyable evening). In EMnE [Early Modern English], this intensifying function was felt much more strongly; hence writers did not find it ungrammatical or pleonastic to use both a comparative adverb and s from Shakespeare include in the calmest and most stillest night and against the envy of less happier lands. (C.M. Millward, A Biography of the English Language, 2nd ed. Harcourt Brace, 1996) More Doubles in English Grammar Double NegativeDouble Superlative