Answers to Practice Questions before the Midterm ( Essays - Economy

Answers to Practice Questions before the Midterm ( Essays - Economy Answers to Practice Questions before the Midterm (MBAC 512) Prof. Silke Forbes Spring 2017 Multiple-Choice Questions 1 . The law of demand states that, holding all else constant: A. as price falls, demand will fall also. B. as price rises, demand will also rise. C. price has no effect on quantity demanded. D. as price falls, quantity demanded rises. 2 . An increase in the price of steak will probably lead to: A. an increase in demand for chicken. B. an increase in demand for steak. C. no change in the demand for steak or chicken. D. an increase in the supply of chicken. 3 . If A and B are complements, an increase in the price of good A would: A. have no effect on the quantity demanded of B. B. lead to an increase in demand for B. C. lead to a decrease in demand for B. D. none of the statements associated with this question are correct. 4 . Suppose both supply and demand decrease. What effect will this have on the market price? A. It will fall. B. It will rise. C. It may rise or fall. D. It will remain the same. 5 . Assume that the price elasticity of demand is -2 for a certain firm's product. If the firm raises price, the firm's manage rs can expect total revenue to: A. decrease. B. increase. C. remain constant. D. either increase or remain constant, depending upon the size of the price increase. 6 . One of the conditions under which market-based (third-degree) price discrimination is profitable is: A. ability to identify consumer types. B. inability to resell the good. C. differences in demand elasticities. D. All of the statements associated with this question are correct. 7. The own price elasticity of demand for apples is -1.2. If the price of apples falls by 5 percent, what will happen to the quantity of apples demanded? It will increase 5 percent. It will fall 4.3 percent. It will increase 4.2 percent. It will increase 6 percent. 8. If apples have an own price elasticity of -1.2 we know the demand is: unitary. indeterminate. elastic. inelastic. 9 . A consumer values a car at $525,000 and a producer values the same car at $485,000. If the transaction is completed at $510,000, the transaction will generate: No surplus. $25,000 worth of producer surplus and unknown amount of consumer surplus. $15,000 worth of consumer surplus and $25,000 of producer surplus. $25,000 worth of consumer surplus and unknown amount of producer surplus. 1 0 . The opportunity cost of an action: is equal to the marginal cost of an action. is equal to explicit cost. is equal to the value of next best alternative . is the total cost of an action 1 1 . If Average Variable Costs are equal to $5 and Average Fixed Costs are equal to $15, then the Average Total Costs are equal to: $10 $5 $15 $20 1 2 . Sarah's Machinery Company is deciding to dump their current technology A for a new technology B with small fixed costs but big marginal costs. The current technology has fixed costs of $500 and marginal costs of $50 whereas the new technology has fixed costs of $250 and marginal costs of $100. At what quantity is Sarah Machinery indifferent between two technologies? 5 6 7 8 1 3 . In 2011, Netflix raised prices on its DVDs and internet streaming plan. This decision could have been based on the following rationale: Netflix had become an industry leader thereby making the demand curve inelastic. Netflix had become an industry leader thereby making the demand curve elastic. Internet service, a complement to a Netflix subscription, had become more expensive. There are many substitutes to Netflix products. 1 4 . It costs a firm $80 per unit to produce product A and $50 per unit to produce product B individually. If the firm can produce both products together at $120 per unit of product A and B, this exhibits signs of Economies of scale. Economies of Scope. Diseconomies of Scale. Diseconomies of Scope. 15 . When there are economies of scale, per-unit costs increase as output increases. per-unit costs

Platos Crito Guide and Synopsis

Plato's 'Crito' Guide and Synopsis Platos dialogue Crito is a composition originating in 360 B.C.E. that depicts a conversation between Socrates and his rich friend Crito in a prison cell in Athens in the year 399 B.C.E. The dialogue covers the topic of justice, injustice and the appropriate response to both. By setting forth an argument appealing to rational reflection rather than emotional response, the character of Socrates explains the ramifications and justifications of a prison escape for the two friends. Plot Synopsis The setting for Platos dialog Crito  is Socrates prison cell in Athens in 399 B.C.E. A few weeks earlier Socrates had been found guilty of corrupting the youth with irreligion and sentenced to death.  He received the sentence with his usual equanimity, but his friends are desperate to save him. Socrates has been spared so far because Athens does not carry out executions while the annual mission it sends to Delos to commemorate Theseus legendary victory over the minotaur is still away. However, the mission is expected back in the next day or so. Knowing this, Crito has come to urge Socrates to escape while there is still time. To Socrates, escape is certainly a viable option. Crito is rich; the guards can be bribed; and if Socrates were to escape and flee to another city, his prosecutors wouldnt mind.  In effect, he would have gone into exile, and that would probably be good enough for them. Crito lays out several reasons for why he should escape including that their enemies would think his friends were too cheap or timid to arrange for him to escape, that he would be giving his enemies what they want by dying and that he has a responsibility to his children to not leave them fatherless. Socrates responds by saying, first of all, that how one acts should be decided by rational reflection, not by appeals to emotion. This has always been his approach, and he is not going to abandon it just because his circumstances have changed. He dismisses out of hand Critos anxiety about what other people will think. Moral questions should not be referred to the opinion of the majority; the only opinions that matter are the opinions of those who possess moral wisdom and really understand the nature of virtue and justice. In the same way, he pushes aside such considerations as how much escaping would cost, or how likely it is that the plan would succeed. Such questions are all utterly irrelevant.  The only question that matters is: would trying to escape be morally right or morally wrong? Argument For Morality Socrates, therefore, constructs an argument for the morality of escaping by saying that first, one is never justified in doing what is morally wrong, even in self-defense or in retaliation for an injury or injustice suffered. Further, it is always wrong to break an agreement one has made. In this, Socrates posits that he has made an implicit agreement with Athens and its laws because he has enjoyed seventy years of all the good things they provide including security, social stability, education, and culture.  Before his arrest, he further posits he never found fault with any of the laws or tried to change them, nor has he left the city to go and live somewhere else. Instead, he has chosen to spend his whole life living in Athens and enjoying the protection of its laws. Escaping would, therefore, be a breach of his agreement to the laws of Athens and it would, in fact, be worse: it would be an act that threatens to destroy the authority of the laws. Therefore, Socrates states that to try to avoid his sentence by escaping from prison would be morally wrong. Respect for the Law The crux of the argument is made memorable by being put into the mouth of the Laws of Athens who Socrates imagines personified and coming to question him about the idea of escaping. Furthermore, subsidiary arguments are embedded in the main arguments outlined above. For instance, the Laws claim that citizens owe them the same sort of obedience and respect that children owe their parents. They also paint a picture of how things would appear if Socrates, the great moral philosopher who has spent his life talking so earnestly about virtue, to don a ridiculous disguise and run away to another city just to secure a few more years of life. The argument that those who benefit from the state and its laws have a duty to respect those laws even when doing so seems against their immediate self-interest is cogent, easy to grasp and is probably still accepted by most people today. The idea that the citizens of a state, by living there, make an implicit covenant with the state, has also been tremendously influential and is a central tenet of social contract theory as well as popular immigration policies with respect to freedom of religion. Running through the whole dialog, though, one hears the same argument that Socrates gave to the jurors at his trial. He is who he is: a philosopher engaged in the pursuit of truth and the cultivation of virtue. He is not going to change, regardless of what other people think of him or threaten to do to him. His whole life exhibits a distinctive integrity, and he is determined that it will stay that way to the very end, even if it means staying in prison until his death

Cluster headache case study pathophysioloy class

Cluster headache pathophysioloy class - Case Study Example Individuals who suffer from this type of headache experience recurrent severe, one-sided (unilateral) headache pain. These attacks occur at intervals with spontaneous remissions that stop the continuous progress of pain though a smaller percentage of individuals do not experience this interrupt. Cluster headaches are mostly incurable, but prevention can be put in place. Acute attacks can be treated through giving the patient plenty supply of oxygen or triptan which is fast acting. Verapamil uses a prevention mechanism has been widely acceptable and is commonly used as a prophylactic therapy. The use of verapamil sometimes calls for use of steroids before it starts to take effect (Friedman BW, 2009). Cluster headache proportionally affects a 0.2% of the general population with men being affected most. The ratio of men to women who suffer from cluster headache ranges from 2.5:1 to 3.5:1. P.T has a three years history of cluster headache, and he is 35 years of age. He has gone to a neurological clinic for follow-up and revealed that he experienced any headache for a period of one year until they started six weeks ago. He has been involved in a divorce and also lost her mother who succumbed to cancer recently. He shifted to a new job a few weeks ago. He states that his headaches starts from nowhere and reaches its highest level of pain within 10 minutes. An intense and extreme headache pain is experienced, and it is unilateral only affecting one side of the head typically above the eye. The pain runs from above the eye to the temple and reaches the left cheek. During a headache, the eye starts to water profusely and also a runny nose is on the go. The headaches have been episodic, lasting for approximately two and a half hours and occurring between 9am to 9pm daily during the last five days. Drugs such as ibuprofen nor acetaminophen have been ineffective in relieving pain during headaches. There are no photophobic instances associated

ETMA 01 Essay Example | Topics and Well Written Essays - 1000 words

ETMA 01 - Essay Example The type of conviction for breaking these rules is called a summary conviction (Sunbeds Regulation Act section 2 (6)(7), 2010). It is possible that the person can make a defense against a person in their employ that breaks this law if they can show that they made a reasonable effort to prevent this law from being broken. Question #2 A tanning bed is exempt from the regulations in section 2 if it is used for medical treatment. There are some specific guidelines that apply to this regulation. The tanning bed must be dedicated for use in medical treatment. It can not be used for rental for cosmetic purposes part of the time and used for medical purposes for the remainder. Another stipulation requires the actual tanning bed to be located in a registered medical facility. Depending on whether it is in England or Wales, the medical facility must meet certain standards. It may be a clinic or a hospital. Either way, the statute is very clear in showing that tanning beds that are going to be used for medical treatment must not be used for any other purpose and they must be located in a hospital or clinic (Sunbeds Regulation Act section 3). This exemption has some very real consequences for tanning parlors. For example, a 16 year-old person might receive medical treatment in accordance with Section 3 of the Sunbeds Regulation Act. Let’s say they were at a clinic. They enjoyed the experience so much that they wanted to visit a commercial establishment in their neighborhood. The owner of the shop might simply ask this under-age patron if they had used a tanning bed before. The patron may honestly answer in the affirmative, but the shop owner would actually be breaking the law. This shows the need for all tanning salon patrons to show proper identification to avoid breaking the law. Question #3 The location of the tanning beds and the age of the customer or potential customer are the major factors that determine if Shula broke any laws or not. Shula is not in any tro uble for providing services to Nikki. She is 18 years old and the statute is aimed at protecting individuals under the age of 18. Nikki’s age makes Shula’s actions well within the law. Her actions relating to Mandy are not against the law, either. The statute concerning tanning beds does not apply to use within a private residence. It clearly states in Section 2, subsection (2b) that these rules only apply to non-residential uses of tanning beds. Even though Shula lives above the tanning salon, the second floor is her private premises. She can allow the 16 year-old Mandy to use this tanning bed because she is a friend of Mandy’s mother. Shula will be in trouble, however, for the actions of her assistant David. Grant, who was attending the salon with his sister, is under 18. The statute says that no offer can be made by or on behalf of the owner/manager of the establishment that entices underage individuals to use the tanning salon. This means that Shula could be responsible for David’s actions. Shula could possibly offer the defense that she had trained David to avoid this situation by requiring identification before offering any offers for tanning. If Shula could show that she had given due diligence through training, then she will not be held accountable. Tina does not need to worry about her use of a tanning bed. She is exempt because the

Marketing Audit Essay Example | Topics and Well Written Essays - 750 words

Marketing Audit - Essay Example This paper will look at three components of the marketing audit namely marketing environment, marketing strategy and SWOT analysis. The marketing environment of a business organization can be classified into the macroenvironment and task environment. While the macroenvironment deals with the larger external environment of the company, the task environment looks at the direct stakeholders. The company's macroenvironment is comprised of the demographic, economic, environmental, technological, political, and cultural factors which directly affects its operation. Business organizations need to know the major demographic trends and developments which pose threats and opportunities to them as well as their specific response to these factors. The effects of economic variables such as price, income, savings and credit in the operation of business organizations should also be ascertained. ... Lastly, cultural factors like lifestyle and values must be evaluated to create products and services which are more preferred by customers (Kotler 2003). The task environment is comprised of the companies' stakeholders like suppliers, distribution channels, customers, competitors, customers, facilitators and marketing firms, markets, and publics. An evaluation of the task environment gives the business organization an idea of its position in the market (Kotler 2003). Marketing Strategy The evaluation of the company's marketing strategy start with the identification of the broader business mission and marketing objectives and goals. The main focus of this analysis is to determine whether the strategy is in line with where the company wants to be and what it wants to achieve. In evaluating the company's business mission, managers ascertain whether their stated mission is market-oriented. Market orientation is now imperative due to the evolving hypercompetitive marketing environment which gives higher buying leverage to customers. Next, the company also needs to verify that the company's stated business mission is feasible, that is, the company has the adequate and appropriate resources to achieve this position (Kotler 2003). Next, the company reviews its specific marketing objectives and goals making sure that they are smart-specific, measurable, attainable, realistic, and timely. Managers also ensure that the marketing objectives are appropriate given the company's position, resources, and opportunities. Lastly, the company turns to its marketing strategy taking note if it is really effective in achieving the stated goals and objectives. The company's marketing strategy is often relayed through its marketing

Understanding and analysing how Next Retail Ltd (Next) delivers its logistics

Understanding and analysing how Next Retail Ltd (Next) delivers its logistics 1.1 Introduction This report is based on understanding and analysing how Next Retail Ltd (Next) conceives, supports and delivers its logistics and the supply of its products. Next is an international company based in the UK that offers quality fashion clothes and accessories for men, women and children and home ware. It is a subsidiary of Next Plc which is listed on the London Stock Exchange. Next Plcs total revenue was  £3.4b in 2010 and profit before tax was  £505 million (Appendix 1). While Next Retail is present in over 500 stores in the UK and Eire, it manufactures its products outside Europe. For international companies like this, logistics and supply chain management is an important factor in the success of their businesses. This report will describe and analyse Nexts logistics and supply chain strategies. It will also attempt to understand the rationale behind these strategies and whether they have been successful. Based on the report findings, recommendations will be made. The sources of information for this report will be mostly secondary; they will include the company website, company reports, economic reports, journals and textbooks. It is expected that a thorough analysis of this information will be sufficient to produce a high quality report. 1.2 The nature of logistics. There are several definitions of logistics depending on the nature of the organisation (Rushton et al 2006). For some, it is the management of all activities which facilitates movement and the co-ordination of supply and demand in the creation of time and place utility (Hesket et al 1973 cited in Rushton et al). Rushton himself defined it as the efficient transfer of goods from the source of supply through the place of manufacture to the point of consumption in a cost effective way whilst providing an acceptable service to the customer (Rushton et al 2006). It can be broken down into two major components materials management and physical distribution (figure 1.1). The two components can be further broken down into transport, warehousing, inventory, packaging and information of goods and services. The way that each company makes its decisions on the various aspects of logistics management is a function of many things such as the nature of products or services it offers, the countries in which it sources its materials and sells its products, the international and local laws and regulations, the type of customers it targets, resources available etc. Figure 1.1. A comprehensive diagram of logistics (Rushton et al 2006). 2.1 Supply chain strategies Supply chain strategies are different from supply management. They define how the supply chain should operate in order to be competitive. It is a process that has to be repeated in order to measure the cost benefits of the operational components (UPS 2005). Supply chain management, on the other hand, is the management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole (Christopher 2004). Supply chain strategies depend on the companys corporate strategies which are the blue print for what the company wants to achieve (Mangan et al 2008). The figure below shows how the logistic and supply management strategies depend indirectly on the corporate strategy and directly on the business unit strategy. Figure 2.1 The link between SCM Strategy and Corporate Strategy (Mangan et al 2008). According to Mangan et al (2008), there are two major types of supply chain strategies; the lean and the agile strategies. With lean strategies, the emphasis is on reducing and if possible eliminating waste the in the production of the goods and services e.g. there is no time lag in the factory and the products are ready just in time for use. This strategy depends on having all the resources and information necessary for production and distribution; it also depends on being able to predict customer demands so that there is no waste of products. The agile strategy pioneered by Christopher (2003) is borne of the fact that when there is high volatility in the demand and production process, it is not always possible to have accurate resources and predict customer demands. The agile strategy helps the business to be able to cope with any demands made on it by embarking on mass production and differentiation. Both lean and agile strategies are not mutually exclusive and businesses can choose to use both of them for products with different lead times, product cycles and customer demands. Nexts supply chain strategies Nexts primary objective is to deliver sustainable long term growth in earnings per share and its business strategies to achieve these include: Improve its product ranges Increase the number of its customers and their average spend. Improve product sourcing, reduce cost and manage stock levels efficiently (Next 2011). The dominant buying behaviour of Nexts customers is not always predictable because the fashion market is characterised by high volatility, low predictability and high impulse purchasing (Christopher et al 2004). Fashion stores used to change their stock only twice a year, with up to eight fashion seasons in a year, the stores have to constantly change their stock. In fact, fashion trends have been observed to last for only six to eight weeks (Collins 2003). This leads to complications in the supply chain for most fashion companies. The consequent volatility requires an agile supply strategy. Mass customisation is one key technique in the agile strategy. This involves mass production of the business products but configuring them slightly so that there are some variations in the products. The customers then have different products to choose from even though the products are essentially the same. Next adopts this strategy by offering mass produced clothes in variety of colours, sizes and styles to accommodate the differences in its customers tastes (Next 2011). On the other hand, as seen from its business strategies, there is a strong desire to reduce cost and manage stock levels efficiently. This corresponds to the lean supply strategy which eliminates wastes and increases efficiency. Next handles its inventory management accurately with the use of sound IT systems (NEXT Annual Report 2010). This ensures that there is a good balance between having additional products at hand and the risk of not having them when the customers need them (Gourdin 2000). Its warehousing and distribution operations are constantly reviewed to maintain efficiency and reduce risks such as physical property damage, reduce fabric waste, warehouse breakdowns, capacity shortages etc. Care is also taken to make sure that the products are transported to the retail stores on time (Next 2010 Annual Report). As a result of this, in 2010, the company was able to increase gross profit margin by 0.5% through reduction in warehousing and distribution costs (Figure 2.2). Figure 2.2. Next Plcs profit margins in 2010. Logistic Service providers (LSPs) LSPs are companies who handle other companies transport and distribution networks. Recognising the cost-effective prospects in international transport and logistics entails dedication and resources (Rushton et al 2008). Thus, many businesses outsource the transportation of raw materials and finished products to LSPs and focus on their own core competences to save resources and increase profits (Mangan et al 2008). Some companies, on the other hand, provide its own transportation and distribution services. While some others come together as agencies to organise their logistics needs, thereby getting the services at cheaper rates (Mangan et al 2008). Some LSPs also provide integrated logistics services and act as a one stop shop for companies. They are called third-party logistics companies (3PLs) or even fourth-party logistics companies (4PLs). They provide transportation, warehousing and packaging and distribution for other businesses. Examples of such companies are DHL, Kuehne and Nagel Logistics. Choosing the right LSP depends on several factors including the services provided, the geographical location, costs, speed, services needed, LSPs history etc (Mangan et al 2008). Next Plc falls under the categories of company who provides its own logistics services. It boasts of over 20 years of transporting, warehousing and distribution and has invested over  £66 million on its network over the past few years (Stanton 2007). Next Plc considers itself so experienced in these functions that it is now offers 3PL services to other retail businesses with 100 to 150 stores under the umbrella of Ventura Network Distribution (Stanton 2007). The company has two major networks; primary retail and two man network (Ventura 2009). Primary Retail: which comprises of 8 sites, 800 staff, depot space of about 1 million feet, warehousing space of about 5 million feet and over 200 vehicles. Two Man Network: this comprises of 11 sites, 220 staff and about 150 vehicles. In addition, it also offers the mail order fulfilment services (Ventura 2009). Ventura is doing well with a profit of  £6m in 2010; an increase of  £1m from the previous year (Next 2010 Annual Report). More growth is expected in the coming year. 3. Procurement and Outsourcing Procurement is the process of buying and acquiring the materials and services needed for a business. The materials and services procured by businesses will vary according to each business needs. A business like Next that sells clothing and accessories will need to buy fabric, sewing equipment, labour skilled in sewing and manufacturing clothes while a business who sells processed foods will need the food ingredients, the cooking equipment and skilled cooks. The art of procurement is increasingly more complex because of the differences in the cost and quality of materials and services across the world. In order to remain competitive, companies have to buy their materials from areas with greatest value for money and so save on costs of production. International regulations on buying and selling across the world also mean that businesses need to factor in laws, custom and excise duties when choosing where to buy their materials. The identification of right source of supply, purchasing right quantity, right quality, at the right time and at the right prices are important elements of procurement functions (Saxena 2009). Procurement can be direct and indirect. Direct procurement is applicable to manufacturing companies since they need to buy raw materials and equipment for their goods. Indirect procurement is applicable to all companies since it focus on the purchases of company facilities that are necessary to run the company such as labour, marketing, buildings/offices, office supplies etc. As with many other non-core business functions, some companies decide to outsource the procurement function to specialised companies that deal with this. For instance, they might engage recruitment agencies to fill a vacant position within their companies instead of spending time sifting through many CV and conducting interviews. Next Plc has several subsidiaries, one of which is called Next Sourcing Limited (NSL). NSL handles its procurement and sourcing operations. It is present in China, India, Hong Kong, Romania, Sri Lanka, Turkey and the UK. Its function is to design its fashion clothes, source the necessary materials, buy these materials and maintain the quality of the companys products (Next 2011). This subsidiary is doing well and last year recorded a profit of  £35.7m. However, with increasing competition from external suppliers, it is expected that profits will drop to about  £30m in the present year (Next 2010 Annual Report). For its indirect procurement, Next uses its subsidiary Ventura to handle all its customer service requirements and it offers this service to business who engage its service. This service is very important because increasing customer satisfaction is the output of good logistics (Gourdin 2000). At the moment, Next has 6 call centres in the UK, another one in India and employs over 7,000 employees (Next 2011). In addition, the company also recruits its own staff through its websites and advertisements on job sites like Indeed.co.uk which lead the applicants back to the Next website. 4.1 Conclusion Logistics is especially important to international companies. It involves how the company sources its products, manufactures, transports and stores them. The strategies embarked on by the company are a function of its business objectives and strategies. Next is determined to be profitable by increasing the demand of its products and reducing costs. Therefore, it uses a combination of both the lean and agile supply strategies to manage its logistics and supply chain. Next has created subsidiary companies to manage the different components of its logistics and supply chain. It is evident that the company wants to have total control over its business. In addition, it has commercialised these subsidiary companies and offers their services to other businesses, thereby increasing its revenue. Next has been quite profitable including the subsidiary companies that manage its logistics and supply chain. However, according to its 2010 annual report, the profits from Next Sourcing Ltd is likely to see a decline in the following year as a result of competition from external suppliers. 4.2 Recommendations Based on the findings of this report, the following recommendations have been made: It might be necessary for Next to outsource some of its logistics functions to independent companies so that it can focus on its core competencies which are to provide quality fashion clothing and software. At the moment, in trying to do so many things, the company might be losing the expertise and focus they need to build their brand and make even more profit. For instance, because of the large number of employees needed for the company and its subsidiaries, Next can outsource its recruitment functions to recruitment agencies. If the profits from NSL start to fall as predicted, it can also consider outsourcing this function. It is necessary for the company to realise that outsourcing procurement does not necessarily mean that it loses total control of its sourcing and buying processes. It could still have a department in charge of this function but work with third parties to ensure that it uses the expertise necessary for competitive advantage. The department can monitor the procurement process so that Next can be assured of its quality. 5. References and Bibliography Christopher M., (2003). Creating Agile Supply Chains. In: J. Gattorna, ed. 2003. Gower Handbook of Supply Chain Management. 5th edition; Gower Publishing Ltd. 283 291. Christopher M. (2004) Logistics and Supply Chain Management: Creating Value Adding Networks. 3rd ed; Financial Times/ Prentice Hall. Christopher M, Lowson R. Peck H. (2004). Creating agile supply chains in the fashion industry. International Journal of Retail and Distribution Management. Vol 32(8) 367 376 Collins J.L. (2003). Threads: Gender, Labor and Power in the Global Apparel Industry. 2nd ed; University of Chicago Press. Frazelle E. (2001). Supply Chain Strategy: The Logistics of Supply Chain Management. McGraw-Hill Professional. Gourdin K. (2000). Global Logistics Management: A Competitive Advantage for the New Millennium. Wiley-Blackwell. Mahadevan B. (2009). Operation Management: Theory and Practice. Prentice Hall College Div Mangan J, Lalwani C Butcher T. (2008). Global Logistics and Supply Chain Management. John Wiley Sons Next (2010). Annual Report. [Online]. Available at: http://www.nextplc.co.uk/nextplc/financialinfo/reportsresults/2009/jan10/jan10-c.pdf Accessed 02 March 2011. Next (2011). Next About us. [Online]. Available at: http://www.nextplc.co.uk/nextplc/aboutnext Accessed 02 March 2011. Saxena J. (2009). Production and Operations Management. McGraw Hill Education Stanton J. (2007) Next Goes into Third Party Logistics. [Online]. Available at: http://www.roadtransport.com/Articles/2007/10/31/128885/Next-goes-into-third-party-logistics.htm . Accessed 12 March 2011. Ventura (2009). Ventura Distribution Network [Online]. Available at: http://www.venturadistribution.co.uk/default.asp. Accessed 10 March 2011.

The Struggles Of A Leader :: essays research papers

In 1965 Malcolm X, one of the greatest black leaders in America, published his autobiography with the help of Alex Haley, a former writer for the Washington Post. In this autobiography Malcolm tells of the many struggles he had to endure in his lifetime. Things such as hate crimes, drugs, and prison. The autobiography begins with an incident his mother (Louise Little) told him about that occurred while she was still pregnant with him. What happened was that a group of hooded Klan’s-men galloped to his parents house in search of his father (Reverend Earl Little). They circled around the house with their loaded rifles shouting threats and saying that â€Å"the good Christian white people† were not going to stand for his father’s â€Å"spreading trouble† among the â€Å"good† Negroes of Omaha with the â€Å"back to Africa† preachings of Marcus Garvey. They then circle ride around the house and smash in the windows with the butts of their guns. Malcolm was born shortly after on May 15, 1925. Then the book goes through his whole life from the time he was a mere boy to when he was an irresponsible teenager to the time when he was a civil rights leader as an adult. So in other words the book follows his life in chronological order. I find that t his made the book more enjoyable to read and easier to understand. This is because books in which they jump around in a person’s life it gets very confusing and then you don’t know what happened. So I feel this book was very well organized in that it helps you understand what’s going on by telling the events in order. I feel that the purpose of Malcolm X’s autobiography is to give people a vivid description of the life and times of the most controversial leader of the Civil Rights Movement in America, it also gives a ringside view of the events that occurred in and outside America.