the role change of Japans culture :: essays research papers

The Role Change of Japan’s Culture My experiences in Japan have been surreal in that the cultural behaviors are nearly an exact opposite to those with which I had grown up. The order of daily life is solely dependent on the roles and duties of each individual. When people begin to go against the regular flow of the excepted norms, great controversy is created. Japanese culture patterns follow a specific code that is rarely altered. When they are disturbed, there is panic caused by the insecurities of change. The identity of Japanese culture is collectivism. Japan's culture is dependent on the community of the people. The Japanese do not strive for individual success, but rather for group accomplishment. It is better for the group as a whole to be healthy than for one person to achieve higher status. The Japanese do not believe in leaving one person behind, they would rather slow the entire group down until that person can catch up. In addition, the person who is slowing the group down will feel shame because he has hurt his "family". For example, I volunteered in a Kindergarten in Shinagawa the last four months, and one day there was a little boy who was moving his chair into the group much more slowly than the other students. The other students sat quietly watching him. When he finally put his chair down and the teacher was ready to begin, the student did not have his materials ready and had to go back to the closet to get things. The teacher became agitated and went afte r the boy. She pointed to the clock and spoke to him sternly. Then she looked at the students and held him so they could all look at him as she reprimanded him. The child did not scream or cry for his mother as I expected. Instead he looked down as tears flowed down his cheeks. The other students went back to looking at the teacher’s chair and she returned and did the lesson without the boy. The boy continued to stand still until the group finished and then he rejoined them. I had seen the students hitting each other and misbehaving many times, but I never saw a student get punished by a teacher until this day. This boy, at four years old, was feeling Haji (shame). He had hurt the group by cutting their time short.

College degree

Therefore, a university degree is not always the only way to become successful in life; in fact, a lot of people without one have achieved their goals through hard work and sacrifice, a stroke of luck, and a college degree does not reflect the real knowledge of a person Success in business or in life, does not always depend on a university degree that someone can get; in fact, If people work hard and make a lot of sacrifices can be successful without one. A degree it is not necessary to start a company from scratch, and If people work hard, they will achieve their goal.For example, most of the famous fast food restaurants, started from little restaurants managed by people who barely finished school. Also people with a clever and Orlando Idea can be really talented even if they never finished university. For instance, Bill Gates, the owner of Microsoft, and the world's wealthiest person, did not finish his studies at Harvard university, because he decided to work in his projects on co mputer sciences and software development. Finally, another key to success is to never give up and continue working spite the problems and this is a virtue that is not learned in college.In particular, when Apple was almost bankrupt they continued working, and now this is one of the biggest companies around the world and is worth millions of dollars. For these reasons, if a person works hard, he/she can achieve his/her goals without a university degree. Life Is not Just studying and working for long hours, be devoted to the Job or as people say a workaholic, are not the only options: indeed, sometimes it is necessary something else, and a stroke of luck is another way to success if a person does not eave a degree.It is really common that people have a special skill, but maybe they do not know about it, and with just a stroke of luck they can discover it. Most of the time they discover it accidentally, and this changes their lives. Therefore, some sportsmen never imagined how good the y were until they started practicing that sport; and that is how they became recognized and a lot of them did not have to study to achieve this. Secondly, people can inherit a lot of money and property, and they will not have to make too much effort In life, or spend long years at university to make their reams come true.In particular, most bankers around the world inherited all their fortune from their females and continued In the business without setting foot In college. Something very similar Is when a person wins the lottery, and does not need to study in order to progress in life. In brief, success in life is not always related to paper that a person receives when he/she graduates does not always reflect the real knowledge of that person, and is not the only key to achieve goals in life.In university there are many subjects and courses about a lot of topics related with the profession, UT there is not subject that teaches student how to apply that knowledge in real life, so all those years in the university are not a guaranty of success. In fact, most professionals have a lot of problems in the first years after graduation, even some of them will never be able to apply all the things they learned. In addition, a university degree does not mean that this person leaned all that he/she needs when they become professionals and those things can be learn outside the university or Just with experience.For example, someone may have a degree but it could have been oaten illegally or without attending to many subjects, so they will not have all the necessary knowledge. Finally, a lot of people are born with skills and facilities for business and administration, and they do not need to attend college. In contrast, some people may have a masters degree or even a PhD but without the ability to manage a company. In summary, a university degree is not a security that people have the capacity to successful in life. In conclusion, success in life does not depended on a un iversity degree.People who ark hard and strive a lot can achieve their goal even if they never got a degree. Moreover, a lot of people have become successful Just because they have a stroke of luck, and for this they did not need to attend college or study a career. Finally, attending to a university does not mean that the person will be completely qualified and able to develop professionally, so that degree is not a guaranty that this person will successful. Therefore, people can be successful in life and able to achieve their goal without getting a university degree.

Strategic Analysis of ALDI Essay

1. Introduction Albrecht Discount Inc., globally known as Aldi, is a German based family owned global discount chain of supermarkets. Aldi constitutes of two independent groups, that are Aldi Nord (North) and Aldi Sud (South) legally and economically independent but family related (Aldi Sud Business, 2013). It is the market leader in the industry of international grocery retailing and owns and operates chain of discount grocery stores in Europe, Australia and United States. It’s stores retail and supply general merchandise and food including meat products, fresh meat, frozen and refrigerated foods,  sweets and snacks, dairy and bakery products, beverages and pantry items in addition to home care and personal care products (Report Linker, 2013). In the present Aldi Inc.’s strategic analysis is carried out to identify and evaluate its strategies against its business environment to critically analyze whether the strategies pursued by Aldi are effective in maintaining its market leader position or not. In doing so environmental analysis of international grocery retailing industry is carried out to bring about the opportunities and threats the industry is facing and SWOT analysis is carried out to shed light on Aldi’s strengths and weaknesses and opportunities and threats the industry is facing on the whole. Aldi’s strategies are then evaluated against the SWOT to analyze the effectiveness of its strategies in maintaining its market position. 2. Brief Background on Aldi Aldi Inc., was founded by Karl Albrecht and Theo Albrecht in 1913 in Essen and started trading in bakery products, later in 1914 Karl Albrecht’s wife Anna Albrecht opened the first grocery store. In 1919 they acquired a commercial and residential building in Essen and enlarge the grocery store. 1945 the brothers took over the family business and opened more stores and by the end of 1948 they were four Albrecht stores. In 1954 Albrecht expanded further more and opened its stores outside Essen and branch enlargement took place with 77 stores with core business as food self service. In 1961 two legally separate groups were established known as Aldi Sud and Aldi Nord yet the family remained connected. 1962 first ALDI – Albrecht Discount branched was opened in the discount principle and entire branch network was changed into ALDI format. Gradually internationalized its business by first entering in Austria with acquisition of Hofer retail chain, then further expanded in Germany, entered in the United States, UK, Ireland, Australia, Switzerland, Slovenia and Hungary, in that order (Aldi Sud Facts and Figures, 2013). Aldi Group is active in nine European countries and in European market is one of the leading retail companies and a well known retail chain all over the world. Aldi Sud is into retail food trade and comprises of 31 companies located in Southern and Western Germany and Aldi Nord operates its own branch network of 2500 outlets in the northern and eastern Germany (Aldi Sud  Business, 2013; Aldi Nord, 2013). Aldi Group has more than 10000 stores worldwide with annual turnover of 75bn yet its core market is Germany (Fitzgerald, 2013). Aldi stores are known for their efficiency, no frills stores, low levels of staff, few big brand names and modest opening hours (Fitzgerald, 2013). Their main core competency is cut price through cost cutting, selling cheap and low quality products(Grocery.com, 2013) and its mission is â€Å"simply smarter shopping† (Aldi US, 2013). Aldi’s big rivals include TESCO, Morrison’s, Sainsbury, Asda, Carrefour and Lidl (Sky News, 2013; Butler and Bowers, 2013). The Albrecht’s has expanded into new territories but remains a closely guarded company and never disclose its profit margins citing commercial sensitivity and do not share much information with other branches managers (Fitzgerald, 2013). Aldi has to triple its staff and check outs to cater to the extra one million customers coming to its 500 stores in UK. The firm shunned premium big brands for its cut price own versions of premium ranges to attract new customers looking for cheaper products (Steiner, 2013). The retail market is seeing intense competition and big retail supermarkets are losing market share to discount stores and up market grocers such as Aldi all over Europe and other international markets. 3. Market Identification of Aldi It is an intensely family owned private company. Both Aldi Sud and Aldi Nord operate in retail markets however Aldi Nord mainly in Europe whereas Aldi Sud operates in the United States and Australia among other international locations. It has Aldi stores are located in Germany, Austria, Australia, Denmark, France, Belgium, Greece, Ireland, Hungary, Netherlands, Luxemburg, Poland, Slovenia, Portugal, Spain, Switzerland, United states operating in 36 states and United Kingdom (Grocer.com, 2013). Its customers are mainly ‘do it yourself’ shoppers and bargain hunters (Grocer.com, 2013). Aldi in 2013 has outshined its biggest rivals in UK with doubling in annual profits and sales increase of 40.6% being a cut price grocer and holds 3.7% of market share in UK (Steiner, 2013; Sky news, 2013). It earned profit of 157.9 million in 2012 from 70.5 million in 2011 and sales increased from 2.7 billion in 2011 to 3.8 billion in 2012. It opened 34 new stores that were crucial in its strong performance in 2012 (Steiner, 2013). Aldi Ireland revenues increased by 30.7% in 2012 outstripping its German rival Lidl,  opened 3 more stores, in addition to 40 stores in Ireland that are being refurbished or extended. Together Lidl and Aldi control 12.5% of Irish grocery market (Fitzgerald, 2013). Aldi United states’ annual revenue is $68,700 million (U.S) with 1400 stores in 36 states employing 11,000 employees (Grocer.com. 2013). Aldi SUD in Germany consists of 31 independent companies, with more than 1820 branches, employing more than 33,600 employees (Aldi Facts and Figures, 2013). Aldi Nord operates in Eastern, Western and Northern Germany with around 2500 outlets (Aldi Nord, 2013) 4. Environmental Analysis International grocery retailing industry is facing intense competition and become a real battleground, retailing giants are offering plenty of price discounts to attract customers, that is seriously impacting their suppliers and pressure to regulate the sector is growing (Fitzgerald, 2013). The following section analyzes in detail the opportunities and threats the retail grocery industry is facing through PESTEL Analysis. 4.1 PESTEL Analysis 4.1.1 Political factors Legislators of European countries are being pressurized to regulate the retail market because intense competition and price cut is negatively impacting the manufacturers and suppliers (Fitzgerald, 2013). Retail companies are being accused of paying the lowest price to their suppliers, which is harming their business seriously, and are on the brink of collapse. Political campaigns are being carried out and interest groups are asking customers not to buy products their because of that (Osborne, 2012). 4.1.2 Economical factors Economic slowdown in developed countries and Euro zone crises has affected the industry greatly as customers with less income to dispense are forced to shop for cheaper and retailers owned goods swallowing their brand and switching from expensive brands. High flying retail giants are feeling the pinch as there was considerable drop in their sales and profits and more and more customers are switching to discount stores and up market grocers  (Butler and Bowers, 2013). Cash strapped households due to shrinking in their budgets as a result of high inflation that is not proportional to wage rises are flocking to discount stores (Sky News, 2013). The below graph shows consumer retail expenditure five year growth rate of UK (Verdict, 2009). Figure 1: Total consumer retail expenditure of UK- five year growth rate (Verdict, 2009) Burgeoning population, rise in immigration, developed nations beginning to emerge from recession and economic recoveries, falling in unemployment rates, urbanization leading to renewal of growth in retail industry. Disposable income, GDP and consumer spending are the macroeconomic factors that affect retail industry directly (Reuters, 2012). Asia pacific is dominating the industry as it driving the increase in global retail trade, representing 35% of the global retail market and will grow highest among all other regions between 2012 and 2017 (Reuters, 2013). 4.1.3 Social and cultural factors Consumers are becoming more and more socially responsible and considering increasingly the social impact of their purchases and supporting mainly those retailers who are also socially responsible and assert sustainable practices. Consumers are avoiding retailers who they think are irresponsible, encourage sweat shops, exploit suppliers, and outsource manufacturing and carryout unethical practices. Consumer preferences are changing more rapidly than ever before and retailers are struggling to cope up with their changing preferences. Economic recession is giving rise to generational differences, as whole generation experiencing recession are using money more cautiously and less credit cards (Mack, 2013). 4.1.4 Technology factors Technology is changing the way consumers shop retail products and the way retail businesses operate in bad and good ways. Online retail shopping has increased in manifolds along with creating more awareness among consumers, leading to price comparisons to find the best deal across the world. It is presenting both opportunity and threat as technology is helping in boosting retail stores performance but also forcing them to adapt to new changes  brought forward by technology or else give way to competitors who are doing so (Mock, 2013). Technological growth such as mobile commerce has provided opportunity for retailers to better interact with customers and give them more convenience and better service (Reuters, 2013). RFD Radio Frequency Identification Device has facilitated end to end tracking of ingredients and better stock control through business intelligence tools (PWC, 2013). 4.1.5 Environmental Factors Retail chains are being pressurized to be more socially responsible and adopt sustainable practices as their low price strategies are affecting the suppliers and the environment as a whole. Retailers are also accused of harming the environment as they are blamed for increased consumption of food products and causing global food insecurity and also for increased used of harmful plastic material for packaging. They are also accused of indulging in unethical practices to drive the products prices down and not caring for the environment (UNEP, 2003). To minimize this negative trend retail chains have to sustainable materials for packaging and carrying and in turn putting that costs on consumers (Osborne, 2012). 4.1.6 Legal factors Tax issues such as VAT, excise duties, environmental and property taxes, HR taxes, cross border transactions tax issues, corporation taxes and compliance with laws and legislations and increasing costs of corporate social responsibility are presenting challenges to retail industry and increasing their cost of operations. Accounting regulations like adopting of IFRS and passing of Sarbanes Oxley legislation on demand of stakeholders heightened the regulatory pressures on the retail and consumer industry (PWC, 2013). 4.2 Key Trends affecting the industry Consumers are switching from up market retail chains to low price retail chains (Butler and Bowers, 2013). Price inflation of retail products putting more pressure on retailers to decrease its impact on customers and cut down on profit margins (Butler and Bowers, 2013). E commerce and M commerce are increasing leading to increase in online retail (Mack, 2013) Customers are more aware and comparing prices online to gain best deal (Mack, 2013) Burgeoning population, urbanization, economic recovery are renewing growth  in retail sector (Reuters, 2013). Consumers preferences are changing more rapidly than before (Mack, 2013) Consumers are seeking more convenience and using other mode of payments like credit card, debit card etc. (Osborne, 2012; Mack, 2013), New consuming habits such as value shopping in FMCG products and clothing, luxury shopping in furniture and technology (PWC, 2013). Trends towards retailers being more socially responsible and sustainable retailing (PWC, 2013). Consumers supporting local suppliers and against outsourcing (Fitzgerald, 2013) Customer polarization that is have are shopping in up market stores, have not shopping more in low price stores, driving the growth of the industry (Sky News, 2013). Global retail trade growth is driven by Asia Pacific markets and will see highest growth rate. 5. SWOT Analysis 5.1 Strengths Highly efficient stores, staff levels are kept low, operates with only few big brand names and opening hours are fairly modest (Fitzgerald, 2013). High brand value and large extended network of branches covering major developed markets in the world. Continuous expansion in new markets to cater to increased footfall of customers. Basic packaging and limited advertising to keep costs low. Cost advantage derived from economies of scale (Fitzgerald, 2013) Own cheap luxury brands giving stiff competition to expensive luxury brands (Fitzgerald, 2013) Increase in sales mainly coming from new stores (Butler and Bowers, 2013) Discount pricing are impressively cheaper attracting shoppers away from bigger retail giants such as Tesco, Sainsbury Cherry pick bargains offered by Aldi increasing the number of shoppers (Butler and Bowers, 2013) Robust growth over the years (Fitzgerald, 2013) Good for buying staples (Ferruza, 2011) 5.2 Weaknesses In England Aldi does not accept payments through credit card restricting customers who want to pay through credit cards (Osborne, 2012) Charges  customers for a carrier bag (Osborne, 2012)  Low staff levels not able to handle increased customer footfall Reputation damaged because of recent horsemeat scandal and employee spying accusations (Snoops, 2013; Stuart, 2013; The Guardian, 2013). Serious limitation of product selection only 2800 products varieties are offered while other supermarket offer 30000 and shopping cart has to be rented for a quarter, (returned later after cart is kept back) (Grocery.com; Ferruza, 2013) Less glamorous store , interior ambience of stores is not so great, stores are like warehouses, does not decorate shelves, spends very less in packaging, stocking and transportation (Grocery.com, 2013) Stocks low quality products (Ferruzza, 2011). Less glamorous stores, ambience not attractive in stores, it’s like warehouse style store, no frills Stocks low quality products Limited product selection Low level of staff Charges for carrier bags and shopping carts Does not accept payment through credit cards Reputation damaged due to horse meat scandal and employee spying Sells mostly own brands label and limits the number of outside brands Very low advertising and store promotion and only in-house advertising Opportunities Economic recovery in development markets, burgeoning population, urbanization renewing growth Technology such as m-commerce and e-commerce increasing sales Customer polarization increasing discount retailers sale Economic slowdown in the past, inflation and high unemployment rate forcing customers to buy cheaper products Global retail trade growth is high in Asia pacific region and driving the market Price inflation moving customers to discount stores Threats Customers inclination towards sustainability, corporate social responsibility and preference to local suppliers threatening the cost efficiency of discount stores Taxation, and heightened regulations Technology creating operational complexities Consumer changing consuming habits and preferences threatening the industry 6. Identification and evaluation of the Strategies pursued by Aldi Aldi’s competitive strategy is to gain competitive advantage over its rivals through efficiency. Its competitive strategy is low cost leadership that it derives from economies of scale, cost efficiency, low staff level, low quality products, limited product selection and high bargaining power with suppliers (Fitzgerald, 2013; Butler and Bowers, 2013; Steiner, 2013). Its strategy to achieve its mission of simple smarter shopping it has implemented the following strategies in view of its changing business environment. 6.1 Strategies implemented by ALDI Constant rolling out new stores with increased size between 10,000 and 15,000 sq.ft in all countries it is operating (Fitzgerald, 2013). Backward vertical integration, producing cheaper luxury products to attract consumers who are  switching from expensive luxury brands (Grocery.com; Fitzgerald, 2013). Renovation and expansion of existing stores (Fitzgerald, 2013). Started using advertising campaigns to attract more up-market customers to promote its own luxury brand labels deviating from its past strategies (Butler and Bowers, 2013). Increased checkout points and staff level in its store to cater to extra one million customers coming to its stores all over Europe (Steiner, 2013). Delivering high value to customers who are looking for cheaper deals through efficiency in transportation, presentation and packaging (Steiner, 2013). Online sales and apps for attracting internet savvy consumer and engaging customers through social networks (Aldi App, 2013). Sustainable sourcing and reducing environmental impact through recycling and minimum packaging (Aldi Nord, 2013). 6.2 Critical Evaluation of the Strategies In view of Aldi Inc.’s SWOT and the strategies it has implemented it can be said that Aldi’s strategies are in sync with its changing business environment and taking advantage of its strengths and minimizing its weaknesses. By expanding its store sizes, renovating and redecorating its existing stores and opening new stores of bigger sizes it has tried to minimize its weakness of less glamorous warehouse type store. And by opening more stores consistently over the years it is taking advantage of burgeoning population that is resulting in increase of customer footfall (Fitzgerald, 2013). It has also taken care of its weakness of low staff level and increased staff level and checkouts to cater to increased customer footfall (Steiner, 2013). It has started rolling out advertising campaigns for promotions to attract luxury customers and elevated its market positioning by retailing luxury products and changing its reputation of a retailer of low quality products (Butler and B owers, 2013). Aldi is gradually moving from discount store principle to convenient store principle, opening stores in affluent locations, offering luxury products, delivering both value and quality to broaden its consumer base (Skynews, 2013). Through vertical backward integration it has taken advantage of the opportunity presented by the consumer shifting from expensive luxury products to comparatively cheaper luxury products by producing its own luxury label offering them at less price. Broaden its customer base by opening stores in affluent  locations and changing its positioning from a discount store to a convenient store, this is to take advantage of opportunity presented by economic recoveries of developed countries. It has sustained its cost efficiency competitive advantage by lessening costs on packaging, transportation and offering cherry deals. Aldi apps facilitate m-commerce, and it also sells online and interacts with customers using social networks, thus it is taking advantage of op portunities presented by digital media technology. It has minimized threat presented by environmental factors by adopting recycling and has become more socially responsible by adopting sustainable practices for sourcing to minimize the threat presented by customers inclination towards sustainability. However Aldi has not fully taken advantages of other opportunities such as taking advantage of growing Asia Pacific market, it is operating only in Australia and has not yet entered Asian countries where high growth is expected and many governments have opened foreign direct investment in retailing. Price inflation of products and heightened laws and regulations will threaten its cost leadership strategy and in future might increase its operational costs and it may not be able to sustain its competitive strategy for long however it has not taken any measures to address these threats. Increasing staff level will increase its labor costs adding to its operational costs further. 7. Conclusion Aldi Inc. is evolving and implementing strategies to take advantage of opportunities and thwart threats presented by its environment by exploiting its strengths and reducing or eliminating its weaknesses. It has resulted in success as Aldi has experienced great success in 2013 with increased profit and sales compared to other supermarket chains however it may not be able to sustain its competitive advantage for long because prices and costs are increasing and profit margins are decreasing with retail market being saturated in developed countries, it has to expand its operations into new markets for sustaining growth and maintaining market leader position. 8. References Aldi App, (2013), Smart Phone, Aldi App, Aldi Us, Available at https://www.aldi.us/en/services/smartphone-app/, Accessed 25 November, 2013. Aldi Nord, (2013), â€Å"Business†, Aldi Nord, Available at http://www.aldi-nord.de/unternehmen.html, Accessed 28 November, 2013. Aldi Sud Business, (2013), â€Å"Aldi Sud Business†, Aldi Sud, Available at https://unternehmen.aldi-sued.de/de/ueber-aldi-sued/unternehmen/, Accessed 24 November, 2013. Aldi Sud Facts and Figures (2013), â€Å"Aldi Sud Fact and Figures†, Aldi Sud, Available at https://unternehmen.aldi-sued.de/de/ueber-aldi-sued/unternehmen/daten-und-fakten/, Accessed 21 November, 2013. Aldi US, (2013), â€Å"Aldi US Corporate†, Aldi Us, Available at https://corporate.aldi.us/, Accessed 27 November, 2013. Butler, S., and Bowers, S., (2013), â€Å"Britain’s big supermarkets lose ground to cut price rivals and up market grocers†, The Guardian, Available at http://www.theguardian.com/business/2013/nov/19/britain-supermarkets-market-share-fall-tesco-sainsburys -lidl, Accessed 22 November, 2013. Ferruzza, C., (2011), â€Å"Forget Trader Joe’s let’s hear it for Aldi†, Pitch, Available at http://www.pitch.com/FastPitch/archives/2011/07/18/forget-trader-joes-lets-hear-it-for-aldi, Accessed 19 November 2013. Fitzgerald, K., (2013), â€Å"Germany the history of Aldi Supermarkets†, Meat Trade News Daily, Available at http://www.meattradenewsdaily.co.uk/news/300413/germany___the_history_of_aldi_supermarkets_.aspx, Accessed 23 November, 2013. Grocery.com, (2013), â€Å"Aldi Foods†, Grocery.com, Available at http://www.grocery.com/aldi-foods/, Accessed 27 November, 2013. Mack, S, (2013), â€Å"Social Factors Affecting Retail Business†, Small Business Chron, Available at http://smallbusiness.chron.com/social-factors-affecting-retail-business-71662.html, Accessed 23 November, 2013. PWC, (2013), â€Å"Industry Issues†, PWC, Available at http://www.pwc.co.uk/retail-consumer/issues/retail-and-consumer-ind ustry-issues.jhtml, Accessed 22 November, 2013. Osborne, H., (2012), â€Å"The Aldi Experience: Supermarket shopping with a difference†, The Guardian, Available at http://www.theguardian.com/money/blog/2012/oct/08/aldi-supermarket-shopping-difference, Accessed 25 November, 2013. Reportlinker, (2013), â€Å"Aldi Inc. – Strategic SWOT Analysis Review†, Report Linker, Available at http://www.reportlinker.com/p0500369-summary/Aldi-Inc-Strategic-SWOT-Analysis-Review.html, Accessed 29 November, 2013. Reuters (2013), â€Å"Research and

Serian Synogoges essays

Serian Synogoges essays Architecture plays a very important role in a culture, and from its remains, historians can gain a wealth of information. It determines the wealth of the community, the weather conditions and many other things. Not only can historians learn what it was like in that area at that time, but also they can learn from it to improve our area now. For example, the Romans built curved roads and sewers to prevent flooding and currently we also build our roads similarly. Another example can be the columns the Greeks used to build; now the White house and many other buildings are built in a Greek style. In fact, the entire Washington D.C. is built just like Paris; it is built in a circle around the White House, as Paris is built around the Eiffel Tower. Architecture and the arts have such power over people that Jews are thought to have horns because of a misinterpretation by Leonardo Divenchi, who portrayed Moses with horns. Now well take a look at architecture from a religious point of view. During the late Fifteenth century, refugees from Spain escaped to Muslim countries, mainly the Ottoman Empire. With them they brought the Sephardic traditions and culture and it quickly spread throughout the Mediterranean region. The Sephardic tradition eventually dominated the Syrian synagogue design and its architecture. Today, this beautiful architecture still remains in the Syrian community in Brooklyn. During the Ottoman period, the basilica form was popular. The Syrian synagogue usually had a wide central aisle and two side aisles. Arcades supported by columns separate it. Different parts of the room would be elevated, especially the tevah for illumination purposes. Many of the synagogues of Syria were very decorative; even the mandatory utensils of the synagogue, such as the lightbox, which was used to give off light to read the torah, would be very fancy. ...

Turabian Principles

Turabian Principles Few styles have proven so effective as the Turabian method. In fact, Kate Turabian created a delicate blend of modern language guidelines and common sense, which has long been used for reference by academia. Replete with guidelines and instruction, the Turabian manual is your first step for solid paper writing. The Turabian Principles When Kate Turabian began writing her style manual, she wanted to provide a resource for the modern student. Clarity of instruction became as important as clarity of style. In a simple, straightforward way, she began to outline the principles of good writing. Unlike other style manuals which simply list guidelines and rules, the Turabian manual provides general guidance, as well. It guides students through their first approach towards their paper, and stays with them through the finalization of their citations. With advice for all sorts of academic papers, the Turabian manual has become a reference for writers of high school term papers and dissertations, alike. The Modernized Manual This manual has been recently revised and reissued by the University of Chicago Press. It now conforms to the stylistic guidelines set out by the Chicago Manual of Style. The new edition also includes guidance for the computer age, and students using word processors.

DISCUSSION Essay Example | Topics and Well Written Essays - 500 words - 1

DISCUSSION - Essay Example (APA website, 2010) Principle B of the same code encourages the building of relationships of trust. Further, it is stressed as important that a portion of the psychologist’s â€Å"professional time† should be contributed for â€Å"little or no compensation or personal advantage.† (ibid. Principle B) It is true that the psychologist clarify professional roles and obligations, though. (ibid. Principle B) This may be interpreted as suggesting that the driving of someone 100 miles to a canyon is not part of the professional obligations of the psychologist. While this may be true, a caring psychologist may argue that in considering the best interests and preferences of a client (see: ibid. Standard 3.10), this trip to the Grand Canyon would be completely justified. In addition, if the professional opinion of the psychologist is that the trip is of benefit to the wellbeing of the client, he/she is entitled to make that call. (see: ibid. Introduction and Applicability) From a personal perspective, the need to arrange and make the trip is evident – the lines between client and psychologist would not significantly be overstepped; only a superficial dependency would result; and the compassionate, caring psychologist would help the dying client to complete this one achievable wish. Sometimes it is possible to â€Å"just know† (writer’s quotation marks) something – your every instinct tells you that what you perceive is true and you want, more than anything, to act on your feelings. The question of honesty and integrity in the professional lives of psychologist is referred to no fewer than 17 times in the Ethical Principles of Psychologists and Code of Conduct and its general principles and standards. (APA website, 2010) Of particular note in a reaction to the scenario here – where one would be tempted to â€Å"adjust results† (writer’s quotation marks) a little to ensure continued funding of

Adapting Instructional Techniques to Meet the Needs of a Research Paper

Adapting Instructional Techniques to Meet the Needs of a Multi-Generational Classroom - Research Paper Example From this study it is clear that adding the dimension of multi-generational interaction provides educators with challenges in trying to engage learners who are at different socialization levels in relationship to work and life experience. Looking at the concept of multi-generational integration towards learning can be assessed in relationship to social constructivism as it was discussed by both Piaget and Vygotsky. Learning through inventive systems like the internet or through face-to-face interaction in group learning, students can bridge gaps and increase the knowledge of one another through integration of the advantages of their age range. Adapting Instructional Techniques to Meet the Needs of a Multi-Generational Classroom Introduction The economic conditions are such that an increasing number of adults are returning to the classroom in order to further their education so that they can enter a first career or find a second career as their own has become a victim of economic hard times. Between 1970 and 2004 there was a 101% increase in the number of students attending college. According to the paper the advantages of age provides for a series of different perspectives to be brought into the condition of the classroom. The different generations will have sometimes conflicting perspectives on world events, the idealism of the very young tempered by the practicality of those who may be in their thirties. Even a short span of five years differences will have a very different perspective than the teenager fresh from high school. Work experience, the experience of paying bills, and the cognition of how world events evolve from one to the next as it is seen from more experienced eyes will all affect the learning capacity of the individual as they contemplate the information that they are receiving. The instructor will experience a series of challenges as they approach teaching in a multi-generational classroom.