Read April Morning and write an essay Example | Topics and Well Written Essays - 1000 words

Read April Morning and write an - Essay Example For example in chapter 1 in the Afternoon before the battle, women are portrayed as religious people. This happens when Adam’s mother is preparing supper and when Adam delivers some water to her she asks him why he does not read the bible just like his father used to do. According to Adams mother, Moses Cooper the father to Adam had memorized the book of Lamentations by age of 15 which is Adams age (Fast 8). Another encounter in which women are portrayed as religious is when granny is having a conversation with Adam. When granny asks Adam about if the Committeeman was connected to Sam Adams and Adam replies yes she concludes that Adam is a theist which also shows the religious role of women in the novel (Fast 16). In addition to this, the author cites a reverend as one of the characters in this book but does not show any instances where the character inspires people to be religious leaving the role for women only. Another example of the theme of religion expressed by women in this novel is when granny asks Adam, â€Å"If God gave a person brains, then shouldn’t he use them?† Ruth is also portrayed as a religious young lady (Fast 22). At her teen age youth she was religious and granny ask why Adam had participated in trying to shake Ruth Simmons’s faith. The author also portrays the religious nature of women in the novel when granny got into an argument with his son Moses when Moses said that, â€Å"The highest good was to doubt†. According to granny God was the greatest and hence could not be doubted (Fast 27). The author has also used women to show an understanding and caring character in this novel. Adam confesses that the only person who understands him is her grandmother and most of the time he will spend time with her and make stories (Fast 14). The author further illustrates women as peaceful and caring people when granny tries to control Moses Cooper from attacking his son

Jane Eyre :: essays papers

Jane Eyre When Jane Eyre is introduced to Reverend St. John Rivers, she has already had a lifetime of experiences, but she still does not have a good sense of self. By the time that Jane leaves St. John, she is a newly self-assured woman who knows what she wants in life, and is determined to achieve her goals. When St. John is first introduced in the book, he finds Jane completely destitute with nowhere to go and no one to rely on for help. Despite her refusal to reveal her true identity, St. John takes Jane in to live with him and his two sisters, Diana and Mary. Once she has been nursed to health, St. John gives Jane a job as a school teacher at a girls school as well as a small cottage in which to live (339). At this point in the novel, word reaches the Rivers family of their Uncle's death. Unfortunately, another relative was favored for the large inheritance over them. While living in Moore House, Jane begins to feel like she is part of the Rivers family. She regards their home as her home (360), and its inhabitants as her brothers and sisters. Soon, Jane is informed that St. John has been told to whom their Uncle's estate was left- one Jane Eyre. It seems that St. John was christened St. John Eyre Rivers (366). St. John, Diana, and Mary are actually Jane's cousins. This gives Jane the family that she has always wanted, she finally has people to love her. One day, St. John announces to Jane that he will be going to East India to be a missionary, and that he wants Jane to go with him as his wife (383). Jane is reluctant to appease him, and he tries to convince her to come by telling her that it is God's Will that she do this (391). Many times Jane has done things that she did not want because it was God's Will. She was sent out of her Aunts house, suffered punishments at Lowood Institution, and did not marry Mr. Rochester, all for God's Will. But this time she realized that this was not God's Will. The next day while trying to reconcile with St. John, Jane hears a voice on the wind calling her name much like the story of Damascus in the bible that she had studied for so long.

Concept of Service Profit Chain for Apple

The Service-Profit Chain Today by by James L. Heskett, W. Earl Sasser, Joseph Wheeler Relevance Today The service-profit chain (SPC) is as relevant today as it was when we wrote about it in â€Å"Putting the Service-Profit Chain to Work,† in the March 1994 issue of Harvard Business Review. In fact, three of the co-authors of that article have since left the academy to apply SPC principles in the business world. Company Examples Highly successful companies like Bouygues Telecom in France (now the third largest in its markets in the ten years since its founding) and ING DIRECT (now the 17th largest bank in the U.S. after just seven years) have been created since then, based on service-profit chain (SPC) relationships. Others, such as Rackspace Hosting (engaged in Web site design and management), Westpac (one of Australia’s leading banks), CEMEX (one of the world’s largest cement companies, based in Mexico), Harrah’s Entertainment (a leader in branded casino entertainment, based in Reno, Nevada), and Baptist Health Care (a not-for-profit health care organization centered in northwest Florida and southern Alabama), have been revitalized through actions suggested by SPC relationships.Positive examples of SPC practice are commonly found in companies at the top of Fortune’s 100 Best Places to Work and the Wall Street Journal’s best-performing companies. Other companies, such as Circuit City, provide examples of what happens when organizations manage themselves into a â€Å"doom loop† of negative SPC relationships. In March 2007, Circuit City announced that it would replace 3,400 of its more experienced, higher-paid salespeople with new, lower-paid hires. In so doing, it damaged customer satisfaction and ultimately suffered the financial consequences. Service-Profit Chain AnalysisIn the past 14 years literally hundreds of academic studies have examined one or more of the seven links in the service-profit chain we describ ed in our 1994 article. (David Maister, author of Practice What You Preach: What Managers Must Do to Create a High Achievement Culture (New York: The Free Press, 2001), proved in an extensive study the cause-and-effect relationships that exist between various elements of the SPC. ) Of the studies that have been done, all but a handful have confirmed the relationships in all kinds of for-profit and not-for-profit service activities.Some researchers have taken issue with certain of our hypotheses. In particular, several have found weak or negative relationships between employee satisfaction and productivity and between customer satisfaction and financial measures. In part, this can be explained by sudden management actions that have not yet been fully felt throughout the SPC. For example, changes in such things as staffing policies and organizational structure produce effects that may temporarily disrupt relationships between measures of employee and customer satisfaction. The Importa nce of All the Links in the ChainAs we have continued our work, we have learned, among other things, that: * An organization and its leadership can’t â€Å"cherry pick† ideas or focus on single relationships in the SPC; for maximum effectiveness, all of them must be addressed. * Firms performing well on one SPC dimension are probably doing well on others, too. * It all begins with the first link between the quality of the workplace and employee satisfaction. This link includes such variables as employee selection and recognition, as well as amenities and benefits designed to help employees achieve results for customers and themselves.Companies such as SAS (a leader in business intelligence and predictive analytics software, headquartered in Cary, NC) and Wegmans supermarkets (a regional chain centered in the northeast U. S. ) that invest deeply in workplace quality are consistently found near the top of the list of best places to work in the US. * There are patterns of practice that lead to SPC success. For example, many best-practice organizations have been built on teams of employees with latitude to hire, develop, and, if necessary, fire team members and with responsibility for the growth and profitability of a piece of the business. Customers that we termed â€Å"apostles† in 1994 drive most or all of a firm’s profits through what we have more recently come to think of as the five Rs of customer or employee â€Å"ownership†: retention, related sales, referral, recruitment, and research and development. Wegmans Supermarkets Take the case of Wegmans supermarkets. The company’s mission is to â€Å"set our goal to be the very best at serving our customers. Every action we take should be made with our customers in mind. We also believe that we can achieve our goal only if we fulfill the needs of our own people. At Wegmans, these are more than just words. According to Fortune, Wegmans has ranked in the top five places t o work in the U. S. for several years. In part, this is because CEO Danny Wegman and his team seek to create exciting experiences — centered around food — for both their employees and their customers. This even involves sending selected employees to Europe to study the practices of chefs creating gourmet cuisine. After interacting with employees, a surprising number of the company’s customers apply for jobs, self-selecting into an organization they believe in.A substantial portion of the company’s marketing effort fosters word-of-mouth referrals from existing customers. Ideas for new food items, recipes, and presentations are regularly solicited from and provided by customers and employees. As a result, Wegmans delivers unmatched value in spite of prices that are sometimes higher than competitors’. This, in turn, leads to profitable performance and growth in a very competitive business. Customers and Employees as â€Å"Apostles†Following the publication of â€Å"Putting the Service-Profit Chain to Work,† the work of two of us (Heskett and Sasser, in cooperation with Joe Wheeler) has focused on the payoffs from applying service-profit chain concepts to groups of employees and customers that exhibit what we call â€Å"owner† behaviors. Findings from this work will comprise the contents of our new book, The Ownership Quotient, to be published by Harvard Business Press later in 2008. These employees and customers aren’t just satisfied, loyal, and willing to recommend a company or its products or services to others.They are â€Å"apostles† who actually recruit others to an organization–either as a place to work or to bring their business. And they recommend improvements in how a product is designed or a service delivered, often through constructive complaints that are noted, processed, and acted upon by companies that foster â€Å"owner† behaviors. Our attention to â€Å"ownersâ₠¬  was captured when we found that in the organizations we have studied so far, a customer/owner is worth more than a hundred price-sensitive, non-loyal customers.Organizations that understand this, such as Harrah’s Entertainment and Rackspace Hosting, have designed ways of identifying and catering to customer/owners, often by creating ownership attitudes among their employees. These organizations build ownership in a number of ways: * They organize around cross-functional teams of employees, each of which is responsible for managing itself and developing relationships with a group of dedicated customers. (For example, at Rackspace Hosting, teams of â€Å"Rackers† are responsible for building business relationships with assigned groups of customers seeking help in managing their Web sites. * They carefully select the customers they will serve. (For example, at ING DIRECT, desired customers for on-line banking are targeted and others are â€Å"fired. †) * They u se firm-wide databases that enable employees to share information in order to tailor products and services to customer needs. (For example, Harrah’s Entertainment has a Total Rewards customer database. ) * They understand and meet individual customer needs and interests. (For example, employees at Build-A-Bear Workshops are trained to look for and respond to needs of individual customers in the store itself, as well as those who visit the company’s Web site. * They often engage customers in the delivery of a product. (For example, IKEA customers are encouraged to transport and assemble their furniture purchases themselves. ) * They identify values, behaviors, measures, and actions necessary to build and maintain an ownership mentality. (For example, Baptist Health Care has identified the critical elements of its organizational culture: integrity, vision, innovation, superior service, stewardship, and teamwork. ) Concept of Service Profit Chain for Apple The Service-Profit Chain Today by by James L. Heskett, W. Earl Sasser, Joseph Wheeler Relevance Today The service-profit chain (SPC) is as relevant today as it was when we wrote about it in â€Å"Putting the Service-Profit Chain to Work,† in the March 1994 issue of Harvard Business Review. In fact, three of the co-authors of that article have since left the academy to apply SPC principles in the business world. Company Examples Highly successful companies like Bouygues Telecom in France (now the third largest in its markets in the ten years since its founding) and ING DIRECT (now the 17th largest bank in the U.S. after just seven years) have been created since then, based on service-profit chain (SPC) relationships. Others, such as Rackspace Hosting (engaged in Web site design and management), Westpac (one of Australia’s leading banks), CEMEX (one of the world’s largest cement companies, based in Mexico), Harrah’s Entertainment (a leader in branded casino entertainment, based in Reno, Nevada), and Baptist Health Care (a not-for-profit health care organization centered in northwest Florida and southern Alabama), have been revitalized through actions suggested by SPC relationships.Positive examples of SPC practice are commonly found in companies at the top of Fortune’s 100 Best Places to Work and the Wall Street Journal’s best-performing companies. Other companies, such as Circuit City, provide examples of what happens when organizations manage themselves into a â€Å"doom loop† of negative SPC relationships. In March 2007, Circuit City announced that it would replace 3,400 of its more experienced, higher-paid salespeople with new, lower-paid hires. In so doing, it damaged customer satisfaction and ultimately suffered the financial consequences. Service-Profit Chain AnalysisIn the past 14 years literally hundreds of academic studies have examined one or more of the seven links in the service-profit chain we describ ed in our 1994 article. (David Maister, author of Practice What You Preach: What Managers Must Do to Create a High Achievement Culture (New York: The Free Press, 2001), proved in an extensive study the cause-and-effect relationships that exist between various elements of the SPC. ) Of the studies that have been done, all but a handful have confirmed the relationships in all kinds of for-profit and not-for-profit service activities.Some researchers have taken issue with certain of our hypotheses. In particular, several have found weak or negative relationships between employee satisfaction and productivity and between customer satisfaction and financial measures. In part, this can be explained by sudden management actions that have not yet been fully felt throughout the SPC. For example, changes in such things as staffing policies and organizational structure produce effects that may temporarily disrupt relationships between measures of employee and customer satisfaction. The Importa nce of All the Links in the ChainAs we have continued our work, we have learned, among other things, that: * An organization and its leadership can’t â€Å"cherry pick† ideas or focus on single relationships in the SPC; for maximum effectiveness, all of them must be addressed. * Firms performing well on one SPC dimension are probably doing well on others, too. * It all begins with the first link between the quality of the workplace and employee satisfaction. This link includes such variables as employee selection and recognition, as well as amenities and benefits designed to help employees achieve results for customers and themselves.Companies such as SAS (a leader in business intelligence and predictive analytics software, headquartered in Cary, NC) and Wegmans supermarkets (a regional chain centered in the northeast U. S. ) that invest deeply in workplace quality are consistently found near the top of the list of best places to work in the US. * There are patterns of practice that lead to SPC success. For example, many best-practice organizations have been built on teams of employees with latitude to hire, develop, and, if necessary, fire team members and with responsibility for the growth and profitability of a piece of the business. Customers that we termed â€Å"apostles† in 1994 drive most or all of a firm’s profits through what we have more recently come to think of as the five Rs of customer or employee â€Å"ownership†: retention, related sales, referral, recruitment, and research and development. Wegmans Supermarkets Take the case of Wegmans supermarkets. The company’s mission is to â€Å"set our goal to be the very best at serving our customers. Every action we take should be made with our customers in mind. We also believe that we can achieve our goal only if we fulfill the needs of our own people. At Wegmans, these are more than just words. According to Fortune, Wegmans has ranked in the top five places t o work in the U. S. for several years. In part, this is because CEO Danny Wegman and his team seek to create exciting experiences — centered around food — for both their employees and their customers. This even involves sending selected employees to Europe to study the practices of chefs creating gourmet cuisine. After interacting with employees, a surprising number of the company’s customers apply for jobs, self-selecting into an organization they believe in.A substantial portion of the company’s marketing effort fosters word-of-mouth referrals from existing customers. Ideas for new food items, recipes, and presentations are regularly solicited from and provided by customers and employees. As a result, Wegmans delivers unmatched value in spite of prices that are sometimes higher than competitors’. This, in turn, leads to profitable performance and growth in a very competitive business. Customers and Employees as â€Å"Apostles†Following the publication of â€Å"Putting the Service-Profit Chain to Work,† the work of two of us (Heskett and Sasser, in cooperation with Joe Wheeler) has focused on the payoffs from applying service-profit chain concepts to groups of employees and customers that exhibit what we call â€Å"owner† behaviors. Findings from this work will comprise the contents of our new book, The Ownership Quotient, to be published by Harvard Business Press later in 2008. These employees and customers aren’t just satisfied, loyal, and willing to recommend a company or its products or services to others.They are â€Å"apostles† who actually recruit others to an organization–either as a place to work or to bring their business. And they recommend improvements in how a product is designed or a service delivered, often through constructive complaints that are noted, processed, and acted upon by companies that foster â€Å"owner† behaviors. Our attention to â€Å"ownersâ₠¬  was captured when we found that in the organizations we have studied so far, a customer/owner is worth more than a hundred price-sensitive, non-loyal customers.Organizations that understand this, such as Harrah’s Entertainment and Rackspace Hosting, have designed ways of identifying and catering to customer/owners, often by creating ownership attitudes among their employees. These organizations build ownership in a number of ways: * They organize around cross-functional teams of employees, each of which is responsible for managing itself and developing relationships with a group of dedicated customers. (For example, at Rackspace Hosting, teams of â€Å"Rackers† are responsible for building business relationships with assigned groups of customers seeking help in managing their Web sites. * They carefully select the customers they will serve. (For example, at ING DIRECT, desired customers for on-line banking are targeted and others are â€Å"fired. †) * They u se firm-wide databases that enable employees to share information in order to tailor products and services to customer needs. (For example, Harrah’s Entertainment has a Total Rewards customer database. ) * They understand and meet individual customer needs and interests. (For example, employees at Build-A-Bear Workshops are trained to look for and respond to needs of individual customers in the store itself, as well as those who visit the company’s Web site. * They often engage customers in the delivery of a product. (For example, IKEA customers are encouraged to transport and assemble their furniture purchases themselves. ) * They identify values, behaviors, measures, and actions necessary to build and maintain an ownership mentality. (For example, Baptist Health Care has identified the critical elements of its organizational culture: integrity, vision, innovation, superior service, stewardship, and teamwork. )

The Following Case Study Assesses The Three Job Of...

The following case study assesses the three job of Accountant, Financial Reporting Accountant, and Tax Accountant. The replies to the questions below concern the information gathered on the career mentioned above fields. The average annual salary $ 76,000 for the Financial Reporting Accountant IV deemed appropriate for my expectations. However, the pay for the other positions is larger than expected. It is proven the salaries are commonly aligned utilizing the following structure; required knowledge, skills, experience, job complexity, required conceptual thinking, decision-making authority, interpersonal skills, supervisorymanagement and level of impact on the organization. This also includes the standard of involvement the†¦show more content†¦The job descriptions provided are an entailment of areas of the industry, that interest and ones that are vital in the current economic times. Understanding finance should not be limited to those entering the industry. The dat a from the salary.com website varies slightly from the Bureau of Labor Statistics (BLS) for the area of Flagler Beach. The differences are in part because the BLS uses local sources to gather statistics and information about jobs and available positions. These types of sources to present our results to the company to begin our negotiation process. By having, an understanding about the variances in salaries, we can help obtains the closer range to our desired salary. The positive factor about presenting this information during the negotiation process, it demonstrates knowledge about the local economy and company background. The Accountant, Financial Reporting Accountant, and Tax Accountant positions all work in close in procedures, finance regulations and therefore broaden the labor market. The salaries vary depending on the company and the job duties. Another factor that contributes to salary differences are location, and also the cost of living required for that region. The d ifference for each of these positions from the low, median, and high range hold minor differences. The difference amongst the low and high ranges involve a nearly 40% increase in salary. The reason for these factors comprises, the size of theShow MoreRelated64577569 An Internship Report on Chartered Accountant Firm14353 Words   |  58 Pagesï » ¿An Internship Report On Chartered Accountant Firm TABLE OF CONTENTS CHAPTER # 1  Ã‚  Ã‚  Ã‚  Ã‚  Introduction ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Some what about Chartered Accountant Firm ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Organizational Structure ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Geographical list of  Ã‚  CA firms in  Pakistan ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  CA firms abroad Chapter # 2  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Institute  of  Chartered Accountants  ofPakistan  ( ICAP) ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Introduction ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Types of Chartered Accountants ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Role of  Ã‚  ICAP Chapter #  3  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Services Rendered by a CA Firm ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Auditing ï â€ Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  TaxationRead MoreCase Study : Vikas Mahendra Associates Essay3038 Words   |  13 Pagescomplex financial analysis. 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