Store 24 Case Analysis Solution - 4929 Words

Data Analysis and Decision Making Under Uncertainty Week 12 Workshop Store24 Solutions 2 Data Analysis Decision Making Under Uncertainty (2009) Part 1: Developing a model for FutureContribution Figure 1 Plots of each predictor variable against FutureContribution Scatterplot of FutureContribution vs CYJCWScore Correlation -0.063 50000 50000 Scatterplot of FutureContribution vs BanBoredomScore Correlation 0.164 FutureContribution FutureContribution 45000 40000 35000 30000 25000 20000 15000 10000 75 80 85 90 95 100 45000 40000 35000 30000 25000 20000 15000 60 70 80 90 100 110 120 130 140 StatTools Student Version For Academic Use Only StatTools Student Version For Academic Use Only CYJCWScore BanBoredomScore Scatterplot of†¦show more content†¦5 75 Std.Residuals Std.Residuals 1 1 0.5 0 -0.5 -1 -1.5 -2 -2.5 60 70 StatTools Student Version 80 StatTools Student Version 80 For Academic Use Only 85 90 95 100 For 90 Academic Use Only 100 110 120 130 140 CYJCWScore BanBoredomScore Scatterplot of Std.Residuals vs CrewSkills 2.5 2 1.5 2.5 2 1.5 Scatterplot of Std.Residuals vs ManagerSkills Std.Residuals 0.5 0 -0.5 -1 -1.5 -2 -2.5 2 Std.Residuals 1 1 0.5 0 -0.5 -1 -1.5 -2 -2.5 2 StatTools Student Version 2.5 StatTools Student Version 2.5 For Academic Use Only 3 3.5 4 4.5 For Academic Use Only 3 3.5 4 4.5 CrewSkills ManagerSkills Scatterplot of Std.Residuals vs Population 2.5 2 1.5 2.5 2 1.5 Scatterplot of Std.Residuals vs PerCapitaIncome Std.Residuals 0.5 0 -0.5 -1 -1.5 -2 -2.5 0 5000 Std.Residuals 1 1 0.5 0 -0.5 -1 -1.5 -2 -2.5 0 10000 StatTools Student Version For 10000Academic Use Only 15000 20000 25000 30000 StatTools Student Version For 20000Academic Use Only 30000 40000 50000 60000 Population PerCapitaIncome Scatterplot of Std.Residuals vs NumberofCompetitors 2.5 2 1.5 2.5 2 1.5 Scatterplot of Std.Residuals vs Fit Std.Residuals 0.5 0 -0.5 -1 -1.5 -2 -2.5 0 1 Std.Residuals 1 1 0.5 0 10000 -0.5 -1 -1.5 -2 -2.5 StatTools Student Version 2 StatTools Student Version 20000 For Academic4Use Only 3 5 6 7 8 For 30000 Academic Use Only 40000 50000 60000 NumberofCompetitors Fit Store24 Solutions – (2009) 3 Part 1 (a) Inadequacies The plots of standardisedShow MoreRelatedThe Face Of Face Communication1274 Words   |  6 Pagesenable the organization’s management to gather business insights and improve their profitability. 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Taylorism and Early Management Theory

Question: Discuss about the Taylorism and Early Management Theory. Answer: Introduction Managing is an activity which is very important in every humans life. This quality of human has been seen in every humans life from the time they have been associated with social organisations whether directly or indirectly. Managing has shown how humans coordinate with different individual efforts. We all know that in the society every aspect of social life is associated with management. Society is a thing which is continuously dependent on the group of people and their activities. So, when any group is involved in any work then the first thing which is needed is managing them. Here comes the emergence of management. Management Theory and Practice Management is not only a subject but it is something which is not only indulged in office work or industrial work. It is also associated with all other activities around the world. It has many theories involved in it. Hence, management theories are a collection of different ideas which are set forth in general ideas on how a business or organisation can be managed. Management theories include the idea that shows how supervisors and managers can connect to their organisations and firm to complete their goals towards their company. It also shows how they are able to implement their ideas and ethics for the betterment of the organisation. It has been seen that management theories help them to accomplish goals by motivating the employees to perform according to their highest standards. Frederick Taylor had made a scientific theory for management. As told earlier management is a part of human life from a long time as early as the 1700s. There have been some major changes during the 20th century. According to this theory, the first motto of management is to understand the process of work scientifically. In the practice of this theory, it was first seen how the work was done and then how this affected the working of the people around. Taylor's philosophy was that it is not about how hard people are working but then how the work could be done in a proper way so that the workers are also not exploited ("Frederick Taylor and Scientific Management", 2016). In 1909, Federick Taylor published The Principles of Scientific Management. In this theory, he explained how with proper optimization and simplification in the work a goal could be achieved to bring about prosperity in the company. He also included the idea that the manager and worker have to work in a cooperative manner. Earlier the manager did not have much intimacy with the workers like they have now. A factory manager had very less contact with the workers at that time. There was no standardization of work at that time. There was no motivation given to the workers. The workers motivation was always considered to be his employment. There were no incentives also for any extra work or achievements to motivate them ("Frederick Taylor and Scientific Management", 2016). The principles of Federick Taylor which are applicable to every organization are replace work rule of thumb" instead use the scientific method, workers should simply assign work and if they do not know the work then they should be given proper training of the work they are about to do. Work performance should be monitored and proper supervision on the work ("Taylors scientific management concept and his contributions", 2013). Maslows Hierarchy is also another theory which is directly not a part of management but very much effective in the case of management. According to this hierarchy, the most fundamental needs are given in the bottom and self-actualization at the top. The basic four layers of the hierarchy include the basic needs. These were termed as deficiency needs or d-needs by Maslow. If these needs were not satisfied by the human then they become anxious and tensed. Mow low declared there are certain needs which dominate human organism. So due unsatisfactory wishes in life people tend to lose hope and happiness in life ("MASLOWS HIERARCHY OF NEEDS", 2016). William Edwards Deming is one of the leading management thinkers of the 19th and the 20th century. He was a business consultant and statistician who helped in the process of recovery of Japan after the Second World War. According to his method at first, there should be a proper discussion and plan between the individual and the organisation ("W Edwards Deming: Total Quality Management Thinker", 2016). Deming had put forth fourteen points for his theory which are applicable to every organization which helps to create a consistency and constancy in business with a competitive aim to stay in the business and provide jobs, there should always be the adoption of new philosophies, dependence on mass inspection should be ceased, the process of awarding business based on price tags should be stopped instead the total cost should be decreased, training and retraining institutes should be there in the firm, there should be improved processes and less wastage, there should be the policy of helping people towards a better job, there should not be any sort of fear in the minds of the people working in the firm, all the members of the company should have proper coordination and communication with each other, there should not be any barrier, there should not be targets or any sort of slogans for the target, there should not be barriers to the pride of workmanship, there should be proper retraini ng and education program for the managers and the workers, management and the workforce should have proper communication; and there should not be any numerical quotas ("Demings 14 points", 2016). Conclusion So, from the above report we see that management is not only managing people but also about motivation and encouragement. The workers are of great priority for the firm. This thing should be there in the firm. They should not be exploited. They should be given a proper amount for their hard work. If there comes a situation in the workers that they are not being to cope with the work then they should be given proper training. The managing committee should have proper communication with the workers. If all the theories are applied properly then there shall be prosperity in the business. References Demings 14 points. (2016).Hci. Frederick Taylor and Scientific Management. (2016).Understanding Taylorism and Early Management Theory. Retrieved 5 December 2016, from https://www.mindtools.com/pages/article/newTMM_Taylor.htm MASLOWS HIERARCHY OF NEEDS. (2016).LEARNING THEORIES. Retrieved 5 December 2016, from https://www.learning-theories.com/maslows-hierarchy-of-needs.html Taylors scientific management concept and his contributions. (2013).Reference Notes. Retrieved 5 December 2016, from https://notes.tyrocity.com/taylors-scientific-management-concept-and-his-contributions/ W Edwards Deming: Total Quality Management Thinker. (2016).Management Business studies portal. Retrieved 5 December 2016, from https://mbsportal.bl.uk/taster/subjareas/busmanhist/mgmtthinkers/deming.aspx

Research Proposal on School Uniforms Essay Example

Research Proposal on School Uniforms Essay A school uniform is a certain dress-code established for students at high school, college and university. The idea of school uniforms has appeared hundreds of years ago with the establishment of the first educational institutions. Every reputed school and college invented its own dress-code and ordered its students and teachers to follow this code scrupulously. There are special school uniforms which contained the emblem of the educational institution and proved that the student belongs to this school. Prestigious schools and colleges had sophisticated uniforms and students were proud to be able to wear them. The question about school uniforms is quite urgent and has positive and negative sides. The supporters of the idea of wearing school uniforms claim that a school uniform is the appropriate type of the official dress-code and it teaches children to get used to the official type of clothing. We will write a custom essay sample on Research Proposal on School Uniforms specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Research Proposal on School Uniforms specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Research Proposal on School Uniforms specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In addition, school uniforms introduce the phenomenon of equality into the class, because if the students look the same, it will be difficult to abuse someone because of his tastes in clothes and the family income (it is obvious that beautiful clothes is expensive and student detect the mates with the unfavorable financial background and mock at them). The opponents of school uniform say that the uniform deprives students from freedom and choice. Some opponents say that the uniform looks like terribly and old-fashioned. Nowadays many schools continue practising the use of the school uniforms but they chance the design of the clothes to make it look nice and up-to-date. Teachers and especially parents enjoy seeing their children looking in the official way and even fashionable. The problem of school uniforms can be called quite a serious topic for the discussion, because modern children have lost the sense of responsibility and duty and a school uniform will teach them to dress in the official way preparing to the life as grownups. The student who is researching the topic on school uniforms is supposed to explain the reason of the choice of the topic, the issues which provoked this choice and the advantages and disadvantages of uniforms. One should dwell on the core questions and share the methods and literary sources with the reader in order to show what issues on school uniforms which require investigation and improvement. Research proposal writing is the serious challenge for the inexperienced students who do not have the idea about the appropriate manner of writing. With the assistance of a free example research proposal on school uniforms the student can improve his chance of writing a persuasive text and compose the right structure for Master’s or PhD paper. Only with the help of a free sample papers on school uniforms the student will manage to choose the right research approach towards the topic and succeed in the analysis of the problem in the objective way. At EssayLib.com writing service you can order a custom research proposal on School Uniform topics. Your research paper proposal will be written from scratch. We hire top-rated PhD and Master’s writers only to provide students with professional research proposal help at affordable rates. Each customer will get a non-plagiarized paper with timely delivery. Just visit our website and fill in the order form with all proposal details: Enjoy our professional research proposal writing service!

Lodz Ghetto

Lodz Ghetto What Was the Lodz Ghetto? On February 8, 1940, the Nazis ordered the 230,000 Jews of Lodz, Poland, the second largest Jewish community in Europe, into a confined area of only 1.7 square miles (4.3 square kilometers) and on May 1, 1940, the Lodz Ghetto was sealed. The Nazis chose a Jewish man named Mordechai Chaim Rumkowski to lead the ghetto. Rumkowski had the idea that if the ghetto residents worked then the Nazis would need them; however, the Nazis still started deportations to the Chelmno Death Camp on January 6, 1942. On June 10, 1944, Heinrich Himmler ordered the Lodz Ghetto liquidated and the remaining residents were taken to either Chelmno or Auschwitz. The Lodz Ghetto was empty by August 1944. The Persecution Begins When Adolf Hitler became the Chancellor of Germany in 1933, the world watched with concern and disbelief. The following years revealed persecution of Jews, but the world reveled in the belief that by appeasing Hitler, he and his beliefs would remain within Germany. On September 1, 1939, Hitler shocked the world by attacking Poland. Using blitzkrieg tactics, Poland fell within three weeks. Lodz, located in central Poland, held the second largest Jewish community in Europe, second only to Warsaw. When the Nazis attacked, Poles and Jews worked frantically to dig ditches to defend their city. Only seven days after the attack on Poland began, Lodz was occupied. Within four days of Lodzs occupation, Jews became targets for beatings, robberies, and seizure of property. September 14, 1939, only six days after the occupation of Lodz, was Rosh Hashanah, one of the holiest days within the Jewish religion. For this High Holy day, the Nazis ordered businesses to stay open and the synagogues to be closed. While Warsaw was still fighting off the Germans (Warsaw finally surrendered on September 27), the 230,000 Jews in Lodz were already feeling the beginnings of Nazi persecution. On November 7, 1939, Lodz was incorporated into the Third Reich and the Nazis changed its name to Litzmannstadt (Litzmanns city) - named after a German general who died while attempting to conquer Lodz in World War I. The next several months were marked by daily round-ups of Jews for forced labor as well as random beatings and killings on the streets. It was easy to distinguish between Pole and Jew because on November 16, 1939, ​the Nazis had ordered Jews to wear an armband on their right arm. The armband was the precursor to the ​yellow Star of David badge, which was soon to follow on December 12, 1939. Planning the Lodz Ghetto On December 10, 1939, Friedrich Ubelhor, the governor of the Kalisz-Lodz District, wrote a secret memorandum that set out the premise for a ghetto in Lodz. The Nazis wanted Jews concentrated in ghettos so when they found a solution to the Jewish problem, whether it be emigration or genocide, it could easily be carried out. Also, enclosing the Jews made it relatively easy to extract the hidden treasures that Nazis believed Jews were hiding. There had already been a couple of ghettos established in other parts of Poland, but the Jewish population had been relatively small and those ghettos had remained open - meaning, the Jews and the surrounding civilians were still able to have contact. Lodz had a Jewish population estimated at 230,000, living throughout the city. For a ghetto of this scale, real planning was needed. Governor Ubelhor created a team made up of representatives from the major policing bodies and departments. It was decided that the ghetto would be located in the northern section of Lodz where many Jews were already living. The area that this team originally planned only constituted 1.7 square miles (4.3 square kilometers). To keep non-Jews out of this area before the ghetto could be established, a warning was issued on January 17, 1940 proclaiming the area planned for the ghetto to be rampant with infectious diseases. The Lodz Ghetto Is Established On February 8, 1940, the order to establish the Lodz Ghetto was announced. The original plan was to set up the ghetto in one day, in actuality, it took weeks. Jews from throughout the city were ordered to move into the sectioned off area, only bringing what they could hurriedly pack within just a few minutes. The Jews were packed tightly within the confines of the ghetto with an average of 3.5 people per room. In April a fence went up surrounding the ghetto residents. On April 30, the ghetto was ordered closed and on May 1, 1940, merely eight months after the German invasion, the Lodz ghetto was officially sealed. The Nazis did not just stop with having the Jews locked up within a small area, they wanted the Jews to pay for their own food, security, sewage removal, and all other expenses incurred by their continuing incarceration. For the Lodz ghetto, the Nazis decided to make one Jew responsible for the entire Jewish population. The Nazis chose Mordechai Chaim Rumkowski. Rumkowski and His Vision To organize and implement Nazi policy within the ghetto, the Nazis chose a Jew named Mordechai Chaim Rumkowski. At the time Rumkowski was appointed Juden Alteste (Elder of the Jews), he was 62 years old, with billowy, white hair. He had held various jobs, including insurance agent, velvet factory manager, and director of the Helenowek orphanage before the war began. No one really knows why the Nazis chose Rumkowski as the Alteste of Lodz. Was it because he seemed like he would help the Nazis achieve their aims by organizing the Jews and their property? Or did he just want them to think this so that he could try to save his people? Rumkowski is shrouded in controversy. Ultimately, Rumkowski was a firm believer in the autonomy of the ghetto. He started many programs that replaced outside bureaucracy with his own. Rumkowski replaced the German currency with ghetto money that bore his signature - soon referred to as Rumkies. Rumkowski also created a post office (with a stamp with his image) and a sewage clean up department since the ghetto had no sewage system. But what soon materialized was the problem of acquiring food. Hunger Leads to a Plan to Work With 230,000 people confined to a very small area that had no farmland, food quickly became a problem. Since the Nazis insisted on having the ghetto pay for its own upkeep, money was needed. But how could Jews who were locked away from the rest of society and who had been stripped of all valuables make enough money for food and housing?   Rumkowski believed that if the ghetto was transformed into an extremely useful workforce, then the Jews would be needed by the Nazis. Rumkowski believed that this usefulness would ensure that the Nazis would supply the ghetto with food. On April 5, 1940, Rumkowski petitioned the Nazi authorities requesting permission for his work plan. He wanted the Nazis to deliver raw materials, have the Jews make the final products, then have the Nazis pay the workers in money and in food.   On April 30, 1940, ​Rumkowskis proposal was accepted with one very important change - the workers would only be paid in food. Notice that no one agreed upon how much food, nor how often it was to be supplied. Rumkowski immediately began setting up factories and all those able and willing to work were found jobs. Most of the factories required workers to be over 14 years old but often very young children and older adults found work in mica splitting factories. Adults worked in factories that produced everything from textiles to munitions. Young girls were even trained to hand stitch the emblems for the uniforms of German soldiers. For this work, the Nazis delivered food to the ghetto. The food entered the ghetto in bulk and was then confiscated by Rumkowskis officials. Rumkowski had taken over food distribution. With this one act, Rumkowski truly became the absolute ruler of the ghetto, for survival was contingent on food.   Starving and Suspicions The quality and quantity of the food delivered to the ghetto were ​less than minimal, often with large portions being completely spoiled. Ration cards were quickly put into effect for food on June 2, 1940. By December, all provisions were rationed. The amount of food given to each individual depended upon your work  status. Certain factory jobs meant a bit more bread than others. Office workers, however, received the most. An average factory worker received one bowl of soup (mostly water, if you were fortunate you would have a couple of barley beans floating in it), plus the usual rations of one loaf of bread for five days (later the same amount was supposed to last seven days), a small amount of vegetables (sometimes preserved beets that were mostly ice), and brown water that was supposed to be coffee.   This amount of food starved people. As ghetto residents really started feeling hunger, they became increasingly suspicious of Rumkowski and his officials. Many rumors floated around blaming Rumkowski for the lack of food, saying that he dumped useful food on purpose. The fact that each month, even each day, the residents became thinner and increasingly afflicted with dysentery, tuberculosis, and typhus while Rumkowski and his officials seemed to fatten and remained healthy just spurred suspicions. Searing anger afflicted the population, blaming Rumkowski for their troubles. When dissenters of the Rumkowski rule voiced their opinions, Rumkowski made speeches labeling them traitors to the cause. Rumkowski believed that these people were a direct threat to his work ethic, thus punished them and. later, deported them. Newcomers in the Fall and Winter 1941 During the High Holy days in the fall of 1941, the news hit - 20,000 Jews from other areas of the Reich were being transferred to the Lodz Ghetto. Shock swept throughout the ghetto. How could a ghetto that could not even feed its own population, absorb 20,000 more? The decision had already been made by the Nazi officials and the transports arrived from September through October with approximately one thousand people arriving each day. These newcomers were shocked at the conditions in Lodz. They did not believe that their own fate could ever really mingle with these emaciated people, because the newcomers had never felt hunger. Freshly off the trains, the newcomers had shoes, clothes, and most importantly, reserves of food. The newcomers were dropped into a completely different world, where the inhabitants had lived for two years, watching the hardships grow more acute. Most of these newcomers never adjusted to ghetto life and in the end, boarded the transports to their death with the thought that they must be going somewhere better than the Lodz Ghetto. In addition to these Jewish newcomers, 5,000 Roma (Gypsies) were transported into the Lodz ghetto. In a speech delivered on October 14, 1941, Rumkowski announced the coming of the Roma. We are forced to take about 5000 Gypsies into the ghetto. Ive explained that we cannot live together with them. Gypsies are the sort of people who can to anything. First they rob and then they set fire and soon everything is in flames, including your factories and materials. * When the Roma arrived, they were housed in a separate area of the Lodz Ghetto. Deciding Who Would Be the First Deported December 10, 1941, another announcement shocked the Lodz Ghetto. Though Chelmno had only been in operation for two days, the Nazis wanted 20,000 Jews deported out of the ghetto. Rumkowski talked them down to 10,000. Lists were put together by ghetto officials. The remaining Roma were the first to be deported. If you were not working, had been designated a criminal, or if you were a family member of someone in the first two categories, then you would be next on the list. The residents were told that the deportees were being sent to Polish farms to work. While this list was being created, Rumkowski became engaged to Regina Weinberger - a young lawyer who had become his legal advisor. They were soon married. The winter of 1941-42 was very harsh for ghetto residents. Coal and wood were rationed, thus there was not enough to drive away frostbite let alone cook food. Without a fire, much of the rations, especially potatoes, could not be eaten. Hordes of residents descended upon wooden structures - fences, outhouses, even some buildings were literally torn apart. The Deportations to Chelmno Begin Beginning on January 6, 1942, those who had received the summons for deportations (nicknamed wedding invitations) were required for transport. Approximately one thousand people per day left on the trains. These people were taken to the Chelmno Death Camp  and gassed by carbon monoxide in trucks. By January 19, 1942, 10,003 people had been deported. After only a couple of weeks, the Nazis requested more deportees. To make the deportations easier, the Nazis slowed the delivery of food into the ghetto and then promised people going on the transports a meal. From February 22 to April 2, 1942, 34,073 people were transported to Chelmno. Almost immediately, another request for deportees came. This time specifically for the newcomers that had been sent to Lodz from other parts of the Reich. All the newcomers were to be deported except anyone with German or Austrian military honors. The officials in charge of creating the list of deportees also excluded officials of the ghetto. In September 1942, another deportation request. This time, everyone unable to work was to be deported. This included the sick, the old, and the children. Many parents refused to send their children to the transport area so the Gestapo entered the Lodz Ghetto and viciously searched and removed the deportees. Two More Years After the September 1942 deportation, Nazi requests nearly halted. The German armaments division was desperate for munitions, and since the Lodz Ghetto now consisted purely of workers, they were indeed needed. For nearly two years, the residents of the Lodz Ghetto worked, hungered, and mourned. The End: June 1944 On June 10, 1944,  Heinrich Himmler  ordered the liquidation of the Lodz Ghetto. The Nazis told Rumkowski and Rumkowski told the residents that workers were needed in Germany to repair the damages caused by air raids. The  first transport  left on June 23, with many others following until July 15. On July 15, 1944 the transports halted. The decision had been made to liquidate Chelmno because Soviet troops were getting close. Unfortunately, this only created a two week hiatus,  for the remaining transports  would be sent to Auschwitz. By August 1944, the Lodz Ghetto had been liquidated. Though a few remaining workers were retained by the Nazis to finish confiscating materials and valuables out of the ghetto, everyone else had been deported. Even Rumkowski and his family were included in these last transports to Auschwitz. Liberation Five months later, on January 19, 1945, the Soviets liberated the Lodz Ghetto. Of the 230,000  Lodz Jews  plus the 25,000 people transported in, only 877 remained. * Mordechai Chaim Rumkowski, Speech on October 14, 1941, in  Lodz Ghetto: Inside a Community Under Siege  (New York, 1989), pg. 173. Bibliography Adelson, Alan and Robert Lapides (ed.).  Lodz Ghetto: Inside a Community Under Siege. New York, 1989. Sierakowiak, Dawid.  The Diary of Dawid Sierakowiak: Five Notebooks from the Lodz Ghetto. Alan Adelson (ed.). New York, 1996. Web, Marek (ed.).  The  Documents of the Lodz Ghetto: An Inventory of the Nachman Zonabend Collection. New York, 1988. Yahil, Leni.  The Holocaust: The Fate of European Jewry. New York, 1991.

Use OptionParser to Parse Commands in Ruby

Use OptionParser to Parse Commands in Ruby In the article discussing OptionParsers features we discussed some of the reasons that make using OptionParser in Ruby preferable to looking through ARGV manually to parse commands by hand. Now its time to get down to learning how to use OptionParser and its features. The following boilerplate code will be used for all the examples in this tutorial. To try any of the examples, simply put the examples opts.on block next to the TODO comment. Running the program will print the state of the options has and ARGV, allowing you to examine the effects of your switches. #!/usr/bin/env rubyrequire optparserequire pp# This hash will hold all of the options# parsed from the command-line by# OptionParser.options {}optparse OptionParser.new do|opts|# TODO: Put command-line options here# This displays the help screen, all programs are# assumed to have this option.opts.on( -h, help, Display this screen ) doputs optsexitendend# Parse the command-line. Remember there are two forms# of the parse method. The parse method simply parses# ARGV, while the parse! method parses ARGV and removes# any options found there, as well as any parameters for# the options. Whats left is the list of files to resize.optparse.parse!pp Options:, optionspp ARGV:, ARGV Simple Switch A simple switch is an argument with no optional forms or no parameters. The effect will be to simply set a flag in the options hash. No other parameters will be passed to the on method. options[:simple] falseopts.on( -s, simple, Simple argument ) dooptions[:simple] trueend Switch with Mandatory Parameter Switches that take a parameter only need to state the parameter name in the long form of the switch. For example, -f, file FILE means the -f or file switch takes a single parameter called FILE, and this parameter is mandatory. You cannot use either -f or file without also passing it a parameter. options[:mand] opts.on( -m, mandatory FILE, Mandatory argument ) do|f|options[:mand] fend Switch with Optional Parameter Switch parameters dont have to be mandatory, they can be optional. To declare a switch parameter optional, place its name in brackets in the switch description. For example, logfile [FILE] means the FILE parameter is optional. If not supplied, the program will assume a sane default, such as a file called log.txt. In the example, the idiom a b || c is used. This is just shorthand for a b, but if b is false or nil, a c. options[:opt] falseopts.on( -o, optional [OPT], Optional argument ) do|f|options[:opt] f || nothingend Automatically Convert to Float OptionParser can automatically convert argument to some types. One of these types is Float. To automatically convert your arguments to a switch to Float, pass Float to the on method after your switch description strings. Automatic conversions are handy. Not only do they save you the step of converting the string to the desired type, but also check the format for you and will throw an exception if it is formatted incorrectly. options[:float] 0.0opts.on( -f, float NUM, Float, Convert to float ) do|f|options[:float] fend Some other types that OptionParser can convert to automatically include Time and Integer. Lists of Arguments Arguments can be interpreted as lists. This can be seen as converting to an array, as you converted to Float. While your option string can define the parameter to be called a,b,c, OptionParser will blindly allow any number of elements in the list. So, if you need a specific number of elements, be sure to check the array length yourself. options[:list] []opts.on( -l, list a,b,c, Array, List of parameters ) do|l|options[:list] lend Set of Arguments Sometimes it makes sense to restrict arguments to a switch to a few choices. For example, the following switch will only take a single mandatory parameter, and the parameter must be one of yes, no or maybe. If the parameter is anything else at all, an exception will be thrown. To do this, pass a list of acceptable parameters as symbols after the switch description strings. options[:set] :yesopts.on( -s, set OPT, [:yes, :no, :maybe], Parameters from a set ) do|s|options[:set] send Negated Forms Switches can have a negated form. The switch negated can have one that does the opposite effect, called no-negated. To describe this in the switch description string, place the alternative portion in brackets: [no-]negated. If the first form is encountered, true will be passed to the block, and false will be blocked if the second form is encountered. options[:neg] falseopts.on( -n, [no-]negated, Negated forms ) do|n|options[:neg] nend

Undertake a literature search on overhead costs and write about the Essay

Undertake a literature search on overhead costs and write about the subject drawing relevant conclusions - Essay Example Undertake a literature search on overhead costs and write about the subject drawing relevant conclusions On the other hand, labour and material costs are easily traceable and can therefore easily be associated with the final product (Hartley, 2009). The allocation and measurement of overhead costs is therefore a very important factor in accounting given that it makes no sense to engage in production if the business experiences much overhead cost that cannot balance the revenues (Hilton, 2012). The overhead costs in business are basically the costs the ongoing expenses realized in the operations. They include electricity, rent wages and gas. The name overhead arises out of the fact that these costs cannot be easily associated with the final products but are nevertheless imperative for the continued functioning of the business (Kieso & Weygandt, 2001). In any case, most of the overhead costs are not directly related to the business. For instance full rent for the premises has to be paid whether the business operates for fewer hours or not. In the income statement, the overhead costs inclu de all the costs except direct materials, direct labour and direct expenses (Horngren, 2002). Overhead allocation In most cases, the overhead costs are normally much higher than the direct costs. In this regard, accountants must effectively allocate overhead costs to the inventory. Overhead costs normally fall into two categories. Administrative overheads include all the costs realized in production and development of goods such as front office and sales. Manufacturing overheads include all the costs incurred by the business other than direct costs (Innes & Mitchell, 2005). It is imperative to allocate the manufacturing overheads to the inventory items classified as finished goods or work in progress. However, the overheads should not be allocated to the raw materials. In one procedure, all the manufacturing costs are accumulated into cost pools and then an activity formula is applied in apportioning the overheads in the cost pools to the inventory in the business. As such, the allo cation formula becomes: Cost pool/Total activity measure= Overhead allocation per Unit Absorption costing In some cases, the overhead costs are ignored from the general expenses realized by a business. In this case, absorption costing is an important way of ensuring that such omissions are well addressed. Unlike variable costing where the fixed costs are not actually absorbed by the product, absorption costing ensures that all the direct costs realized in the production of goods are factored within the cost base. In this case, absorption costing is important given that the fixed cost normally provide future benefits to the business. Through the use of absorption costing, the overhead costs are easily included in the total production costs and can therefore be attributed to any unit production. Tax advantages Manufacturing overhead costs are normally tax deductible. It is therefore very important for the business to effectively track all these cost to the overall manufacturing expens es. In this case, the taxable income can greatly be reduced and subsequently lower the tax burden for the business (Khalik, 2008). Most of the overhead costs are normally deductible in the very year they are incurred which actually works to the advantage of the business. Nevertheless, equipment is depreciated over a period of years. Disadvantages Rising prices Considering the inflationary environment realized in the present business environment, the rising overhead costs

Cellular Network Essay Example | Topics and Well Written Essays - 1500 words

Cellular Network - Essay Example The 3rd generation based technologies consist of set of protocols, standards and new concepts which provide further advanced and improved quality based services. 3G incorporates special set of software applications, as well as hardware devices. 3G enabled technologies incorporate set of frequencies, standards and patents that are formally approved by I.T.U (International Telecommunication Union). The I.T.U is a globally approved and globally centralized entity that defines the standards and ensures global transmission of digital communication across the wireless medium. 3rd Generation based technologies come in the form of set of coding techniques that allow improved working in terms of security, speed and performance. One of the key coding techniques is that of C.D.M.A. C.D.M.A is an acronym for Code division Multiplexing Access. This comes as a successor to the T.D.M and F.D.M which were used by the 1st Generational and 2nd Generational technologies based communication. C.D.M.A provides advanced performances such as increased number of users’ facilitation, more secure transmission, less chances of interferences and breaking into the network and various other features. The 3G enabled technologies made it possible using the broadband technology speed for data transmission. It enabled Giga Bit transmissions which would be more effectively used in the 4th generation and proceeding technologies as the journey of advancements continue. 3rd generation based technologies provide variable rates subject to the platform and medium. From a static station the data rates peak up to 384 kilo bits per second. On the go transmissions vary relatively in terms of speed. On the go rates are relatively low and are up to the range of 128 kilo bits per second. Owing to the data rates variation and a feature which comes as a positive side of this technology, the 3rd generational