How to Make College More Affordable Essay

Many of the protesters occupying Wall Street and other places say they are upset about the rising price of going to college. There is little dispute today that the number of students who have debt has increased, and that the amount of money they have borrowed has gone up (Billitteri). Many students incur large amounts of debt that will never pay dividends in higher wages or greater job satisfaction, and they graduate into a world with weak employment prospects. It’s a betrayal of the American social contract that says if you work hard and invest in yourself through education, you’ll be able to build a better life. The current system is badly in need of an overhaul, and this paper will present several ways to bring about this needed change. The seriousness of the current situation has worsened during the last few decades. Since 1982, the average cost of college tuition and fees has increased by 439 percent, while the typical family’s income has increased by a mere 147 percent (_Measuring_, 8). After adjustment for inflation, students are borrowing twice what they did a decade ago, and total higher-education debt has surpassed credit-card debt for the first time, rising to $1 trillion at the end of 2011 and continuing to climb (Cauchon). And it’s no wonder students are feeling the pinch, when one understands the diminishing role federal grants have in providing education dollars for today’s students. â€Å"Today a federal Pell Grant covers only about one-third of what it costs for a public four-year college in-state,† says Lauren Asher, president of The Institute for College Access and Success in California. â€Å"In the 1980s it covered about half; in the 1970s it covered more than 70 percent.† (Abramson). The reality is that for young people today, it is harder to educate one’s way into the middle class, and college costs are leaving many in this generation without the credentials they need to thrive in the 21st century economy. One  radical solution that recently has been proposed is that the federal government should completely cancel student loan debt to stimulate the economy (Caffentzis, 31). However, history has shown that in the case of tax rebate checks, people tend to spend any rebates to pay off other existing debt, or they simply save them. This does little to stimulate the economy, and one suspects that the same would happen with across-the-board loan forgiveness (_Harris_). However, there are several measures that can be taken to make college more affordable. Let’s start with the student loan and grant system. The government should increase the number of need-based Pell Grants awarded to students, but there should also be more grant money given to the students willing to chose a cheaper public college or start their academic career by attending community college. Most colleges would consequently want to keep their tuition costs low to remain attractive to prospective students. This goes hand in hand with the fact that administration costs at colleges could be cut. One reason tuition never seems to drop is that universities are not getting more efficient the way other industries are. Today, administrators and staffers safely outnumber full-time faculty members on campus. College administrations frequently tout the fiscal advantages of using part-time, â€Å"adjunct† faculty to teach courses. They fail, however, to apply the same logic to their own ranks. Unlike businesses, which cut losing operations, colleges simply hike their tuitions (Ginsberg). In addition, private student loans could require school certification, be abolished outright, or private loans could be required to offer the same interest rates and repayment options as federal student loans. There should also be an increase in the income limits for student loan deductibility, and changes in the repayment rules. Second, we could move the country’s tax rates back to 1950s levels. This would increase the tax burden on the wealthy, which would help to fund student grants. According to the Tax Policy Center (a joint venture of the Urban Institute and Brookings Institution), from 1950 to 1963 individuals paid 91% or 92% of their income above $200,000 to the federal government. The current rate is around 35%, where it has been for the last decade.  (â€Å"_Historical_†). Our current American business model is based upon short-term gains by building capital, and industry has successfully lobbied Washington for lower tax rates for years. However, this is arguably not sustainable in the long term because technology-based business ventures will be forced to shift back to more industrial ones if they don’t have a readily available educated workforce. Corporations that do not pay their share of taxes will eventually suffer the consequences as their ability to hire a tech-savvy, educated workforce diminishes. Third, we currently have a bankruptcy system that does not allow student loans to be discharged, and there is no statute of limitations on collections of student debt. The government can legally garnish money from a low-income student borrower’s Social Security benefits and Earned Income Tax Credit. Garnishing money from low-income students contradicts the stated U.S. policy goal of reducing poverty, and is therefore hypocritical. Most other kinds of debts can be discharged, but not student loans. Since the beginning of the federal student loan program in 1965, the freedom to change lenders in order to find better interest terms for a loan has also been denied (Caffentzis, 35). To single out education loans as the one type of debt that our system specifically prohibits from standard bankruptcy is wrong. Unless education debt can be forgiven through bankruptcy proceedings, as most other debt can, the system will never be fair to student borrowers. There’s no reason to treat student loan debt differently from other types of debt, other than as a gift to the banks. After all, how many other loans carry a guarantee from the federal government for payment and restrict the borrowers’ options in the way student loans do? Lastly, colleges need to use their resources more efficiently. This includes outsourcing resources such as food operations, IT services, building maintenance, student bookstores, and recreation centers. Collaborative purchasing could be used as well. Private companies like Wal-Mart already use their enormous purchasing power to negotiate low prices from suppliers. Colleges that band together to buy goods and services can often obtain lower prices on goods and services used, than if they buy separately. On the teaching front, more classes could be taught online. Not all instruction can  be offered effectively on-line, but large numbers of students can benefit from the savings by reduced commuting and room-and-board costs. In addition, libraries could be encouraged to digitize their holdings, and professors could be required to select textbooks that are also available in e-book format and are usually cheaper (â€Å"_25_†). We need to re-evaluate our country’s spending priorities, and recognize that global competiveness will be increasingly based around our ability as a nation to compete in a technologically advancing world. The current cost of higher education puts our future prosperity as a nation at risk. If our populace is not educated, we will not remain competitive in an increasingly global marketplace. Many other countries already provide free or heavily subsidized inexpensive university education. In order to be competitive in a global economy, the US must do the same. Works Cited Abramson, Larry. â€Å"Why Is College So Expensive?† _NPR.org_. National Public Radio, 25 Nov. 2011. Web. 26 Nov. 2011. Billitteri, Thomas. â€Å"Student Debt,† _CQ Researcher_ 21 Oct. 2011: 877-900. Web. 26 Nov. 2011. Caffentzis, George. â€Å"The Student Loan Debt Abolition Movement in the United States.† _Reclamations Journal_ Aug/Sept. 2011: 31-41. Web 27 Nov. 2011. Cauchon, Dennis. â€Å"Student Loans Outstanding Will Exceed $1 Trillion This Year.† _USA Today_ 25 Oct. 2011: B1. Web. 26 Nov. 2011. Ginsberg, Benjamin. â€Å"Administrators Ate My Tuition.† _Washington Monthly_ Sept/Oct. 2011. Web. 25 Nov. 2011. _The Harris Poll ®_ September 10, 2008, â€Å"Rebate Checks: No Economic Stimulus† Web. 2 Dec. 2011. _Historical Top Tax Rate_. Chart. Tax Policy Center. 31 Jan. 2011. Web. 25 Nov. 2011. _Measuring Up 2008_. The National Center for Public Policy and Higher Education_._ Web. 26 Nov. 2011. _25 Ways to Reduce the Cost of College_. The Center for College Affordability and Productivity. Web. 1 Dec. 2011.

Employment and Flag Question

List ONLY Southeast b. List each school separately, spelling out the complete and full name of all institutions c. List only your highest education Incorrect d. None of these The correct answer is: List each school separately, spelling out the complete and full name of all institutions Question 4 Hag question When listing items in the Experience section of your resume you should: a. Only list the experiences you liked b. List items in reverse chronological order, beginning with your most recent experience Correct c. List items in chronological order, beginning with the first experience you had d.Only list experiences which were a minimum of one year in length The correct answer is: List items in reverse chronological order, beginning with your most recent experience Question 5 If need to send in my resume immediately, is it okay to send it without checking for errors? True False Correct The correct answer is ‘False'. Question 6 Job Task items within my Experience section should have the following characteristics: a. Displayed in a bullet point format b. Each begin with a strong action verb c. Each are relevant to the position you're seeking d. All of the above Correct The correct answer is: All of the aboveQuestion 7 Your resume serves as a guide to your personality, goals, skill sets, and experience. A resume can determine whether you'll get an interview or not. Your resume needs to have the following: (select the best answer) a. Relevant personal data such as name and contact information. B. Work history (include internships, part-time work, etc. ) c. Educational background. Question 8 How should I list my responsibilities in my work history? A. Write down everything did in a brief paragraph under the position b. Use brief bullets to list the things I did that meet the requirements for the job I'm applying for c. E action verbs to describe my experience d. B & C Correct The correct answer is: B & C Question 9 The Experience section of your resume should : a. Be truthful b. Include complete employer names c. State specific position titles Question 10 Why should I avoid using resume templates? A. They can be difficult to personalize and may not upload correctly to employer job sites b. They do not appear professional c. They only allow the user to utilize one font style d. All of the above Incorrect The correct answer is: They can be difficult to personalize and may not upload correctly to employer job sites Question 11Should always submit the same resume for each position I apply for? A. Yes, because it contains my entire work history. B. No, because my resume will consistently be updated and should be adjusted to the different positions I apply for. Correct c. Yes, because it is easier to do it that way. D. None of the above The correct answer is: No, because my resume will consistently be updated and should be adjusted to the different positions I apply for. Question 12 speak several foreign languages. Should I list them on my res ume? A. I should always list any foreign languages know and provide my level of proficiency for each .

Balance Sheet and Annual Financial Statements

The directors are responsible for the preparation and fair presentation of the annual financial statements of the Company and Group, comprising the directors’ report, the statements of financial position as at June 2013, the statements of comprehensive income, changes in equity and cash flows for the year then ended, and the notes to the financial statements, which include a summary of significant accounting policies and other explanatory notes, in accordance with International Financial Reporting Standards (IFRSs) and the requirements of the Companies Act of South Africa. The directors are satisfied that the information contained in the annual financial statements fairly represents the financial position at year-end and the financial performance and cash flows of the Company and Group. The directors are also responsible for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error, and for maintaining adequate accounting records and an effective system of risk management as well as the preparation of the supplementary schedules included in these financial statements. The directors believe that the Company and Group have adequate resources to continue trading as a going concern in the foreseeable future. The annual financial statements support the viability of the Company and the Group. The Group’s external auditors, PricewaterhouseCoopers Incorporated, audited the Company and Group annual financial statements, and their report is presented on page 5. The external auditors were given unrestricted access to all financial records and related data, including minutes of all meetings of shareholders, the board of directors and committees of the board. The directors believe that all representations made to the independent auditors during their audit are valid and appropriate. Approval of Annual Financial Statements The Company and Group annual financial statements of Shoprite Holdings Ltd, as identified in the first paragraph, were approved by the Board of directors on 19 August 2013 and signed on its behalf by: CH Wiese Chairman JW Basson Chief Executive Officer Certificate of the Company Secretary In terms of section 88(2)(e) of the Companies Act no 71 of 2008 (as amended) I, PG du Preez, in my capacity as Company Secretary, confirm that for the year ended 30 June 2013, the Company has lodged with the Companies and Intellectual Property Commission, all such returns as are required of a public company in terms of the Companies Act and that all such returns and notices are true, correct and up to date. PG du Preez Company Secretary 19 August 2013 Directors’ Report Shoprite Holdings Ltd and its Subsidiaries 2 NATURE OF BUSINESS Shoprite Holdings Limited (â€Å"Shoprite Holdings†) is an investment holding company listed on the Johannesburg Stock Exchange Limited (â€Å"JSE†) in the â€Å"food retailers wholesalers† sector. Secondary listings are also maintained on the Namibian and Zambian Stock Exchanges. supermarket premises or developing new shopping centres to accommodate one of the Group’s supermarket formats. New retail developments and the redevelopment of existing properties are supervised through every stage of the planning-, design- and construction process. SHOPRITE INVESTMENTS LTD: SHOPRITE HOLDINGS COMPRISES OF THE FOLLOWING MAIN SUBSIDIARIES: As a wholly owned subsidiary of Shoprite Holdings, Shoprite Investments conducts the Group’s treasury function and financing of credit sales to third parties. SHOPRITE CHECKERS (PTY) LTD: Supermarkets: Serves a broad customer base through our Shoprite, Checkers, Checkers Hyper and Usave store formats. Supply Chain Management: Supplies the Group’s outlets in South Africa and 16 Non-RSA countries. The Group prides itself in running a state-ofthe-art distribution operation and became the first South African retailer to receive the ISO 9002 accreditation for import and export handling. Fast Foods: The Hungry Lion chain now boasts modern, well-designed stores with an inescapable focus on fried chicken and operates outlets within South Africa, Botswana, Zambia, Lesotho, Swaziland, Namibia, Angola and the Democratic Republic of Congo. Franchise: The OK Franchise Division’s stores offer a wide range of perishable and non-perishable food items and liquor under the OK, Friendly Grocer, 7-Eleven, Megasave en Sentra brands. Freshmark: Freshmark is the Group’s fruit and vegetable procurement and distribution arm and supplies fresh produce to the Group’s retail outlets. As one of the largest buyers of fresh produce in South Africa, Freshmark also imports fruit and vegetables to ensure a wide variety and continuity of traditionally seasonal fresh produce. Liquor Stores: Trading under the Shoprite and Checkers LiquorShop brands respectively, the liquor shops have extended the Group’s offering by providing a selection of wines, beers and a wide range of premium spirits to its customers. Meat Markets: The Group’s meat market division is the largest retailer of fresh meat on the African continent. Customers are served through in-store butcheries that employ qualified butchers and technicians. Money Markets: Money Markets offer a comprehensive range of financial services and products to the Group’s customers through dedicated in-store service counters. Furniture: The Furniture division offers furniture, electrical appliances and home entertainment products to customers for cash or credit through its OK Furniture, OK Power Express and House Home outlets in South Africa, Botswana, Namibia, Swaziland, Lesotho, Zambia, Mozambique and Angola. Pharmacies and wholesale distribution: MediRite’s in-store pharmacies offer consumers an easy access to affordable healthcare and healthcare professionals. These in-store dispensaries currently operate throughout South Africa and also in Angola and Swaziland. The Group’s pharmaceutical wholesaler, Transpharm, sells and distributes a wide range of pharmaceutical products and surgical equipment to hospitals and clinics, dispensing doctors, veterinary surgeons and private and corporate pharmacies. Properties: This division is tasked with the responsibility of expanding the supermarket portfolio through the identification and leasing of new SHOPRITE HOLDINGS LTD ANNUAL FINANCIAL STATEMENTS 2013 COMPUTICKET (PTY) LTD: As a premier ticketing solution provider and one of the most recognised brand names, Computicket offers theatre, concert, festival, sport and cinema tickets along with bus tickets and gift vouchers through a network of outlets located across South Africa and Namibia, a call centre as well as the Computicket website. Computicket also offers travel packages. SHOPRITE INTERNATIONAL LTD: Incorporated in the Republic of Mauritius, Shoprite International is the holding company for the majority of the Group’s non-South African retail and property investments. SHOPRITE INSURANCE COMPANY LTD: Provides first and third party short-term insurance to the Group and its customers. OTHER GROUP SUBSIDIARIES: The interests of Shoprite Holdings in other subsidiaries are set out on page  69 of the Annual Financial Statements. FINANCIAL REVIEW The Group’s headline earnings per share amounts to 675,4 cents for the year (2012: 607,0 cents). Details of the profit of Shoprite Holdings and its subsidiaries are contained in the statement of comprehensive income on page 7 with reference to the operating segment information on page 23. The financial position of Shoprite Holdings and its subsidiaries are recorded in the statement of financial position on page 6. Further details are furnished in the notes to the annual financial statements on page 10 to 68. The Group’s net asset value per share as at 30 June 2013 was 2  837 cents (2012: 2  382 cents). DISTRIBUTION TO SHAREHOLDERS PREFERENCE DIVIDENDS Details are reflected in note 27 to the Group’s Annual Financial Statements. ORDINARY DIVIDENDS An interim cash dividend (no. 128) of 123 cents per share was paid on 18  March 2013. A final dividend (no. 129) of 215 cents per share, is payable on 16 September 2013, bringing the total dividend for the year to 338 cents (2012: 303 cents) per ordinary share. 3 SHARE CAPITAL The authorised share capital of Shoprite Holdings remained unchanged at 650 000 000 (six hundred and fifty million) ordinary shares of 113,4 cents (one hundred and thirteen comma four cents) each. There was no movement in the number of issued Shoprite Holdings ordinary shares which remained at 570 579 460 shares of 113,4 cents each. On 28 June 2012, shareholders approved the issue of an additional 13  803  405 non-convertible, non-participating, no par value deferred shares in the share capital of Shoprite Holdings to Thibault Square Financial Services (Pty) Ltd pursuant to the issue of 27  100  000 ordinary shares during the previous reporting period. These deferred shares were however only issued on 25 July 2012. As at 30 June 2013, 35 436 472 (6,2%) ordinary shares were held as treasury shares by a wholly owned subsidiary of Shoprite Holdings. GOING CONCERN The annual financial statements of the Group were prepared on a going concern basis. The Board has performed a formal review of the Group’s results and its ability to continue trading as a going concern in the foreseeable future. The directors of Shoprite Holdings confirm that they are satisfied that the Group has adequate resources to continue in business for the foreseeable future. During the reporting period the following special resolutions were passed by main Group subsidiaries: SHOPRITE CHECKERS (PTY) LTD – Special resolution number 1: Approval of new Memorandum of Incorporation; and – Special resolution number 2: Financial Assistance to Subsidiaries, Related and inter-related entities. SHOPRITE INVESTMENTS LTD – Special resolution number 1: Approval of new Memorandum of Incorporation. COMPUTICKET (PTY) LTD – Special resolution number 1: Approval of new Memorandum of Incorporation. SHOPRITE INTERNATIONAL LTD Special resolution number 1: Approval of new Constitution. SHOPRITE INSURANCE COMPANY LTD – Special resolution number 1: Approval of new Memorandum of Incorporation. BORROWINGS DIRECTORS AND SECRETARY Shoprite Holdings has unlimited borrowing powers in terms of its Memorandum of Incorporation. The Group’s overall level of debt increased from R4  035 million to R4  151 million during the financial year under review. The directors’ names and details are furnished on pages 8 and 9 and the company secretary’s name, business and postal address on page 67 of the Integrated Report. In terms of the Memorandum of Incorporation of Shoprite Holdings (â€Å"the MOI†), no less than one third of the non-executive directors shall retire by rotation at each Annual General Meeting. Dr CH Wiese, Messrs EC Kieswetter, JA Louw and JF Malherbe retire as directors, in terms of paragraph 33. 5. 1 of the MOI of the Company, at the Annual General Meeting. Dr CH Wiese, Messrs EC Kieswetter and JA  Louw have offered themselves for re-election as directors of Shoprite Holdings. The board supports the re-election of these directors. SPECIAL RESOLUTIONS At the Annual General Meeting of Shoprite Holdings held on 29 October 2012, shareholders approved the following special resolutions: – Special resolution number 1: Remuneration payable to Non-Executive Directors; – Special resolution number 2: Financial Assistance to Subsidiaries, Related and inter-related entities; – Special resolution number 3: Financial Assistance for Subscription of Securities; – Special resolution number 4: General Approval to repurchase shares; and – Special resolution number 5: Approval of new Memorandum of Incorporation as proposed by the Board. Directors’ Report (continued) The company’s directors are responsible for the preparation and fair presentation of these consolidated and separate financial statements in accordance with International Financial Reporting Standards and the requirements of the Companies Act of South Africa, and for such internal control as the directors determine is necessary to enable the preparation of consolidated and separate financial statements that are free from material misstatement, whether due to fraud or error. AUDITOR’S RESPONSIBILITY Our responsibility is to express an opinion on these consolidated and separate financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated and separate financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. OPINION In our opinion, the consolidated and separate financial statements present fairly, in all material respects, the consolidated and separate financial position of Shoprite Holdings Limited as at 30 June 2013, and its consolidated and separate financial performance and its consolidated and separate cash flows for the year then ended in accordance with International Financial Reporting Standards and the requirements of the Companies Act of South Africa. OTHER REPORTS REQUIRED BY THE COMPANIES ACT As part of our audit of the consolidated and separate financial statements for the year ended 30 June 2013, we have read the Directors’ Report, the Audit Committee’s Report and the Company Secretary’s Certificate for the purpose of identifying whether there are material inconsistencies between these reports and the audited consolidated and separate financial statements. These reports are the responsibility of the respective preparers. Based on reading these reports we have not identified material inconsistencies between these reports and the audited consolidated and separate financial statements. The  most significant assumptions and estimates used in applying the Group’s accounting policies relate to the following: a) Impairment of assets: The Group performs a review of loss-making stores and considers the need for the impairment of assets under these circumstances. This determination requires significant judgment. The Group evaluates amongst other things, the duration and extent of the losses, the near-term business outlook for the store, and the possible redeployment of the assets between stores. Refer to notes 3, 9 and 26. Useful lives of assets: In determining the depreciation and amortisation charge for property, plant and equipment and intangible assets, management applies judgment in estimating the useful lives and residual values of these different asset classes. Refer to notes 3, 9 and 21. c) Income taxes: The Group is subject to income taxes in numerous jurisdictions. Significant judgment is required in determining the worldwide accrual for income taxes. The Group recognises liabilities for anticipated uncertain income tax positions based on estimates of potential additional taxes due. With regards to deferred income tax assets for unutilised income tax losses, judgment is also required to whether sufficient future taxable income will be available against which these losses can be utilised. Refer to notes 1. 11 and 28. d) Allowances for doubtful debts: Trade receivables include instalment sale debtors and franchise debtors for which allowances for impairment are made in accordance with the accounting policy in note 1. 15. These calculations involve the discounting of projected future cash flows and require the use of estimates. Details regarding the allowances are set out in note 12. e) Employee benefit accruals and provisions: Various assumptions are applied in determining the valuations of post-retirement medical benefits, share based payment accruals and long term employee benefits as set out in notes 1. 20, 1. 22, 14, 17 and 35. Estimates and assumptions that have a significant risk of causing a material adjustment to the carrying value of assets and liabilities in a subsequent year relate to the following: income taxes; allowances for doubtful debts and employee benefit allowances. All estimates and underlying assumptions are based on historical experience and various other factors that management believes are reasonable under the circumstances. The results of these estimates form the basis of judgments about the carrying value of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and any affected future periods. Use of adjusted measures The measures listed below are presented as management believes it to be relevant to the understanding of the Group’s financial performance. These measures are used for internal performance analysis and provide additional useful information on underlying trends to equity holders. These measures are not defined terms under IFRS and may therefore not be comparable with similarly titled measures reported by other entities. It is not intended to be a substitute for, or superior to, measures as required by IFRS. a) Trading profit on the face of the statement of comprehensive income, being the Group’s operating results excluding foreign exchange rate differences and income or expenditure of a capital nature. b) Income or expenditure of a capital nature on the face of the statement of comprehensive income, being all re-measurements excluded from the calculation of headline earnings per share in accordance with the guidance contained in SAICA Circular 3/2012: Headline Earnings. The principal items that will be included under this measure are: gains and losses on disposal and scrapping of property, plant and equipment, intangible assets and assets held for sale; impairments or reversal of impairments; any non-trading items such as gains and losses on disposal of investments, operations and subsidiaries. c) Interest received on the face of the statement of comprehensive income, being only interest received on call and operating bank account balances. Subsidiaries Subsidiaries are entities (including special purpose entities) which are, directly or indirectly, controlled by the Group. Control is established where the Group has the power to govern the financial and operating policies of an entity so as to obtain benefits from its activities. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessing whether the Group controls another.

Vmware assignment (virtual servers) Example | Topics and Well Written Essays - 500 words

Vmware (virtual servers) - Assignment Example Question 25: The best disaster recovery for VMware is by making use of back-up process on the servers and replication of virtual machines in the network. This can be best deployed using storage where NAS is deployed for VMs and Servers in the network (Muller 123). Question 26: vMotion works by encapsulating VMs on shared storage and then the enclustered VMs allow multiple installations on an ESX server. The memory and execution state of the VMs is transferred to high speed network. This is done by copying memory and system states of the ESX server. To allow identity of the VMs, networks used by the VMs are also virtualized by the ESX server (Wolf 84). This transfer (vMotion) takes very few seconds. Question 27: A snapshot presents a complete copy of a virtual machine at any time and all the changes made. While a clone is the exact copy of the virtual machine during the cloning process. Any changes made on the parent of the clone are not reflected in the clone. Therefore using snapshots provide better functionality than clones. Question 28: Fault Tolerance in VMware works through the use of a technique known as Record/Reply. This technique provides continuous availability to the virtual machine in case the host fails. This works whereby if a VM goes down it is restarted in another host and the secondary host now becomes the primary host while a secondary host is being looked for (Muller

Ruger Clinic Essay Example | Topics and Well Written Essays - 1250 words

Ruger Clinic - Essay Example There are various advantages of cost volume profit analysis which medical or health care industry can exploit to become more efficient at analyzing different levels of activity. It can then use the optimal activity level to increase its profitability. Hence we can say that cost volume profit analysis can be used to enhance the profitability of the health care industry. A medical company which is diversified in various different operation or have different departments can use it to see if operating on a large scale will be more efficient and whether or not it is worth putting more time and effort into the business. Similarly, there are chances that fixed are less than variable costs for a department. However, this will be only visible after CVP analysis, whether or not we can start a new department, it is feasible or not. Hence, a medical company will have to use CVP analysis to look at the profitability of a new department if they plan to diversify its services. As we know that moder n machinery is pervading the health care industry, a lot of investment needs to be done. Hence, this implies long-term commitment with specialized labor (doctors, surgeon, support staff etc) which means heavy burden of costs on a firm. However, CVP analysis is a toll that can be used by these firms to assess how long it will be before they will be able to cover their costs and start making profit. This is important when you have more than one alternative, and you look CVP to choose the best option, where cost recovery is fast and profit-making potential is highest. Similarly, there are various assumptions that we have to make when we go about doing CVP analysis. One such assumption is that fixed remain constant. This may not be true, but it is easier for managers in the field of health care to plan ahead, and as discussed above, it may help them to choose the best alternative. Machinery improves efficiency, and medical-service managers can use it to convince their manager or investo r to attract investment by showing them CVP results. Capitation is a fixed flat payment made to a health-care services provider for providing service to a particular segment or defined population. These payments are made on per capita basis that is calculation is done on per-person basis and are made monthly or as the contract states. The three most widely used methods of capitation are fee-for-service, cost and demographic approach. In the fee-for-service approach, the revenue line is mostly upward sloping. It starts from zero as when there is zero level of activity, there is no revenue for the health-care service provider, but it goes up with the level of activity. The higher the number of people to whom service is provided, the greater the revenue. In the cost approach, rather than a fixed fee is charged, the company charges total costs that are incurred in providing health care services, and then that fee is charged to the client. This approach can be referred as "pay for all approach and was very common in traditional capitation payments. In demographic capitation, pharmacists are only responsible or contract to provide their services to people of specific age, gender and geographic location. This is done to buffer them from unexpected disease found in particular demographic group and to make sure that they do not suffer as a

Ekphrastic Poetry Assignment Example | Topics and Well Written Essays - 500 words

Ekphrastic Poetry - Assignment Example In the first pairing, we see Peter Bruegel the Elder’s Landscape with the Fall of Icarus. W.H. Auden wrote Musee des Beaux Arts based on this painting. While it is probably a fine poem—W.H. Auden being a famous writer—the only real reference that caught my attention was in the second line of the poem where he referred overtly to the Dutch masters. Truthfully, Landscape wasn’t really an attention-grabbing piece of art either in several respects, although the colors were enjoyable. Additionally, even though the allegorical references to Icarus in both the painting and the poem are duly noted, such references were lost on this writer—much as one may adore art and poetry. The second poem was just about as engaging. The most interesting part was in the third stanza when it seemed as though the author was alluding to the fact that one day these men in the picture would be buried in snow at the top of the hill—true, a bit macabre, but it captured th e imagination. Mingus in Shadow was simply depressing. It’s not enough to hear about and see the picture of someone who is dead/dying—but, to hear that they were obese in life and then to talk about the grandiosity of their souls in relation to their body image—seems a bit obtuse and oversimplified as a metaphor. Rainer Maria Rilke’s poem was absolutely brilliant in so many ways.

Conceptualizing a Business Research Paper Example | Topics and Well Written Essays - 1000 words

Conceptualizing a Business - Research Paper Example As the paper outlines, the current business environment comprises of firms and organization offering different kinds of products and services (John & Randel, 2010). It is evident that researchers have attempted all explorations concerning the consumers’ needs that fit modern times. Introduction and adoption of capitalism presented a new are of free enterprise. This led to the aspect of competition among product manufacturers and service providers. In this context, there was the establishment of many companies manufacturing the same product type and providing similar services. In this case, it is fundamental that every company defines itself in a unique manner that differentiates it from its competitors. Therefore, entry of a new business firm into the market requires thorough execution of the conceptualization step. This will facilitate dispensation of the company’s operating principles to the concerned stakeholders (John & Randel, 2010). Mission Doll Company Limited ai ms at developing systematic mechanisms that will strive towards responding to the consumer's needs in the soft drink industry. The main focus of this company is to place the customer at a reference position in all its entire practices. Doll seeks to fill the gaps that are present in the beverage market. The company acknowledges the fact that there are numerous shifts in most social dynamics with respect to the aspects of lifestyles and fashion. As a result, the consumer market is currently divided along the lines of trends and lifestyles. In this regard, Doll seeks to develop a corresponding shift in the products’ nature as per the dictates of these external forces of social dynamics. This company will ensure the production of customized soft drinks based on the aspect of lifestyle and fashion. In this company, the consumers participate in decision-making exercises through the expression of their interests concerning product preferences. Therefore, the main objective of Doll Beverage Company is to address contemporary customers’ needs by responding to the social dynamic forces (John & Randel, 2010). Vision The company’s vision statement is, â€Å"Become the leading soft drinks manufacturer by responding to the aspects of social dynamics†. Doll aims at establishing a strong market base in the consumer population by responding to their needs through product differentiation. The company will integrate all the concepts of business ranging from social responsibilities to ethics in ensuring development and maintenance of a healthy relationship with the consumers. The basis of the company’s operation is to address the product issues resulting from the aspect of social dynamics (John & Randel, 2010). Doll appreciates the fact that consumers’ preferences are continually diversifying due to the relative morality in both the social and economic pillars of society. Therefore, the company seeks to identify the social changes and re spond to them accordingly in terms of product customization. The company will always identify emerging trends in fashion and lifestyle platforms. Consequently, Doll will produce tailor-made soft drinks for the consumer classes created by these social dynamic forces. We will develop close and healthy relationship with customers by incorporating them in decision making processes concerning product specifications.