Thursday, May 31, 2012

levi's strauss socail responsibility and values

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Our corporate values -- empathy, originality, integrity and courage -- are the foundation of our company and define who we are. They underlie how we compete in the marketplace and how we behave. They enable our vision of the future and reflect the legacy of our founder, Levi Strauss, who devoted substantial time and resources to charitable and philanthropic activities.These values guide our foundations giving programs, the support we provide to communities where we have a business presence, our employee community-involvement programs, and our code of ethical conduct for manufacturing and finishing contractors working with the company.

FOR EXAMPLE



Our commitment to equal employment opportunity and diversity pre-dates todays programs and began in the 140s when we desegregated our factories in California.

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In 168, we pioneered an employee volunteer effort called Community Involvement Teams or CITs. There are now 80 CITs worldwide.

For the past three years, we have been ranked as one of Americas 50 Best Companies for Minorities by Fortune Magazine.

We have played a leadership role in educational programs and policies regarding AIDS in the workplace.

We have made more than $5 million in grants for AIDS care and prevention in the last two decades and have received numerous awards and recognition for our efforts to combat the HIV epidemic.

In 11, we became the first worldwide company to establish a comprehensive ethical code of conduct for manufacturing and finishing contractors working with the company.

In 18, we received the U.S. Presidents Ron Brown Award for Corporate Leadership for outstanding achievements in employee and community relations. We were recognized for creating Project Change, an initiative of the Levi Strauss Foundation that combats institutional racism.

For more than three decades, we have promoted the active, local involvement of our 1,400 worldwide employees. In September 000, LS&CO. inaugurated Volunteer Day at our San Francisco Headquarters and has since expanded it beyond the United States and Canada to include sites throughout Latin America and Asia, as well as our Brussels office. In 00, more than ,00 employees volunteered more than 10,000 hours to 66 charitable organizations.

GIVING BACK



Our philanthropic funding is divided into three categories

The Levi Strauss Foundation

The Foundation is an independent legal entity that provides grants to community-based organizations working to create meaningful social change. The Levi Strauss Foundation funds programs worldwide where LS&CO. has a business presence and gives approximately $15 million annually. The Foundation also funds disaster relief efforts, makes charitable donations to organizations where employees volunteer, matches cash donations by employees to local charitable organizations, provides grants to community organizations located in LS&CO.s sourcing communities, and funds college scholarships for the dependents of LS&CO. employees.

Corporate Giving

LS&CO. makes charitable donations to smaller community organizations outside the United States. We also support branded philanthropy initiatives and sponsor select charitable fundraising activities throughout the world. LS&CO. has an annual charitable giving budget of approximately $ million and supports the Levi Strauss Foundation with periodic contributions.

Employee Community Involvement

Our employees are a big part of how we give back to our communities -- we invest in what is important to them. We encourage employees globally to give back to their communities through employee-led Community Involvement Teams and through the sponsorship of an annual volunteer day.

Our corporate values -- empathy, originality, integrity and courage -- are the foundation of our company and define who we are. They underlie how we compete in the marketplace and how we behave. They enable our vision of the future and reflect the legacy of our founder, Levi Strauss, who devoted substantial time and resources to charitable and philanthropic activities.These values guide our foundations giving programs, the support we provide to communities where we have a business presence, our employee community-involvement programs, and our code of ethical conduct for manufacturing and finishing contractors working with the company.

FOR EXAMPLE



Our commitment to equal employment opportunity and diversity pre-dates todays programs and began in the 140s when we desegregated our factories in California.

In 168, we pioneered an employee volunteer effort called Community Involvement Teams or CITs. There are now 80 CITs worldwide.

For the past three years, we have been ranked as one of Americas 50 Best Companies for Minorities by Fortune Magazine.

We have played a leadership role in educational programs and policies regarding AIDS in the workplace.

We have made more than $5 million in grants for AIDS care and prevention in the last two decades and have received numerous awards and recognition for our efforts to combat the HIV epidemic.

In 11, we became the first worldwide company to establish a comprehensive ethical code of conduct for manufacturing and finishing contractors working with the company.

In 18, we received the U.S. Presidents Ron Brown Award for Corporate Leadership for outstanding achievements in employee and community relations. We were recognized for creating Project Change, an initiative of the Levi Strauss Foundation that combats institutional racism.

For more than three decades, we have promoted the active, local involvement of our 1,400 worldwide employees. In September 000, LS&CO. inaugurated Volunteer Day at our San Francisco Headquarters and has since expanded it beyond the United States and Canada to include sites throughout Latin America and Asia, as well as our Brussels office. In 00, more than ,00 employees volunteered more than 10,000 hours to 66 charitable organizations.

GIVING BACK



Our philanthropic funding is divided into three categories

The Levi Strauss Foundation

The Foundation is an independent legal entity that provides grants to community-based organizations working to create meaningful social change. The Levi Strauss Foundation funds programs worldwide where LS&CO. has a business presence and gives approximately $15 million annually. The Foundation also funds disaster relief efforts, makes charitable donations to organizations where employees volunteer, matches cash donations by employees to local charitable organizations, provides grants to community organizations located in LS&CO.s sourcing communities, and funds college scholarships for the dependents of LS&CO. employees.

Corporate Giving

LS&CO. makes charitable donations to smaller community organizations outside the United States. We also support branded philanthropy initiatives and sponsor select charitable fundraising activities throughout the world. LS&CO. has an annual charitable giving budget of approximately $ million and supports the Levi Strauss Foundation with periodic contributions.

Employee Community Involvement

Our employees are a big part of how we give back to our communities -- we invest in what is important to them. We encourage employees globally to give back to their communities through employee-led Community Involvement Teams and through the sponsorship of an annual volunteer day.

VALUES Our values are fundamental to our success. They are the foundation of our company, define who we are and set us apart from the competition. They underlie our vision of the future, our business strategies and our decisions, actions and behaviors. We live by them. They endure. Four core values are at the heart of Levi Strauss & Co. Empathy, Originality, Integrity and Courage. These four values are linked. As we look at our history, we see a story of how our core values work together and are the source of our success. Empathy � Walking in Other Peoples Shoes Empathy begins with listening ... paying close attention to the world around us ... understanding, appreciating and meeting the needs of those we serve, including consumers, retail customers, shareholders and each other as employees. Levi Strauss and Jacob Davis listened. Jacob was the tailor who in the 1870s first fashioned heavy cotton cloth, thread and metal rivets into sturdy waist overalls for miners seeking durable work pants. Levi in turn met Jacobs needs for patenting and mass production of the product, enthusiastically embracing the idea and bringing it to life. The rest is history The two created what would become the most popular clothing in the world � blue jeans. Our history is filled with relevant examples of paying attention to the world around us. We listened. We innovated. We responded.

As early as 16 in the United States, the company advertised in Spanish, Portuguese and Chinese, reaching out to specific groups of often-neglected consumers.

In the 10s, consumers complained that the metal rivets on the back pockets of our jeans tended to scratch furniture, saddles and car seats. So we redesigned the way the pockets were sewn, placing the rivets underneath the fabric.

In 18, a group of company employees asked senior management for help in increasing awareness of a new and deadly disease affecting their lives. We quickly became a business leader in promoting AIDS awareness and education.

We believe in empathetic marketing, which means that we walk in our consumers shoes. In the companys early years, that meant making durable clothes for workers in the American West. Now, it means responding to the casual clothing needs of a broad range of consumers around the world. Understanding and appreciating needs � consumer insight � is central to our commercial success.

Being empathetic also means that we are inclusive. Levi Strauss sturdy work pants are sold worldwide in more than 80 countries. Their popularity is based on their egalitarian appeal and originality. They transcend cultural boundaries. Levis® jeans � the pants without pretense � are not just for any one part of society. Everyone wears them.

Inclusiveness underlies our consumer marketing beliefs and way of doing business. We bring our Levis® and Dockers® brands to consumers of all ages and lifestyles around the world. We reflect the diverse world we serve through the range and relevancy of our products and the way we market them. Likewise, our company workforce mirrors the marketplace in its diversity, helping us to understand and address differing consumer needs. We value ethnic, cultural and lifestyle diversity. And we depend and draw upon the varying backgrounds, knowledge, points of view and talents of each other.

As colleagues, we also are committed to helping one another succeed. We are sensitive to each others goals and interests, and we strive to ensure our mutual success through exceptional leadership, career development and supportive workplace practices.

Empathy also means engagement and compassion. Giving back to the people we serve and the communities we operate in is a big part of who we are. Levi Strauss was both a merchant and a philanthropist - a civic-minded leader who believed deeply in community service. His way lives on. The companys long-standing traditions of philanthropy, community involvement and employee volunteerism continue today and contribute to our commercial success.

Originality � Being Authentic and Innovative



Levi Strauss started it and forever earned a place in history. Today, the Levis® brand is an authentic American icon, known the world over.

Rooted in the rugged American West, Levis® jeans embody freedom and individuality. They are young at heart. Strong and adaptable, they have been worn by generations of individuals who have made them their own. They are a symbol of frontier independence, democratic idealism, social change and fun. Levis® jeans are both a work pant and a fashion statement � at once ordinary and extraordinary. Collectively, these attributes and values make the Levis® brand unlike any other.

Innovation is the hallmark of our history. It started with Levis® jeans, but that pioneering spirit permeates all aspects of our business � innovation in product and marketing, workplace practices and corporate citizenship. Creating trends. Setting new standards. Continuously improving through change. For example

We were the first U.S. apparel company to use radio and television to market our products.

With the introduction of the Dockers® brand in 186, we created an entirely new category of casual clothing in the United States, bridging the gap between suits and jeans. A year later, Dockers® khakis had become the fastest growing apparel brand in history. Throughout the 10s, we were instrumental in changing what office workers wear on the job.

Our European Levis® brand team reinvented classic five-pocket jeans in 1. Inspired by the shape and movement of the human body, Levis® Engineered Jeans™ were the first ergonomically designed jeans.

Now, more than ever, constant and meaningful innovation is critical to our commercial success. The worldwide business environment is fiercely competitive. Global trade, instantaneous communications and the ease of market entry are among the forces putting greater pressure on product and brand differentiation. To be successful, it is imperative that we change, competing in new and different ways that are relevant to the shifting times.

As the makers and keepers of Levi Strauss legacy, we must look at the world with fresh eyes and use the power of ideas to improve everything we do across all dimensions of our business, from modest improvements to total re-inventions. We must create product news that comes from the core qualities of our brands � comfort, style, value and the freedom of self-expression � attributes that consumers love and prefer.

Integrity � Doing the Right Thing



Ethical conduct and social responsibility characterize our way of doing business. We are honest and trustworthy. We do what we say we are going to do.

Integrity includes a willingness to do the right thing for our employees, brands, the company and society as a whole, even when personal, professional and social risks or economic pressures confront us. This principle of responsible commercial success is embedded in the companys experience. It continues to anchor our beliefs and behaviors today, and is one of the reasons consumers trust our brands. Our shareholders expect us to manage the company this way. It strengthens brand equity and drives sustained, profitable growth and superior return on investment. In fact, our experience has shown that our profits through principles approach to business is a point of competitive advantage.

This values-based way of working results in innovation

Our commitment to equal employment opportunity and diversity predates the U.S. Civil Rights movement and federally mandated desegregation by two decades. We opened integrated factories in California in the 140s. In the 150s, we combined our need for more production and our desire to open manufacturing plants in the American South into an opportunity to make change; we led our industry by sending a strong message that we would not locate new plants in Southern towns that imposed segregation. Our approach changed attitudes and helped to open the way for integration in other companies and industries.

In 11, we were the first multinational company to develop a comprehensive code of conduct to ensure that individuals making our products anywhere in the world would do so in safe and healthy working conditions and be treated with dignity and respect. Our Terms of Engagement are good for the people working on our behalf and good for the long-term reputation of our brands.

Trust is the most important value of a brand. Consumers feel more comfortable with brands they can trust. Increasingly, they are holding corporations accountable not only for their products but also for how they are made and marketed. Our brands are honest, dependable and trusted, a direct result of how we run our business.

Integrity is woven deeply into the fabric of our company. We have long believed that Quality Never Goes Out of Style®. Our products are guaranteed to perform. We make them that way. But quality goes beyond products We put quality in everything we do.

Courage � Standing Up For What We Believe



It takes courage to be great. Courage is the willingness to challenge hierarchy, accepted practices and conventional wisdom. Courage includes truth telling and acting resolutely on our beliefs. It means standing by our convictions. For example

It took courage to transform the company in the late 140s. That was when we made the tough decision to shift from dry goods wholesaling, which represented the majority of our business at the time, and to focus instead on making and selling jeans, jean jackets, shirts and Western wear. It was a foresighted � though risky � decision that enabled us to develop and prosper.

In the 180s, we took a similar, bold step to expand our U.S. channels of distribution to include two national retail chains, Sears and JCPenney. We wanted to provide consumers with greater access to our products. The move resulted in lost business in the short term because of a backlash from some important retail customers, but it set the stage for substantial growth.

We also demonstrated courage in our workplace practices. In 1, Levi Strauss & Co. became the first Fortune 500 company to extend full medical benefits to domestic partners of employees. While controversial at the time, this action foreshadowed the widespread acceptance of this benefit and positioned us as a progressive employer with prospective talent.

With courage and dedication, we act on our insights and beliefs, addressing the needs of those we serve in relevant and significant ways. We do this with an unwavering commitment to excellence. We hold ourselves accountable for attaining the high performance standards and results that are inherent in our goals. We learn from our mistakes. We change. This is how we build our brands and business. This is how we determine our own destiny and achieve our vision of the future.



The story of Levi Strauss & Co. and our brands is filled with examples of the key role our values have played in meeting consumer needs. Likewise, our brands embody many of the core values that our consumers live by. This is why our brands have stood the test of time.

Generations of people have worn our products as a symbol of freedom and self-expression in the face of adversity, challenge and social change. They forged a new territory called the American West. They fought in wars for peace. They instigated counterculture revolutions. They tore down the Berlin Wall. Reverent, irreverent � they all took a stand.

Indeed, it is this special relationship between our values, our consumers and our brands that is the basis of our success and drives our core purpose. It is the foundation of who we are and what we want to become

VISION



People love our clothes and trust our company.

We will market the most appealing and widely worn casual clothing in the world.

We will clothe the world.

Employee involvement.

LS&CO.s Employee Community Involvement program has been an integral part of our corporate social responsibility efforts for more than 5 years, and offers employees and retirees a variety of ways to get involved.

We encourage employees around the world to join one of our 80 Community Involvement Teams (CITs). Founded in 168, CITs are company-sponsored and employee-led groups that partner with local charitable organizations to identify needs, plan activities, and create volunteer and donation opportunities for LS&CO. employees and retirees. They also help to raise awareness among employees about important issues in their communities.

To encourage volunteerism, LS&CO. offers full-time U.S. employees up to five hours per month paid time off to volunteer at a charitable organization of their choice. Based on the success of this program, we are expanding it to employees in many other countries.

The Levi Strauss Foundation matches employee and contributions to charitable organizations and provides grants to organizations where they volunteer. To make this convenient, employees may donate online or through automatic payroll deductions.

In 000, LS&CO. inaugurated Volunteer Day at our San Francisco headquarters and has since expanded it to more than 0 locations in the U.S., Canada and Latin America, with plans to expand it worldwide this year. On Volunteer Day, LS&CO. employees engage in a variety of community activities ranging from painting murals at schools to planting gardens at community centers.





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Improving bussiness effectiveness

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Ma%ul Cr#

10pm Mon & Wed

For my web article, I decided to visit www.jpmaroney.com and find the basic, yet vital, strategies to improving the effectiveness of a team. I find that teamwork is one of the most important aspects in a business, because if your employees cannot work together, then all you have is chaos. Once I visited the site, I found that the four strategies are clarifying your mission, setting team goals, creating a plan, and conducting progress reviews (team meetings). In the next few paragraphs, I will be explaining the importance of these factors, as well as using personal experiences.

In order to begin using these strategies, you must state the mission clearly and thoroughly to your employees. This sort of leads to the statement “you can lead a horse to water, but you can’t make it drink.” Without a clear mission, your employees will be blind to what needs to be done. In order for you to get your employees to “see” the big picture, you must be sure each and every one of them understands they’re contribution to make the mission a success.

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Next, you must set team goals or objectives. There are three guidelines to setting reasonable goals for your team. The first one is to make sure your goal supports your team’s overall mission. The second guideline should be that you goals are measurable. If you tell your team that you want an increase in sales, give them an actual number. And finally, date when you want your goals to be completed. For example at my job when we do our inventory pulls each employee has a specified task. After each task is complete we all come together to bring out everything from storage and price all items so that the dead line is met. This will surely increase production in your team once they know how long they have to accomplish their goals.

The third point the site provided was creating a written plan for your team. When you have a plan for your team, things become more organized. The plan should clearly point out any and all responsibilities for each member for your team as well as a step-by-step explanation on how they should follow this plan. This also comes into play were I work because there are times that we have to pull cars for pick up and our storage lot is packed with a lot of cars. So my boss and I plan out a path to move specific cars so that the car for pick up can be extracted. This prevents us from having to move unnecessary cars from our lot, saving us time and space. The plan offers an excellent tool for keeping everyone focused on the team’s objectives and responsibilities. It also will avoid any confusion employees may have about their own objectives.

The final point made was conducting a progress review, or simply having team meetings. These meetings should be discussions about current issues and results, as well as what the future may hold for your team. Some other items you should consider discussing in these meetings include checking to make sure the team is accomplishing its mission, review the team goals, review the team plan, clarify responsibilities for each member of your team, and set a date for the next meeting. Also, when conducting one of these meetings, have a printed agenda for each team member, start and end of time, and keep the meeting on track according to whatever agenda has been set up.

In conclusion, I believe these four strategies should be exercised in every business. I cannot stress enough their importance in keeping a well-organized and effective work place. It makes things so much easier following these steps you will be happier with your job your boss and work place so that you can accomplish the big picture. Hopefully, as I reach the end of this paper, you will understand, as I do, that these four steps will improve and optimize team productivity and effectiveness.



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Fast Food Manager

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The job of a fast food restaurant store manager can be very challenging and also rewarding. It requires leadership skills and the ability to run a successful business. The manager will usually have to go through extensive training either on the job, away at a class provided by the restaurant chain or on their own through personal skills developed at previous jobs or through school.

The job mainly consists of watching over every aspect of the store by supervising each system and the people in charge of them. The restaurant manager will be held accountable for things like sales, profitability, cleanliness, quality of service, attractiveness, inventory control, training, scheduling, hiring and firing, waste control, and much more. Depending on how busy or how staffed the restaurant is; they are usually in charge of at least four shift managers and one assistant. Higher volume stores should employ around six shift managers and two assistants.

The skills required to be an effective fast food restaurant manager are extensive. They must be able to work long hours, at least forty-five to fifty per week, work at night and on weekends. They have to handle many issues at one time, and put many other peoples needs before their own. Many employees and managers have scheduling issues or personal issues that must be taken care of to avoid more problems. They have to be able to delegate effectively, solve problems, concentrate on details, plan and hold meetings, communicate effectively, handle many types of customers including the irate ones and be familiar with and effectively use the different types of leadership skills. They have to ensure food safety is being adhered to which includes the cleanliness of the establishment and making sure temperatures of all the products is within the allowable limits.

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Getting along with and communicating with their boss effectively is another skill required. They usually have to answer to a district manager, someone who oversees more than one restaurant at one time, or the owner of the establishment, someone who bought the restaurant from the company.

Many times, depending on the situation, a fast food restaurant manager will be required to transfer to a different restaurant within the chain. This can be stressful because a manager will have to go from one environment they are probably comfortable with to another store where they are not familiar with the employees within that restaurant. Getting to know everyone and gaining their respect can be very challenging for many people. Getting the restaurant running the way the new manager wants it to can take a lot of time and effort especially if the store was running poorly before they got there.

A typical day for a restaurant manager starts as soon as they pull onto the parking lot. They look for trash on the lot, overflowing trashcans, icicles on the building or anything else that should be taken care of. They also should make sure that the proper promotional material is being displayed correctly. For example, if it is in the middle of the summer, a restaurant might want to promote ice cream for people who are burning up and want to cool off. They could promote a “-cent menu” for the kids out of school who might not have very much money. When they walk into the building they should say hi to everyone personally, talk to the manager on the shift to find out what is going on and how the day has gone so far. They will continue on walking through and checking out the cleanliness of the restaurant, appearance of the employees, and should look at the stock levels in the walk-in cooler, freezer and stock room to make sure they won’t run out of anything before the next truck arrives. Since much of their time is spent on the floor serving customers during the busy periods or if service is not going as well as it should be, the rest of the day should consist of a list of things to do when and if they get the chance.

They monitor the employees and observe the customers to ensure health and safety rules are being followed. They spend a lot of their time in the office doing paperwork usually with the help of a computer. They oversee the other managers and may often rely heavily on their assistant managers to ensure all the systems are running properly and the managers in charge of each system is held accountable.

One of the main functions of the job of a store manager is to ensure the restaurant is making money. They are held accountable for the sales of the restaurant and all of the overhead costs the restaurant incurs. They must watch each line of the budget and make the money is spent where it needs to be in order to run the restaurant correctly and make a substantial profit at the same time. Some of the line items that have to be watched carefully so as not to spend more money than projected are things like labor, utilities, the cost of food purchased from the supplier, operating supplies and maintenance and repair of equipment.

The qualifications needed to get this position usually involve a few years of experience in the food service industry as a manager. Often a person starts as a teenager working as a regular employee. They can move up the ranks, sometimes being transferred multiple times to different locations, until they get the position of a store manager. A college degree in Business Management & Administrative Services is very helpful but not required. Many of the larger fast food chains like McDonalds and Wendys offer many classes of their own that a manager should attend along the way before being offered the position. Individuals who were once managers of that chain often teach these classes themselves. They just continued moving up the ranks until they landed a position in training. Although most classes are at first held locally, McDonalds owns a huge compound in Chicago where a building called Hamburger University is located. After a certain level of training has been reached, classes are held there.

The pay for a store manager varies depending on which franchise they might work for. The minimum a store manager in Ohio would make would be $0,70 per year. The maximum could be up to $61,540 per year. The average store manager in Ohio makes around ,60.

The types of businesses that would fit into the fast food market would be chains like Jack in the Box, Arby’s, Hardees, Chic-fo-let, Rally’s, A&W Root Beer Stand, or White Castle. The largest chain is McDonalds, which has over 0,000 restaurants worldwide, followed by Burger King and then Wendys. Many restaurants mentioned above and many not mentioned at all can be found in many places besides on the side of the road. They can be found in hospitals, airports, military bases, inside retail outlets like Wal-Mart, or on high school and college campuses.

Typically store managers are promoted from within the company. Many start as a regular employee. That is where they would learn the basics of each position and be responsible for cleaning, cooking, and customer service. Then they might get promoted to a trainer where they would learn all the little details of each position and try to teach the employees to follow the correct procedures. Then they would get promoted to a shift manager which would require them to run shifts, and maybe do some paperwork. After that, it gets more complicated. If they get promoted to an assistant manager then they must learn how to run all the systems in the restaurant. They will learn what it would take to be a store manager while working this position. An assistant is exactly as it sounds. They assist the store manager in ways the shift managers do not yet know how. If they are successful in this position then they will get their chance to run a restaurant on their own.

After store manager it may depend on the situation on weather or not they could go any further. If an individual owns the restaurant, there may be no place for the manager to go. In this case they may choose to hold that position for a very long time and probably receive annual raises depending on how well they do. If the owner of that restaurant has other restaurants, then there may be a chance the person could supervise a few or all of them, taking the load off of the owner. If it were a company owned restaurant then they would get promoted to a supervisor that would manager two to five restaurants at one time. After that they could go in many different directions. They could go into human resources, assist the owners with their restaurants by making sure they are following the company guidelines, or go into the local training department where they teach the classes mentioned earlier. They could also go into the purchasing department or real estate. If they do well in each position they hold, the opportunities may lead them to the home office where they would be an executive of some sort or maybe even into other countries to open up new restaurants.

The fast food store manager may dislike things like doing paperwork, the stress of peak dining hours, dealing with irate customers, the pressure of coordinating a wide range of activities, working long hours, or working evenings, weekends, and holidays.

Some things they may like might involve working with the public, free or low cost meals, the variety and challenge of their work, or good employment opportunities. Some managers may enjoy the peak dining hours if they don’t get stressed out easily.

I think the position is more challenging than most people think. There is a lot of work involved and it can be very stressful. I also think that if I did well as a store manager it could also be very rewarding. It would teach me a lot about running a business and the experience would help tremendously if I decided to do anything else in the business world, including opening my own business or restaurant. If my goal was to work my way up into a large corporation, then a fast food business is just as good as any. There is a lot of opportunities after store manager and each position held would teach me many things that college may not have or reinforce those things that college had.



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corporate accounting

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Depending on when a dividend is announced by the subsidiary will determine if the dividend was pre-control or post-control. If a dividend was announced before takeover, then the dividend is pre-control (before the parent company took control).

Pre-control can be described as the owner equity of a subsidiary existing at the moment the subsidiary becomes controlled or existing before an acquisition of the shared of an entity that is already controlled.

Example

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„X Company A purchases company B in 00 for $5million

„X Company B gives shareholders 10million in dividends from profits in 001.

In this example Company A took no part in the profits made by company B because the takeover was 1 year after the dividends were declared.

Dividend revenue is only included in post control (after the company has taken over) therefore for Company B¡¦s profits are pre-control dividends.

As Company A has become the controlling parent over B the net cost of the purchase of B is now $15million.

Effective Cost of Investment = Original Outlay less

The receipt of dividends from pre-control equities.

The reason why a controlling parent does not include the dividend as an item of revenue is because pre-control profits are not part of the consolidated owner¡¦s equity. This dividend represents partial refund of the investment cost, which was paid fro past profits and reserves, as well as for the share capital.



Company A had no part in the profits for 001, because the takeover occurred one year later. In this case the dividends are seen to reduce the investment cost rather than increase Dividend Revenue.

Subsidiary¡¦s Books

DR P&L Appropriation X

CR Cast at Bank X

Parent¡¦s Books

DR Cash at Bank X

CR Investment in Subsidiary X

Acquisition Analysis

(i) Acquisition Analysis CPE Ltd

At 0 April 0x

Fair Value of Identifiable Net Assets (INA) = $6000

- Share capital $4000

- Reserves $0

- Retained profits $000

- Dividend payable $0

$6000

Cost of Acquisition = $6500

Goodwill = $500

Ammortisation = $5 p.a

(ii) Acquisition Analysis PDQ Ltd

At 0 April 0x

Fair Value of identifiable Net Assets (INA) = $6000

- Share capital $000

- Reserves $1500

- Retained profits $1000

- Dividend payable $500

$6000

Cost of Acquisition = $6500

Goodwill = $500

Ammortisation = $5 p.a

Assuming Goodwill was amortised for 0 years Straight Line in accordance with AASB 101 Accounting For Goodwill.

Consolidation Adjustment (In Bachs Books)

(1) At 0 April 0X

(i) Acquirement CPE Ltd

Retained profits DR $000

Share capital DR $4000

Reserves DR $0

Dividend payable DR $0

Goodwill DR $500

Shares in CPE Ltd CR $6500

(ii) Acquirement of PDQ Ltd

Retained profits DR $1000

Share capital DR $000

Reserves DR $1500

Dividend payable DR $500

Goodwill DR $500

Shares in PDQ Ltd CR $6500

() At 0 May 0X

(i) CPE Ltd

Operating Profit Before Income Tax DR $.0

Retained profits DR $000

Share capital DR $4000

Reserves DR $0

Goodwill DR $47.1

Dividend Paid CR $500

Shares in CPE Ltd CR $6000



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How is fast food affecting today's society?

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In the last few years I have witnessed many people growing in size and the large amount of fast food outlets been opened. After witnessing almost every fast food outlet in every suburb, I decided to research what affect all these fast foods were having on people. I decided to investigate the kinds of people affected by fast foods, how it affects those people and why they still purchase it regardless of health concerns.

Who does fast food affect?

Fast food affects everyone in today’s world. Whether children, adults or the elderly, they would all have been affected directly or they have relatives who eat it. Fast-food outlets now say that they are too often described or pictured as scapegoats for child obesity. But research from “The Listener” magazine shows that one in seven pre-teen children in New Zealand are obese AND eat fast food regularly. But fast-food outlets only deny that they are to blame and say that it is a matter of choice.

The main target for fast food companies are children. The reason for this is because children are easy to manipulate. Fast food companies have hit an all time low by targeting children in their advertising, products, and building facilities. For example, McDonald’s advertisements show kids eating their product, and being rewarded, the also give away a popular childrens toys in happy meals or kids meals as well as including indoor playgrounds for childrens enjoyment. My research has given me reason to believe that children are mostly affected by fast food outlets because they are so young and do not know the consequences.

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What effect does fast food have?

The consequences of obesity are tragic. Obesity can destroy someone both physically and emotionally. Emotionally, a child can get addicted very easily. This can make them obese. They will no longer live normal lives. They are more likely to called names at school. This can lead to depression, which leads to suicide. An article in “People” magazine said when people become addicted, it is very hard to quit. They will most likely stay obese for the rest of their lives. In this situation, they will have a hard time with relationships and peers. They will be treated almost like outcasts.

In a physical sense, fatty, sugar-filled foods increase the use of computers and television, which leads to a lack of exercise have. The situation has sparked outbursts for a fat tax, restrictions on childrens access to fast food and subsidies for healthy food. Dean Divehall, marketing director for Restaurant Brands, which operates the New Zealand franchises for KFC, Pizza Hut and Starbucks, said the issue was not just fast food but lifestyle and exercise choices. Though I believe there is no denying that the fat content in fast food is below the healthy level. For instance, nutritionists say that he daily recommended intake of energy for an adult man is about ,00 calories, of which no more than 5% should come from fat and 11% from added sugars. Women should eat about 1,800 calories a day.

However, a meal at a fast food outlet - burger, chips, and drink - can deliver almost all of an adult man’s recommended daily calories in a single sitting. For example, a McDonald’s quarter pounder with cheese contains 516 calories. A large portion of french fries adds another 41, and an accompanying large milk shake another 500 calories.

The total is more than 1,400 calories, most of it coming from fat and sugar. By comparison, a leg of chicken with boiled potatoes and peas plus an apple contain about 800 calories, with a relatively small proportion comprising fat or sugar.

Fast food doesn’t only affect people in New Zealand though; obesity is the second leading cause of death among Americans, second only to tobacco according to “People” magazine. A major concern of obesity is the other health problems associated with over eating. Heart disease, high cholesterol, diabetes, and cancer are just a few of the associated problems that accompany obesity. I believe that from the shown data, it is alright to eat fast food as long as you are aware of the risks involved and maintain a healthy diet.

Why do people eat fast food when they know the consequences?

To simply put it, fast foods are addictive. The article “Burgers Are as Addictive as Drugs” from the “Sunday Times” from the UK said scientists have discovered that high doses of fat and sugar in fast and processed foods can be as addictive as nicotine � and even hard drugs. Once hooked, the researchers say, many people find it almost impossible to switch back to a healthy diet, often leading to obesity.

A conducted survey was taken with people from my class to find out their opinions on the matter. My survey showed that unanimously, people would rather prefer a meal at a fast food outlet than a healthy meal (salad) because of the taste, regardless of nutritional recommendations. My research also shows that people in my class were left felling hungry for fast food after watching their advertisements. Also being a witness of the advertisements myself, I can safely say that the companies do try to drag you in.

The evidence can be seen by lawyers preparing multi-million-pound claims from people who claim that their “addiction” to fast foods has damaged their health.

The addictive nature of fast foods has been determined by researchers at Rockefeller University in New York who found that regularly eating fast foods can quickly reconfigure the body’s hormonal system to want even more fat.

They also found that early exposure to fatty food could influence children’s choices so that they would always seek a similar diet, increasing the likelihood of obesity in later life.

The ministry of health says the growing number of health problems has caused many people to avoid fast food and attempt to educate others on the health risks of eating high fat meals. In response to this new attitude, fast food restaurants have launched campaigns for low fat foods and offer products that are better tasting and better for you. The most advertised example is the Subway food chain. Subway recently began its “seven subs with six grams of fat or less” staring Jared, a young man who lost over one hundred pounds on a subway diet. In addition to Subway, McDonald’s began serving new dishes comprising of alternative food like cooked chicken and salads. If people are persuaded to go to a fast food outlet because of advertising it should not be their fault. I believe that companies use a form of bait advertising to bring in customers. I believe that based on my survey, the advertising is done very well to bring in people at a young age.

After successfully obtaining the answers to the questions that I wanted to know, I realised just how serious this issue was. My class is a good example of people who have been affected directly by advertising. I was also astounded by the large numbers of people who ignore the facts. Even though there are still many campaigns to reduce the consumption of fatty foods, it all comes down to personal preference of eating something that tastes good rather than something that is healthy, and that is where we are losing the battle.



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Thursday, May 17, 2012

Critical Thinking Styles

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Critical Thinking Styles


Critical Thinking Styles and Forces of Influence


Everybody lives in a world of daily routine. The routine of getting up in the morning and going to work everyday are for the most part is an everyday routine for everybody. Just as any business organizations have their own daily routine. They start business operations early in the morning and close down at the end of the day. To the average employees they do not have anything to worry about their work after leaving their offices. However, something else continues to operate when everybody left for the day. At the end of the day, the security department continues to monitor the building security throughout the night. On a typical situation, this is for the most is the daily routine in a business organization. However, how really secure the buildings are at the end of the business hours?


One of the major problems with any business organizations today is security. In fact, a security breach happened with Lowestfare.com, a leading travel company. A totally, unexpected burglary incident happened at the corporate office one evening. On a typical day, employees would come in to the rear of the building using their badges to open the door. There are two other entrances in the front of the building one, the main entrance door that is manned by a security guard, and the other- entrance to the executive offices that is regularly checked by the security guard throughout the night. At the end of the business day, the security guard locks and secures both front entrance doors, and employees that leave the building through the executive’s entrance late in the evening closes and locks the door after them ensuring that it is secured. Throughout the night, the security guard checks all the doors to ensure the building is secure. The guard stays inside the main front entrance and monitors the building with security


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Critical Thinking Styles


cameras placed strategically in and around the building complex.


One evening, a burglar managed to get inside the building in the executives office area, and took numerous personal computers and airline ticket stocks. In spite of the established security measures, the burglar was able to get in and out of the building without being caught by the security guard. The robbery was not discovered until the following morning when one of the staff came early that morning and found out the office equipment were gone.


An investigation of the incident was conducted, and all employees that left after business hours on that day were questioned. Each of those employees was interrogated in a secluded room, and the staff ensured that they were not able to talk to each other to discuss anything about the incident. The investigation revealed that not one of the employees knew anything or had any involvement with the incident. The question on security measures then came up, and an evaluation of the procedures was initiated. The evaluation revealed that both the guard and the last employee that left building that day made a mistake. The employee did not check the door to ensure that it was locked and secured upon leaving the building, and the guard did not perform the regular security check that he was supposed to do throughout the evening during his tour of duty. The incident should have never happened if both the security guard and the employee followed security procedures. The guard was relieved from his duty, and the employee, well, she is still employed. Since she was one of the executives, it was never revealed whether she was reprimanded or not for the incident.





Critical Thinking Styles 4


With the outcome of the investigation, the security strategy of the company was reassess and identified areas of weakness to ensure that such security breach would not happen again. First, detection the company operates with a minimal intrusion-detection system so additional security guards were hired to rove in and around the building complex to stop or question anyone who’s not an employee of the company. Door alarms were installed so that any employees leaving after business hours would only exit through the main entrance door and check out with the guard upon leaving. Second, identification more restrict checking of Identification badges was enforced and all employees must wear their badges at all times while they are on duty. Visitors must sign in and out at the reception desk and must be accompanied by a personnel from the section visited. Third, follow-up security incidents could always be traced to a series of failures in policies, procedures, technologies, and people (Barrish, 001). To move forward, companies must break the chain of circumstances that allow such incident to recur (Barrish, 001). By having a detailed report of the incident and distribute it to executives, managers, and employees, lessons learned can result in corrective actions that will strengthen the organization’s security. The management became proactive by informing the employees, clients, and suppliers about what had transpired. Regular security awareness training was conducted for all employees to make them aware and report any suspicious acts or suspicious individual to the security section. Since the incident involved computer theft, the company’s information technology system security was also reassessed. The security strategy was evaluated ensuring that in the event of such incident, sensitive information such as company’s financial revenues,


Critical Thinking Styles 5


financial status, and employee’s personal information is not accessible if the


computer hardware and software are stolen.


The critical thinking used by the management in investigating this problem was “Deductive Logic” (Wikipedia, n.d.). With the interrogation process, the management was able to get information and evidence from the employees and the guard to find out the cause of the problem. Evaluation of the security procedures also identified faults in the established procedures. The management including the employees were made aware of security measures and are now better prepared to detect possible security breach in or outside the company’s property.


Although the security breach is not an on-going problem in the company, it was influenced by the ethics of the guard and the employee. The employee assumed that the guard will check the security of the building regardless of whether she checks it or not, and the guard for being so used to the routine and assumed that any executive would be responsible enough to ensure that the building is secured when is or she leaves for the day. One of the other forces that might have influenced the problem was the employee’s economic status. Since she was one of the executives, she might have felt that she was to good for the simple task, and the reason why the company hired security guard was just for this purpose. Her economic status, as one of the executives, also influenced why she was not relieved from her job. On a normal situation, if a regular employee made the same mistake on this type of situation, they would have been terminated from their job just as the security guard was relieved from his duty.


Critical Thinking Styles 6


In spite of this dilemma, the daily routine must go on and the business must continue to operate. The difference on economic status between the executive and the guard was not a factor for him getting relieved from his duty according to the human resources. They further explained that the guard had prior incident reports from his previous assignments. This incident was his final mistake that led to the decision of the management to relieve him from his duties. The rumor of “rank has its privilege” escalated to the upper management level (Crew, n.d.). The management decided to put stop to the gossip so they created an organized section meetings chaired by the company chief executive officer. In the meeting, the decision of terminating the guard and keeping the executive were further explained in detail. All the employees were given the chance to voice their opinions and concerns in person with the chief executive officer. All employee issues and concerns were recorded during the meeting, and were promised that they will be reviewed and appropriate corrective action or resolution would be taken if necessary. This action by the chief executive officer was a good decision made by him because it relieved the tensions and the pressures building up within the organization. The employees now have a better understanding if not persuaded of the decisions made by the management. Definitely, there would always be differences and forces of influences that would affect the problem. However, with critical thinking and proper decision-making, this obstacle in an organization is remedied if not completely resolved.





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A Theory On Tragedy

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Life itself is like a novel. Each event is a chapter in your life, and each passing day adds a page to that chapter. But it can be said that life is more like a tragic novel in which you are the main and tragic character. In your own eyes, you are of high stature, you are admirable, you go through difficulties each day not fully understanding the reasons behind them or fully being able to control them, and sooner or later, you die. You meet an uncontrollable defeat where you only fully understand life just before you leave this world. A person contains within himself all the elements of a tragic character and life itself can be considered as a tragedy come to life.


Life itself holds many burdens, difficulties, and problems, that one must handle. No matter who you are in life, you will encounter issues that you must handle and issues you might even be defeated by. You can put up a fight, you can overcome the problems in life, and you can try to win in life, but in the end you will be defeated. You will either be defeated by the problems, difficuties, and issues of life, or by life alone. One cannot live forever, and death is inevitable. No matter how hard you fight, death does not stop for anyone. In your mind, heart and soul, you are the main character of your own life. And just like in a tragice novel, life brings defeat to the main charcter.


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Wednesday, May 16, 2012

Neutral Tones

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An Analysis of Neutral Tones by Thomas Hardy


We stood by a pond that winter day, (1) This line indicates a still quietness, with lack of the movement of life. There is a vast difference in appearance and movement around a pond in winter and a pond in the midst of summer. This indicates no leaves, and no visible signs of life. The poet is painting a stark and lifeless scene. And the sun was white, as though chidden of God,() This is indicative of the modernist approach to light as being too harsh and not a positive factor. Chidden means scolded, rebuked, or even blamed. God is not looking favorably upon these people. And a few leaves lay on the starving sod;() Leaves fall from trees when they are dead, and the term starving refers to the dying of the ground. They had fallen from an Ash, and were gray,(4) Ash trees are very beautiful hardwood trees, and this line indicates the passing of beauty, and ties in with the dying leaves mentioned in line three. This first stanza indicates that the poem is boring. I don’t like this poem. It is incredibly boring. Hardy has put a lot of time and effort into this poem but I don’t like it.we stood by a pond that winter day. This line indicates a still quietness, with lack of the movement of life. There is a vast difference in appearance and movement around a pond in winter and a pond in the midst of summer.







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Tuesday, May 15, 2012

A Friend

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The worst thing that can happen to someone is not to die, but to loose someone close to you. A friend is someone who often stays close to you and keeps your secrets a secret. A friend is someone who will always be there for you. A friend is not just someone; they are people who you can rely on and trust. They are your brothers and sisters too. When you loose a relationship, you loose your heart. When you loose a friendship, you loose your life. To loose your life is like to loose your faith in your friends and everyone. When you are in the greatest depression and know that no one cares, there is always someone to hear you.


Its good to worry about your friends, but what’s better is to not worry about them. If they are your friends then you should have faith in them and not doubt them. Your friend is like your all time mirror. You can turn to them whenever you want to. When there is trouble heading your way, you can always turn to your friends and ask them for help. Your friends are like your road to happiness. If they are mean to you and are evil to you, then why call them friends? They are just hypocrites.


A true friend is someone who won’t let you down. They will always have your back and no matter what happens, they will always give you your strength to carry on. They will be the ones who will help you get up when you fall. Or when you have a grudge on someone, your friends will be there to get rid of it. Just have faith that you and your friend will over come this grudge. Just remember that what you think is what you will do.


So to think that the worst pain is to die is like saying a non-Christian is better to die than a Christian. To me the worst pain is when the person that you loved goes away from you and never comes back. To have someone you love go away is like to loose a part of yourself. Your friends are one of the closest people that you can always talk to. So thinking of dieing is not the worst pain ever. It’s to see someone close to you go away or never see them again.


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Acheivement

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In the novel, Grendel by John Gardner, I find that Grendel is not the character perceived in Beowulf. Grendel’s mother does not speak, so Grendel must have taught himself language. This shows that Grendel must be highly intelligent. He is very curious constantly questioning the world around him. His immense curiosity leads Grendel to question and examine his own life and existence. He is brave enough to find answers but not strong enough to live with them. I find Grendel is a much more docile character than many think. However, he does become a brutal creature in the end. I think investigative nature is what ultimately destroys him mentally and physically. Something hits Grendel that makes him want to fight and be destructive, losing fait in his importance. Grendel dies for love, or martyrdom, but of self-destruction. Grendel is clearly unhappy with his life which has become devoid. When Grendel speaks of his mother and his home, it’s as if he wants something better for himself. In the chapter with the dragon, Grendel’s shows a sign of fear. “My throat convulsed and I tried to get my breath to speak, but I couldn’t.” Grendel is afraid to speak in front of the dragon, showing he may have a softer side. Also, when Unferth comes to kill Grendel, Grendel spares his life. However, I think at this point in the book Grendel was doing it to humiliate him, and Grendel was offended that he was going to be murdered. He wanted to contradict the classic customs of heroes and how they kill or be killed, but don’t return empty handed. Grendel’s fear returns late in the novel when Beowulf comes to kill him and Grendel sees the dragon in Beowulf.


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Monday, May 14, 2012

Jurisprudence

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Assignment #1 Jurisprudence on sexual predator





Jurisprudence means the knowledge or skills of the law . The law is basically described as an iceberg. Only one third of the laws are visible to us, the other two third are deep down, where it can’t be seen. Jurisprudence decides whether parts of the law are to be visible or not. Jurisprudence also deals with science and philosophy.


An example for jurisprudence is the sexual predator law. The society and the lobbying government would like to introduce a new sexual predator law. This law would enable us to incarcerate sex predator indefinitely. This new law is now going through the matrix of jurisprudence. The matrix of jurisprudence has lots of concepts for the new law to be taken in to account for. In order for the sex predator law to be on the visible side of the iceberg, it has to go through the matrix of jurisprudence. The matrix of jurisprudence consists of three major concepts, 1.Social i.e. what the public thinks and react. . Economic i.e. do we have enough money to enforce this law? . Political i.e. what does the government think etc.


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The sexual predator law should be introduced to the visible part of the iceberg, because this helps to protect people in their neighborhood. In the past there have been many cases to support this new law being develop. Counting back to the 80’s in 181 there was a serial killer name Olsen, he killed 10 people. In 10 Bernado/Hamoika sexually assaulted 0 people and killed girls. In 185 Fredricks who’s a pedophile and who killed and rape, nearly over 0 victims. The most recent case is Briere who killed a little girl name Holly Jones. The area that Holly Jones lived in was an area full of sexual offender within 00 km radius. The above psychopaths were all prosecuted and went to jail, however there were all released again, and unfortunately they re- committed their crimes. This has therefore aroused the public of their safeness. Pressure from the society occur which force politicians and the judicatory to change laws. Sexual predator should be incarcerated indefinitely.


However on the other side of this law, there are also many flaws. Economical Issues are one of the biggest problems. If the sexual predator law does get enforced, the government will have to spend much more money and time. This is because it will take time and money for the case trials. Considering most sexual predator have no money, they will need help in hiring lawyers etc. If the sexual predator does get pledge guilty, the government will need to spend more money in jails i.e. to provide their foods etc. After the sexual predator has been pledge guilty, he/she will have right to appeal. This means more time, and money will be spent. Also another problem will occur. There will be an opportunity cost in economical terms. There will be an opportunity cost because sexual predator will take up the time for court trials and judges. This will therefore means other criminals such as robbers etc. won’t have a chance of being trial. If a case has been left for 4 months without being given a trial, the case will automatically closes itself. Which thus means government will have the hire more judges and build more court house for others criminals. Where does the government get the money from? Citizens of the cities will have to pay more tax. So therefore in economical terms, introducing the new sexual predator law is not wise.


According to the Canadian Chapter of rights and freedoms, each individual have the right arbitrarily detained or imprisoned. This means we have no right to incarcerated prisoners forever, just for one crime they did. We have to believe in rehabilitation, that each criminal will receive help to aid them back to become normal again. If the sexual predator law does enforce, this will take away the freedom of criminals of being rehabilitate, thus going against the Canadian chapter of rights and freedom. Also under the Canadian chapter of rights and freedom no.11 proceeding in criminal and penal matters part h) if final acquitted of the offence, not to be tried for it again, and if finally found guilty and punished for the offence not to be tried or punished for it again. This law means we cannot assume the criminal will do the act again and thus put them imprison forever. We can only put criminals in prison for what they have done and not what we think they will do in the future. The principle of jurisprudence on the sexual predator law is that criminal or suspects are “innocent until proven guilty? Therefore before each sex predator are proven to be guilty we have to believe them. This once again arouse the public, because if the government can now enforce such law to take away criminal freedoms, one day the government can enforce more laws to restrict even more freedom.


In the political side of jurisprudence, the sexual predator law shouldn’t be enforcing because the government thinks they already have a law that can put criminal in jail indefinitely. This is the Dangerous Offender Act. However to meet the criteria for the DOA is really hard. Below are the criteria’s


?a pattern of repetitive and persistent behaviour that is likely to lead to injury or death, or a pattern of aggressive behaviour showing indifference to the safety of others;


?the likelihood of injury through a failure to control sexual impulses; or


?A crime so brutal that it is unlikely the offender can inhibit his or her behaviour in the future.


After looking at the flaws and strength the jurisprudence of the sexual predator law, I think the law should be to the visible part of the iceberg, in another words it should be enforced. Despite all economical factors, the law should still be enforce due to the safeness to the public. This is because of the jurisprudence concepts and factors. As mention above we have to take many things into account before deciding whether or not this law is to be visible. Referring back to the Canadian chapters of right and freedom, we have to consider the liberty, Rights and Justice, for our victims. Liberty, we have the right to protect those who had been harm. Right, we have the right to ensure the safeness of our society. Justice, we have the right to make every single case a fairness case, and give the justice back to the victimes. Sex predators have to pay for the price for what they have done. Moreover, if we step and think of the criminal’s side we also have to give them liberty, rights and justice. By this we have to go back to our jurisprudence principle which is every suspects are innocent until they are proven guilty. Liberty/Rights, they have the right to be trust innocent, they also have the right of freedom and not to be incarcerates indefinitely.


In conclusion should the jurisprudence of sexual predator law should be to the visible side or not? After evaluating both sides, it is hard to determine, whether such law is to be enforce. However much more evidences goes towards the victims side, and thus I think the law should be enforce and to been seen on the visible side.





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Tea Ceremony

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Procedure, people involved, and utensils used





The tea ceremony takes place in a room designed and designated for tea. It is called the chashitsu. located within the tea house. The guests are shown into the machiai, or the waiting room where the hanto, or assistant to the host awaits. He offers sayu, which is hot water used in making the tea. The guests choose one person from the group to act as the main guest. The hanto then leads the guests to a water sprinkled garden, called roji, or the dew ground, which is devoid of flowers. Here the guests cleanse themselves of the corruption and filth exposed to them while living their daily lives. Afterwards, they seat themselves on the koshikake machiai, which is the waiting bench, and anticipate the approach of the host who is officially titled teishu or house master.


Immediately before receiving the guests, the teishu fills the tuskubai, which is a stone basin, and sets it among a low stone with fresh water. Taking a ladle of water, the teishu purifies his hands and mouth. He proceeds through the chumon, which is the middle gate, to welcome his guests with a bow. Throughout this process, everyone is silent. The teishu leads the hanto, the main guest, and the remaining guests through the chumon, which symbolizes the door separating the coarse physical world and the spiritual world of tea. The guests and the hanto purify themselves at the tsukubai before entering the teahouse. The traditional teahouse has a sliding door only three feet high, symbolizing the idea the all is equal in tea, irrespective of status or social position. Thus all that enter must bow their heads and crouch. The last person to enter locks the door.


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The traditional teahouse does not have any decorations except for an alcove called a tokonoma. Hanging in the alcove is a kakemono, or scroll painting, carefully selected by the hose, which reveals the theme of the ceremony. The Buddhist scripture on the scroll is by a master and is called bokuseki, or ink traces. Each guest admires the scroll in turn and examines the kama which is the kettle. The hearth and kama are laid prior to their meeting with the host. A furo is a portable hearth and a ro is set into the floor to provide warmth during the winter. The ceremony proceeds as they are seated according to their respective positions. After the host seats himself, greetings are exchanged first between himself and the main guest and secondly between himself and the remaining guests. A charcoal fire is built before the meal during the season of ro and after the meal during the season of furo.


Each guest is served a dish called chakaiseki. It is presented on a tray with fresh cedar chopsticks, and consists of three courses. On the tray is cooked white rice in a ceramic bowl. Miso soup is also served covered in lacquer bowls with raw fish, which can either be plain or pickled. The next course derives its name from the Shinto reverence of nature. It is called hassun, which is also the name for the simple wooden tray that is used to serve this course. This course consists of uminomono, seafood, and yamanomono, mountain food, which signify the abundance of the sea and land. The host eats during this course and is served sake by each guest. The position of the server is considered to be higher, but to demonstrate the equality of all in the tea room, each momentarily acts as host. In addition, konomono, fragrant objects, are served in small ceramic bowls, and browned rice is served in salted water in a lacquer pitcher. This represents the last of the rice. Each guest cleans the utensils they have used with soft paper, which they have brought, and omogashi, principal sweets, is served to conclude the meal. The host then invites his guests to retire to the garden or waiting room while he prepares for tea. Once the guests have departed, the host removes the scroll and replaces it with flowers. The room is swept, and the utensils for preparing koi cha are arranged. Over thirteen individual items are used. Each is costly and considered an artistic object.


In the tea ceremony, water represents yin, and fire in the hearth represents yang. The water is held in a jar called the mizusashi. This stoneware jar contains fresh water symbolizing purity, and only the host touches it. Matcha is kept in a small ceramic container called a chaire which is in turn covered in a shifuku, a fine silk pouch. This is set in front of the mizusashi. The occasion will dictate the type of tana, or stand, used to display the chosen utensils. If tea is served during the day a gong is sounded, but at night a bell is rung. Usually struck or rung five to seven times, it summons the guests back to the tea house. They purify their hands and mouth once again and re-enter as before. They admire the flowers, kettle and hearth and seat themselves. The host enters with the chawan, or tea bowl, which holds the chasen, a tea whisk and chakin, a tea cloth. The chashaku, a tea scoop, is a slender bamboo scoop, and it is used to dispense the matcha, which rests across it. Retiring to the preparation room, the host returns with the kensui, a water waste bowl. He also brings the hishaku, a bamboo water ladle and a futaoki, a green bamboo rest for the kettle lid. Using a fukusa, a fine silk cloth that represents the spirit of the host, the host purifies the tea container and scoop. Poignance is found in the hosts careful inspection, folding and handling of the fukusa, for his level of concentration and state of meditation are being intensified. Hot water is ladled into the tea bowl, and the whisk is rinsed. The tea bowl is then emptied and wiped with the chakin. Lifting the tea scoop and tea container, the host places three scoops of tea for each guest. Hot water is ladled from the kettle into the teabowl in a quantity sufficient to create a thin paste with the whisk. Additional water is then added so that the paste can be whisked into a thick liquid consistent with pea soup. Unused water in the ladle is returned to the kettle.


The host passes the tea bowl to the main guest who bows in accepting it. The bowl is raised and rotate in the hand to be admired. The guest then drinks some of the tea, wipes the rim of the bowl, and passes the bowl to the next guest who does the same as the main guest. Finally, when the guests have all tasted the tea, the bowl is returned to the host who rinses it. The whisk is rinsed and the tea scoop and the tea container cleaned.


The scoop and tea container are offered to the guests for examination.





There is also a specific manner in which one must drink the tea. First, tea is given to the main guest and it is brought to his seat. The main guest places the teacup between himself and the next guest as he bows to him. Next he takes the teacup and places it in front of his knees before bowing to the host. The teacup is then picked up with the right hand and placed on the left palm. It is turned clockwise twice to avoid drinking from the front side of the teacup and finally a sip is taken. The tea is finished and turned counterclockwise before it is placed in front of the main guest.


In preparation for departure, the fire is rebuilt for the usa cha, a thin tea. This tea rinses the palate and symbolically prepares the guests for leaving the spiritual world of tea. Zabuton, or cushions, and teaburi, hand warmers, are offered. To compliment usa cha, higashi, or dry sweets, are served. Usa cha and koi cha are made in the same manner, except that less tea powder of a lesser quality is used, and it is dispensed from a date-shaped wooden container called natsume. Before the guests leave, it is polite to express their appreciation for the tea and admiration for the art of the host. They leave as the host watches from the door of the teahouse.





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