Towards the end of Bernhard Schlink’s best-known novel‚ The Reader‚ the narrator is pondering his future after taking his state exam in law. He has just seen his former lover‚ Hanna Schmitz‚ convicted of war crimes: she had been a concentration camp guard‚ something he hadn’t known when she seduced him as a 15-year-old boy. None of the roles he saw played out in court appeals to him: ‘Prosecution seemed to me as grotesque a simplification as defence‚ and judging was the most grotesque oversimplification
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* 1. Chapter Three: Using Color Effectively * 2. Objectives Learn how color can help establish mood. Explore harmonious color combinations. Understand how color can support hierarchy in a layout. See how color works as a unifying element. Understand how color is applied in the digital realm and print. Learn about color systems and their application in print production. * 3. Cross-Cultural Color • Cross-cultural color is color that evokes the same emotional reaction in all humans. Blue‚
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In today’s society‚ men and women everywhere most likely own at least one piece of technology; whether it is a cellular phone or a computer‚ technology helps people accomplish what they need to. Doctors’ require a large amount of technology everyday in order to run tests. In order for people to communicate‚ there are e-mail and cell phones. Movies and television are forms of entertainment‚ which also need some sort of technology. Some people think technology is speeding our lives and making it more
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The scratchy collar symbolizes the entrapment of Waverly by her mother. Waverly’s hobby of chess is important to her and her mother “[has] a habit of standing over [her] while [she] [plots] out [her] games.” (p.98) This habit of Waverly’s mother is a symbol of how she controls Waverly. As her mother stands over Waverly‚ it displays her as a dominant figure and shows that Waverly should be submissive and obedient towards her. Waverly’s mother expects her to listen to everything she says and not have
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Utilitarian approach‚ and the rule Utilitarian approach. In the first approach‚ the course of action that is chosen is the course that produces the greatest benefit relative to cost. The act approach deals with problems that don’t always have quantifiable values. For example‚ in a situation where the cost of two items are roughly equal‚ the item that should be chosen to be implemented is the item that will benefit the people using the item the most. Lastly‚ in the rule approach‚
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Alternative theories to profit maximization ranging from perfect competition to strict monopolies. Companies and The Market Most companies are profit oriented. Companies survive and live on profit. Even governmental institutions‚ NGO’s and NPO’s are profit oriented‚ what they do with profit is different though. Saying this means that companies seek always to be at a position where profit is maximized. As we know by now this happens when MC=MR but this is an always changing point as supply and
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term "Pareto principle" can also refer to Pareto efficiency. The Pareto principle (also known as the 80–20 rule‚ the law of the vital few‚ and the principle of factor sparsity) states that‚ for many events‚ roughly 80% of the effects come from 20% of the causes.[1][2] Business-management consultant Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto‚ who observed in 1906 that 80% of the land in Italy was owned by 20% of the population; he developed the principle
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business/enterprise. The most imperative difference between a business and this sports club is that a business is established with the aim of generating profit which the owner is entitled to because the owner is the person who provides the start-up capital. The low down A sports club on the other hand‚ it is established to provide facilities to the members and no profit is made. If‚ through fund raising efforts the club makes‚ the income generated exceeds the expenses incurred‚ then that money is called a SURPLUS
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Managing non-profit organisations: Towards a new approach Civil Society Working Paper 1 Helmut K. Anheier January 2000 Abstract This paper puts forth the thesis that the management of non-profit organisations is often ill understood because we proceed from the wrong assumptions about how these organisations operate. Based on this premise‚ this paper develops a model of the non-profit form as a conglomerate of multiple organisations with multiple bottom lines that demand a variety of
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Revenue Management and Pricing Case 1: The Springfield Nor’easters: Maximizing Revenues in the Minor Leagues Question 1: Based on the survey‚ we determine the accumulated percentage of customers’ willingness to pay at each price. Since the demand differs as the price changes‚ we want to see by which combination we can maximize our profit. Assuming the population is 100 people‚ we multiply the accumulated percentage and the price to estimate our revenue: Therefore we get our initial estimate of
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