The socioeconomic success of second generation immigrants

A great number of people come to the United States hoping that their children will have more opportunities in terms of education, employment, or healthcare. However, the socioeconomic achievements of second generation immigrants can differ dramatically.Advertising We will write a custom essay sample on The socioeconomic success of second generation immigrants specifically for you for only $16.05 $11/page Learn More Thus, it is important to understand the factors that contribute to this inequality among the descendants of immigrants. Overall, one should focus on two determinants, in particular, the socioeconomic position of their parents and the attitude of the community toward a certain ethnic group or nationality. These circumstances can greatly affect the status of second generation immigrants, especially their economic welfare. First of all, when speaking about the socioeconomic class of parents, one should remember that this concept includes several elements. Special attention should be paid to such components as their education, income level, occupation, ability to access to healthcare services and so forth. Moreover, this status determines the expectations that parents set for their children. Each of these factors can significantly influence the socio-economic progress of second generation immigrants. For example, if first-generation immigrants belong to upper classes, they can help their children access to high-quality education. In turn, their descendants are more likely to become well-paid professionals. Additionally, people, who belong to upper classes, are seldom involved in criminal activities and they do not endanger the economic prosperity of their families. Thus, the influence of social class should not be disregarded. In this case, one can look at several examples. For instance, people, who came to the United States from Europe, belonged to middle classes, and they were better able to ensure the wellbeing of their c hildren. However, one cannot say the same thing about Hispanic Americans. Many of their parents were low-income and sometimes unskilled workers. These people were often unable to pay for the education of their children. This is one of the main factors that should be considered. Secondly, one should speak about different levels of ethnic and racial discrimination. In this case, one should focus on the attitude of the community toward a certain ethnic group or nationality. It can affect the welfare of second generation immigrants. Certainly, such biases and prejudices are not an official part of governmental policies, but they can affect the decisions of officials, policy-makers, or employers.Advertising Looking for essay on ethnicity studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More For example, immigrants, who come from Mexico, can be perceived as non-white people, and they can be diversely affected by racial prejudices. Moreover, they are often viewed as a threat to the job security of workers. In turn, the immigrants, who come from Asia or Europe, do not face the same discrimination. They are more likely to receive the status of legal residents in the country. In turn, the legal status often determines the ability of a person to access education or healthcare services. Thus, the degree of discrimination can affect the social and economic progress of second-generation immigrants. On the whole, these examples indicate the welfare of second generation immigrants can depend on external factors such as the socioeconomic status of their parents and the level of ethnic or racial discrimination. Certainly, it is not possible to disregard the individual effort of these people, their attitudes or values. However, in many cases, social environment can be the most important determinant. The understanding of these factors is important for policy-makers and legislators of the country. This essay on The socioeconomic success of second generation immigrants was written and submitted by user Cuck00 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Strategy and Strategic Management

Strategy and Strategic Management Advertising We will write a custom essay sample on Strategy and Strategic Management specifically for you for only $16.05 $11/page Learn More The Twelve Olympians by Monsiau, circa late 18th century Introduction There is no unanimity among scholars and practitioners on the meaning of strategy. Texts on the subject discuss strategy from different and sometimes contradictory perspectives. The only issue, over which there is little debate, is the origin of the term strategy. â€Å"In its original sense, strategy (from the Greek word, Strategos) is a military term used to describe the art of the general (Harvard Business School, 2005, p. xi). This art is about plans for troop deployment in battles to win wars. Many writers acknowledge that the concept of strategy has military origins, with Sun Tzu’s â€Å"Art of War† being one the oldest treatise on strategy. Businesspersons seem to enjoy using military analogies to conceptualize the running of bu sinesses in the modern world. Indeed, the pressure of keeping a business afloat amidst a very volatile operating environment that the world has become can feel like war. It is the goal of this paper to seek to uncover the essential components of strategy and the process of formulating a coherent organizational strategy in the context of the built environment. Amid the differences that exist as to what strategy is, it seems more beneficial to embrace a wide-angled view of since each of the viewpoints has merit and contributes to the overall understanding of the concept. It is the approach that Mark, (2004, p. 11) advocates for in the context of business when he states, â€Å"One of the greatest benefits of a comprehensive approach to strategy is the surfacing and exploitation of multiple sources of attractive growth†. However, this growth should give due considerations the internal resources availability for now and for the future.Advertising Looking for essay on busin ess economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Essential Components of Strategy The first essential component of strategy is action. The Harvard Business School (2005) states, â€Å"Strategy is about doing the right things† (p. xi). Actions reveal an organizations strategy. A deliberate strategy informs its actions. However, actions not based on a defined strategy still qualify for consideration as part of organizational strategy. Secondly, strategy refers to a plan. Henderson (1991) states, â€Å"Strategy is a deliberate search for a plan of action that will develop a business’s competitive advantage and compound it† (p. 5). This plan informs the actions undertaken when the strategy is deliberate. Henderson (1991) assumes that all strategy must be formally planned. In the context of strategy, it is not the formalization of a plan but the deliberate choices a business puts in place that counts. Another view forwarded by the Harvard Business School (2005) about strategy is that it is a resource control and utilization plan meant to protect the central interests of an organization. These resources include finances, physical infrastructure, and human resource. This view accomodates the lack of a deliberate centralized conventional business strategy made through a formal process. It simply refers to the arrangement of those resources in a sensible manner towards certain ends. Competitive advantage is the motive behind strategy. Robert (2005) succinctly states, â€Å"Strategy is about winning† (p. 4). This view is supported by Porter (1991) who states, â€Å"the essense of strategy formulation is coping with competition† (p. 11). The idea expressed reveals the intentional use of a plan to out-perform business rivals using unique traits of the organization in order to survive, and hopefully thrive. In this case, strategy answers the need to be the best among competitors. T he fifth essential component of strategy revealed by Robert (2005) is organizational identity. He states, â€Å"At the most basic level, strategy making extends beyond questions of resource deployment and market positioning to address fundamental questions such as: what is our business? What are we trying to achieve? What is our identity as an organization?† (Robert, 2005, p. xi). This approach requires the organization to understand itself first before venturing out into the market with a clear direction. Wall (2004) agrees with this approach showing that strategy provides an organization with a â€Å"coherent sense of direction†, which is yet another essential component of strategy (p. 4).Advertising We will write a custom essay sample on Strategy and Strategic Management specifically for you for only $16.05 $11/page Learn More This coherence makes it possible for all members of the organization to act in a coordinated fashion, which is esse ntial for the success of a business. This holds true for small firms as well as large corporations. The final essential component of strategy is context. Successful strategy is very contextual. â€Å"As soon as we move beyond general notions to more precise definition, then these depend upon the type of arena within which strategy is being deployed† (Robert, 2005, p. 7). This element accounts for the disparities in the views on strategy since some of the viewpoints are highly contextalized. Increasingly, in this era of multinationals and globalization, context is more difficult to delineate especially geographically, yet to ignore context when developing strategy is to court disaster. Towards a Unified View of Strategy Based on the viewpoints above, Mark (2004) seems to have developed the most comprehensive definition of strategy. He states, â€Å"Strategy is about raising and allocating resources, setting priorities, directing organizations, and demonstrating through decisi ve behaviour what will be done – and what will not – in the pursuit of a larger vision, goal, mission, or high level set of objectives† (Mark, 2004. p. xv). His definition is broad enough to capture most of the essential elements of strategy thereby avoiding the problem of high contextualization. It is also wide enough to cover the specifics of strategy that are valid in the strategic management of all organizations. This makes it useful in understanding the concept of strategy. Its other strength is that it leaves room for looking at strategy as either deliberate or consequential. The elements defined here do not require a centralized approach to strategy development but even if it is there, it does not disqualify it. Its major weakness is its lack of enviromental cognisance. It does not account for environmental factors that greatly influence the preparation and execution of strategy. This goes to demonstrate that the process of developing a unfied view of stra tegy is a work in progress, and still requires effort to sysnthesize the essential elements into a comprehensive definition of strategy. This preferred view must include the nine essential componenents identified above and in addition it must allow for both the deliberate and consequential nature of strategy.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A definition that meets the above criteria will still be somewhat incomplete since there is still the problem of universality versus contextualization. The following is an attempt to redefine strategy to meet this criteria presenting a wider understanding of the concept. Strategy is a set of actions, planned or otherwise that influence resource acquisition and allocation, deployed for the express purpose of attaining competitive advantage based on a clear organizational identity expressed in terms of its place, power, problems and potential, which informs its direction and actions within its environmental context. This definition captures all the essential elements identified but its rather cumbersome. It is long and may not appeal to the wider audience who actually need a concise definition to capture the essence of strategy. Probably, the sensible thing to do is to settle for a simplified global definition, while providing working definitions for each field, as writers have alread y done. The Strategy Process As expected, there is no universality in the recommendation of an ideal process for strategy development. There are different views on it. â€Å"Henry Mintzberg and his colleagues at McGill Unversity distinguish intended, realized and emergent strategies†. (Robert, 2005, p. 14). Intended strategy is the one the organization deliberately plans and positions itself to implement. Emergent strategy is the one which developes unwittingly as an organization responds to evolving issues. When these two strategies interact, the result is the realized strategy which is the strategy the organization finds itself implementing. These three strategies are the result of three concurrent processes and they demonstrate the organic nature of strategy. Strategy therefore is not a static process but a dynamic one that evolves and requires regular refitting. There is much concurrence though when looking at strategy as a process. In fact, there is a deliberate encourag ement that organizations should take an active role in the developement of their strategy, other than waiting for one to emerge as they undertake their daily business. The Harvard Business School (2005) states, â€Å"strategy creation and its implementation should be approached as a process† (p. xvi). The school proposes a five level process for strategy development that is useful in understanding the strategy process. The steps in the process are developement of a mission, followed by identification of organizational goals. Thirdly, there is the actual strategy development succeeded by the strategy implementation process. The final level is performance measurement. The first level of strategy development is mission. â€Å"Strategy creation follows from the mission of the company, which defines its purpose and what it aims to do for customers and other stakeholders† (Harvard Business School, 2005, p. xvi). Mark (2004) underscores the importance of mission when he says that the identification and action upon a particular set of issues determines the success of a business. When the organization is clear about its priorities, then it can sucessfully engage in determining what is essential to its operations for success. The mission sets the rules governing its key relationships and functions. The next level is the identification of goals. â€Å"Strategy creation typically begins with extensive research and analysis and a process through which senior management zeros in on the top priority issues that the company needs to tackle to be sucessful inn the long term† (Harvard Business School, 2005, p. xvii). There is a difference in opinion as to the direction of flow of the process, and whether it is the top management that is best placed to set organizational goals. They have the tools and the authority but they lack in understanding of frontline issues that are key in implementation. Frontline staff on the other hand have clear views on what is not working for them but they lack the organizational overview. Probably, a middle line where the management gets input from the frontline is the best way around this challenge. Once the goals are set, strategy creation takes place. It involves determining the internal and external forces followed by the identification of the choices that the organization has to achieve its objectives. Many tools are used to examine the organization’s capacity to settle on a particular organizational strategy after an environmantal scan. While The Havard Busienss School advocates for SWOT as a method of conducting an enviromental scan, Robert (2005) feels that this approach is difficult to implement in practice and he advocates for a two way analysis of the environment, looking at internal and external factors. He contends that its not the four way classification but the â€Å"rigor and depth† in the analysis of these factors that counts (Robert, 2005). Another popular tool worth menti oning used to conduct an evironmental scan is the Porter’s Five Forces Analysis. This tool is useful when the organization’s bottom line is the impetus driving the organization’s effort in undertaking a stategic planning process. There is lesser contention on who developes organizational strategy. Many writers agree that â€Å"the job of creating an organization’s strategy over time falls to senior managers† (Walker, 2004. p4). The forth step in the strategy process is implementation. â€Å"A strategy that is formulated without regard to its implemetation is likely to be fatally flawed.† (Robert, 2005, 14). In pushing the case for more frontline involvement, Daughtry and Casselman (2009) state, â€Å"Vision and strategy, critical though they are, are virtually useless without consistent execution right down to the frontlines† (p. 1 ). This requires good communication along the ranks of the organization. They add that â€Å"Strategy h as to be translated into the language and actions appropriate to each level in the organization† (Daughtry Casselman, 2009, P.5). The final level in the strategy process is performance measurement. This lacks in organizations that do not have deliberate strategy. They do not know what to measure since they have not categorically stated what their goals are. This five-step process is more useful as a conceptual model than as an actual implementation process. Wall (2004) warns that things do not work out this neatly in the real world where forces shift suddenly and without warning. Perhaps it is best to look at strategy development as â€Å"an iterative process that begins with a recognition of where you are and what you have now† (Henderson, 1991, p. 6). New information and circumstances feed into the old circumstances forcing us to change and adapt our methods. The role of strategic management is to ensure that the changes in the environment do not adversely affect the organization’s long term view, but that the organization prepares in advance to take advantage of these changes. Application of Strategy-Strategic Fit and Strategic Foresight Just like other organizations, construction companies exists within a certain environment defined broadly by the natural environment, demographic structures, social structures, legislative processes, technology, and economy. This environment has an immediate impact on their interest’s interests and influences everyday decisions. In addition, they have their own unique internal environments defined by organizational culture, resources outlay such as level capitalisation and expertise, and business processes defining how they find and execute construction contracts. The internal environment influences the realization of their aspirations and the momentum they sustain towards their realization. Certain other forces much larger in dimension constitute the business climate of companies in the built en vironment. These include the macroeconomic trends, political issues, and global trends. Montgomery and Porter (1991) observe, â€Å"Increasingly, both business units and corporations must compete globally† (p. xv). Dalic (2007) calls it â€Å"the convergence of cultures† (p. 4). The climate has long-term impacts on the industry though it may be a while before a particular company begins to feel the impact of climatic changes. They are a very strong motivation behind the strategy process. Before a construction company develops its strategy, it is beneficial and maybe crucial for it to determine what its environment looks like. This allows it to forecast the impact of its present actions thereby providing it with the range of presently available options and the limits within which it can operate profitably. The application of strategy and the strategy process allows an organization to determine two important contexts in strategic planning and strategic management. These are strategic fit and strategic foresight. Strategic Fit Strategic fit looks at the present. It refers to the process where an organization examines its current position to ascertain whether it is sitting squarely on its best possible footing or whether there is a mismatch, based on its objectives. In the built environment, a company looks at whether its level of staffing and financing corresponds to the available opportunities. The resulting plan from the process is a strategic plan to give the organization a better placement within its business context. Robert (2005) recognizes the need for strategic fit when he states, â€Å"For a strategy to be successful, it must be consistent with the firm’s external environment and with the characteristics of the firm’s internal environment- its goals and values, resources and capabilities, and structure and systems† (p. 14). Construction projects normally take very long from ideation to completion, and it is normal for v ery drastic changes in the business enviroment to occur within the life of the project. By seeking to attain strategic fit, a construction company ensures it takes advantage of the present opportunities which may dissapear because of environmental change. Strategic fit is the result of implementing measures concluded upon after conducting an environmental scan during the strategy process. Strategy and the strategy process may provide organizations in the built environment with the ability to determine their strategic fit to ensure that they are currently using their resources to the best effect. However, due to the dynamic environment in the present business context, for a small outfit such as small to medium enterprise construction industy, the strategy process considerations may pose challenges to them in utilizing their resources to the best outcome as it is somewhat restrictive in terms of time, cost and resource availability. Strategic Focus/Foresight On the other hand, strateg ic foresight, also known as strategic focus, refers to the preferred position of an organization usually at some point in the future. By looking at the medium and long-term opportunities, a construction company may find certain desirable positions they would prefer to occupy at that future date. Strategic foresight considers all the forces acting on the business environment within which the organization operates and seeks to determine their impact on the long-term objectives of the organization. This prepares it to take advantage of arising opportunities and prepares it to handle future challenges. â€Å"One of the biggest challenges facing executive teams is lack of strategic focus† (Daughtry Casselman, 2009, p. 7). Its long-term nature makes it easy to ignore especially for small construction companies with severe resource constraints. The pressure of the present seems to make strategic foresight an unnecessary burden on already overworked executives. By drawing on strateg y and the strategy process, a construction company creates strategic focus on its executives, thereby preparing them to handle the challenges the company will face in the future. It assures the long-term survival of the company. It is tempting to look at the strategy process in terms of strategic foresight without considering the implications of strategic fit on the desired future. Organizations in the built environment need to know that strategic foresight without strategic fit results in â€Å"a plan for the future without a plan for the present† (Wall, 2004, p. 13). On the other hand, strategic fit without strategic focus gurantees the present at the expense of the future. Hence, the outcome should be a balanced strategy where there should be a constant review of the corporate strategy and its implication on present and future resources, and the competitive advantage in the market place. Reference List Bacharach, S.B. (1989) Organizational Theories: Dome Criteria for Evalu ation. The Academy of Management Review, 14(4), 496-515 Bourgeois III, L.T. (1984) Strategic Management and Determinism. The Academy of Management Review, 9(4), 586-596 Dalic, T. (2007) Globalization of Marketing Strategies in Light of Segmentation and Cultural Diversity. Norderstedt: GRIN Verlag. Daughtry, T.C. and Casselman, G.L., (2009) Executing Strategy: From Boardroom to Frontline. Herndon, VI: Capital Books. Harvard Business School (2005) Strategy: Create and Implement the Best Strategy for Your Business. Boston, MA: Harvard Business Press. Henderson, B.D.(1991) Developing Strategy in C.A. Montgomery M.E. Porter, eds. Strategy: Seeking and Securing Competitive Advantage. Boston, MA: Harvard Business School Publishing Division. Li. Y and Peng, M.W. (2008) Developing theory from strategic management research in China, Asia Pacific Journal Manage, 25(3), 563-572. Mark, D. (2004) Strategy: A Step by Step Approach to the Developement and Presentation of World Class Business Strat egy. New York, NY: Palgrave Macmillan. Poppo, L. and Zenger T. (1998) Testing Alternative Theories of the Firm: Transaction Cost, Knowledge-Based, and Measurement Explanations for Make-or-Buy Decision in Information Services, Strategic Management Journal, 19, 853-887 Robert, M.G. (2005) Contemporary Strategy Analysis. Malden, MA: Wiley-Blackwell. Smircich, L. and Stubbart C. (1985), Strategic Management in an Enacted World, The academy of Management Review, 10(4), 724-736. Teece, D.J., Pisano, G. and Shuen, A. (1997) Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18(7), 509-533. Toffek, M.W. (2004) Strategic Management of Product Recovery, California Management Review, 46(2), 1-22 Venkatram, N. and Cumillus, J.C. (1984) Exploring the Concept of â€Å"Fit† in Strategic Management, The Academy of Management Review, 9(3), 513-525 Walker, G. (2004) Modern Competitive Strategy. New York, NY: McGraw-Hill/Irwin. Wall, S.J. (2004) On the Fly: Executing S trategy in a Changing World. Hoboken, NJ: John Wiley and Sons. D31BM – Business Management for Built Environment

Rounding with decimals to the nearest tenth Essay

Rounding with decimals to the nearest tenth - Essay Example This information should suffice for most students who have a solid grounding in the prerequisites. However, weaker students would require not only a good revision of the place value system, rounding whole numbers, recognizing decimal numbers etc. beforehand but could also be aided by a visual representation for rounding numbers, and if necessary a flowchart of the procedure given above (to prevent procedural errors). For the former, the number line is ideal. An example is given below. The similarity with rounding whole numbers should be stressed. They are not really learning anything new. All they need to be careful with now is the decimal point. Thinking along these lines should be reinforced in demonstrating the rounding procedure using the number line (3 examples are given): Five situations are the most likely occasions of problems for students learning to grasp the concept of rounding to the nearest tenth digit. This is given in order of increasing difficulty based on my own experience of teaching children. 1. What to do when the digit in the hundredths place is 0 (zero). Zero does confuse many students. In this case the student should be reminded that (due to its position in this particular case) it holds no value and it is similar to the situation when the digit in this place is either 1, 2, 3 or 4 i.e. we simply truncate the number at the tenths position e.g. 1.60 would become 1.6 similar to 1.63 also becoming 1.6. 2. What to do when the digit in the hundredths place is 5 (five) – perceived as a ‘halfway’ or ‘middle’ point. In this case, the teacher needs to remind the rule that we round up when this digit is a 5 and it is similar to the situation when the digit in this place is either 6, 7, 8 or 9 i.e. we simply increase the number in the tenths position by 1 and leave out the 5 (the hundredth digit) e.g. 1.65 would become 1.7 similar to 1.67

Film History Term Paper Example | Topics and Well Written Essays - 750 words

Film History - Term Paper Example The movie is composed of mostly two hours of the North Vietnamese soldiers charging towards the American troops, mortar rounds that were meant to disseminate the American lines, as well as the American jets mowing down the fields of the Vietnamese soldiers. One of the things that have been effectively portrayed in the movie is to stage all the actions that took place in away that understandable and comprehensible. The larger part of the film adheres to the actual events that took place during the historical battle. In the movie, it can be seen that the battles were taking place in several open fields. Even though the battles historically took place within the rough terrain of the Vietnam, the scenes of the battle were in denser bushes. The terrain in Vietnam is naturally dense. A larger part of the Vietnam is covered with dense hence making the visibility limited and consequently leaving limited bald spots within the Vietnam terrain. The film shows several scenes that were shot in the open fields that had little vegetation and whenever there is appearance of vegetation, it is the wrong type when compared with that in Vietnam. Indeed, the film shows vegetations that resembles those in Tahoe or to some extent some of the deciduous forest and not Vietnam. Nonetheless, a critical look at the movie indicates that the only thing that could have been more accurate regarding its setting was the hilly terrain (Schwarzbaum Web). Overall it should be noted that the movie did not perform well in the portrayal of the terrain with accuracy it deserved. The fighting that is portrayed in the movie is mainly composed of the bombs and firearms. This portraying is pretty much the reality of what took place at the ground that has slightly differed from how it actually took place. This can be partly attributed to the mistake witnessed in the scenery but understandably this could have been difficult to shoot in case

Hanif Rajput Catering Services Management Essay

Hanif Rajput Catering Services Management Essay Hanif Rajput Catering Services, a renowned, immaculate, trust worthy and qualified service provider holds a well-known name amongst the elite group of people in Pakistan for its reputation and excellence in catering and cuisines for weddings, business events and other ceremonies. Hanif Rajput has an exceptional management team and a flawless service Its success depends on the fact that it aims to provide highest standards in terms of quality to their valued customers. The company takes help of different marketing techniques to stay on top of its business area. Despite what the company claims to offer, it is experiencing stagnant sales over the past few years. This research will provide answers to the problem identified. Now what are the reasons for this decline was the main purpose of this study. Interviews and questionnaire surveys were conducted to get the clear picture. Hanif Rajput, an event management company is one of the best and the largest companies in Pakistan. Hanif Rajput being one of the biggest and best companies in this industry does not escape from having internal flaws and inside management clashes. Companys management style has changed from what it was followed before and the employees are not adjusting to it. Vendors on the companys panel were directly dealing with the clients Direct contact of clients with vendors through companys booking managers has played a vital role in decreased sales. Money instead of coming into the company is going into their pockets. Managers are omitting minute details during planning and organizing of an event. Those minute details are frequently among the most imp factors that determine the success and failure of an event. Mr. Ali Ehsan(GM of the company) said that Hanif Rajput Company trys its best to eliminate such minute errors to make their events perfect. Introduction: Marketing Guru, Philip Kotler, defines  events as occurrences designed to communicate particular messages to target audiences.   Suresh Pillai, Managing Director, Eventus Management, considers events as an additional media whereby two-way or active communication is possible. Entertainment is the irrefutable need of us humans, but for Pakistanis and to be more precise Lahoris food and weddings takes away the biggest portion in the pie. Hanif Rajput being in the event management sector (mainly catering) for so long serves the same purpose. Hanif Rajput Catering Services, a renowned, immaculate, trust worthy and qualified service provider holds a well-known name amongst the elite group of people in Pakistan for its reputation and excellence in catering and cuisines for weddings, business events and other ceremonies. HRCS was formed 14 years ago through a partnership between late Mr. Hanif Rajput and Mr. Rana Ashraf Khan in 1991. Since 1994, Hanif Rajput Catering Services sole ownership was legally transferred to Mr. Rana Ashraf Khan and since then it has become even more successful with its high quality services to the residents of the twin cities and its surroundings. In addition to the residents of Islamabad and Rawalpindi, HRCS has provided high quality services to a multicultural clientele varying from the lively Punjabis in Lahore to the exuberant Pathans in Peshawar, from Dera Ismail Khan to Muzaffarabad as well as Gilgit. (Hanif Rajput 1979, Tender Bid Offer) Hanif Rajput an Overview Hanif Rajput, caterers was launched in 1979 by (late) Muhammad Hanif Rajput at Karachi. Since its inception, the company has emerged as the leading and fastest growing catering organization in the country. The rapid expansion and continued diversification of the business are attributable to three essential factors: precise planning, adherence to quality standards enthusiastic teamwork. The remarkable record of business growth and companys recognition in the area of catering owes largely to the managements commitment to stay on top in catering organization. Today Hanif Rajput is the finest catering organization in terms of quality food and it enjoys a vast range of clientele. (Hanif Rajput, 1979, Tender Bid Offer) Today the company has diversified its business to further stream line its operations. Hanif Rajput caterers Hanif Rajput Industrial and Field Management Service HR Mobiles (Pvt.) Ltd Quality Policy The management and staff of Hanif Rajput industrial and Field Management Services strongly believe that there is no substitute of hard work and honesty for providing highest standard of services to their valued customers. Business Ethics Hanif Rajput industrial and felid management services is strongly committed to ethical business relationships based on mutual trust and providing qualitative services at competitive price . in the context of this commitment, the companys employees are not permitted to accept any type of gratification whatsoever from the suppliers and vendors. Similarly, Hanif Rajput does not expect from its clients Vision To stay on top in our business area Hanif Rajput is committed mentioned vision through these under mentioned pointers. Quality Management High Standard of Food Customer Satisfaction A positive impact on the people we serve Mission Right from the beginning we have had a mission to maintain quality. The kind of quality that one is recognized by. That is why to meet the ever increasing demands of our customers; we have laid down certain principles that ensure consistently better services and a satisfied customer base. Quality food at competitive cost Dependable operation by qualified professionals and wireless network systems Assured Prompt Service Companys Objectives To provide services to our valued customers to the best of our ability based on internationally recognized standards. To ensure reliable and sustainable operations To provide quality services at sustainable costs To pursue and maintain consistent improvement in quality systems Strategy HR corporate strategy is to build out existing competencies within the group and to establish a culture of exceptional performance with a view to set a platform from future market expansion. Hanif Rajput Services Wedding Lawns Outdoor Catering Avenues HR Mobiles (Pvt.) Ltd Garrison Banquet Halls (GBH) Industry Overview Marketing Guru, Philip Kotler, defines  events as occurrences designed to communicate particular messages to target audiences.   Suresh Pillai, Managing Director, Eventus Management, considers events as an additional media whereby two-way or active communication is possible. Miss.  P. PIRAKATHEESWARI, Lecturer in Commerce, Sri Sarada College for Women in her article says that  management of an event encompasses all activities involved in planning, organizing, staffing, leading and evaluation of an event.   In fact, all operational task for an event such as the ground work, viz., venue selection and stage design, arranging the infrastructural facilities required, liaison with artists/ performers and networking with other activities such as advertising, PR, ticket sales, etc., fall under the purview of event management. Events industry is extremely diverse and fragmented and might overlap with other industries such as hotels. This industry comprise of wedding events, business/ corporate events, outdoor events and tradeshows. Pakistani event Management Industry includes about 4000 companies with combined annual revenue of Rs 100 billion. Major companies include Hanif Rajput, Jalal and Sethi, Iris, Harman Events, Al Waseem events, Ali Hodges events, Spark and Sparkles, Impact productions etc. This industry is fragmented. The top companies make about 50% of the industry revenue. Demand is driven by overall economic activity and profits. Small companies manage their profits by retaining valuable staff and managing costs where as large companies have the advantage of negotiating labor, they have multiple locations, multiple suppliers and transportation. (Aug. 27, 2012, Trade shows and event planning services) This industrys primary function is producing and managing different events, trade shows, conferences etc. other than that this industry design, builds, ships booths for tradeshows for individual exhibitors. Event management industry overall is growing at a fast pace. Prior to rescission and even in the rescission season this industry was experiencing growth. This industry has shown considerable boom in the past 10 years and has outperformed many sectors in the economy. According to a research conducted by (Eventias Member Survey February 2009), we have seen that events are down by more than 10%. Public sector despite the recession is still sending money on the events. There is an increase in public events and spending on festivals is increasing drastically. Despite inflation, public spending is increasing. With this increase and with rising trend towards event management, a lot of event management companies are emerging. Due to this, competition between event organizers has also amplified because they are all invited to deal for the same purpose. Event industry is diversifying to increase their offer and improving their customer service skills to deal with this elevated competition. Industrys outstanding current performance is a hint for its future success. Being an international industry, some sort of international standards can be put into place for events in the future. Technology being developed we see that the technological trends will continue to grow along with face to face customer interactions. Furthermore in the next ten to fifteen years, Pakistan is seen hosting several high profile events which will provide organizers to gain ample experience and skills to organize events on enormous scale. Literature Review Moise Daniela *, Georgescu Bogdanb, Zgură Danielc in their article The use of event marketing management strategies tells that events evolve and changes with the development of mankind. Events are part of social, cultural and economic factors in accordance to various tertiary sectors. Events can be defined as nonstandard services in which knowledge, behavior commitment to service providers is very crucial. Contentment of customers comprises of well integrated communication with clients, event venue, design, the management system and the staff. Organizations should take into account the types of customers that they address with new events, so they have to develop new events or to diversify the actual ones. (Rutherford, 2008) considers that the event marketing management process is a cross complex of flows of management processes with management and marketing functions. As shown, the functional units grouped by subject area, form the fabric to manufacture an event. The process starts with a lot of research, continuing with event planning, the organization implementation and at the end of event the final evaluation. Departments from the administration, operations, marketing and risk management and not only, are involved in a greater or less matter of carrying out the tasks. As all of them have met different problems in setting up an event, and can come with various solutions or proposals. Constantly bringing together the various creative disciplines in new areas of experience transforms any event into a unique experience. When combining different sensory impressions, receptors are taken in other worlds, identifying factors and factors of the event experience can hardly be overcome. Their enormous power of attraction combined with deep emotions; determine harmonious events to become important aspects of marketing communication. They create customer loyalty and enhance the sense of group, or we, members of a team (Daab, 2007).The increase of invol vement of commercial customers and the increase of number of events, illustrate their significant importance in advertising (Filip, 2011). Managing and organizing an event properly requires well incorporation of disciplines, but in order to produce effective results and implementation two fields are very crucial: marketing and management. Without these the event can never exist. Event marketing addresses both to customers and business partners of an organization as well as employees working in a company. Marketing is followed by conduction of two kinds of researches. On one hand it address to stakeholders and the extent to which it outsources or moves to other companies for their effective implementation of these events, and on the other hand, the employees opinion about the effectiveness of events, and also proposals, to really become perfect Marketing Events, in terms of participants (Olteanu, 2005). In terms of organizing events that address to target customers and other business partners (Davidson Rogers, 2007): Accessible locations, with enough parking spaces, large spaces; Greater attention to detail, in providing maps of presentation to all participants; Innovative and exciting ideas, approaching broader and more complex themes, with a high degree of novelty; Compliance with the program and the exact start and end. Strict timing of presentation sessions, without any exception; The menu to take account also of the needs of all participants the vegetarians The best possible sound system, enjoyable music, more prepared speakers; The use of translators, because not every participant may know the international language spoken; The events to be the most concise possible and to be transmitted only the most important, late minute information concerning the specified domain; The guests to be successful people at least in the certain domain, either from abroad or national ones, and the contact information of the speakers for a subsequent collaboration or for an explanation of some problems; The events to be unique, in order to catch the attention of the participants, but also to have a direct approach and the message to be a simple one; A proper environment to be created for the networking development, by organizing some sessions between the participants in order to exchange experience. The success of an event depends of the efficiency of the event marketing and management. It is therefore crucial for marketing managers to give sufficient time and energy for future planning; as the realization of the marketing management is the manifestation of the event. Marketing management strategy of the planning process comprises of practical value and it defines and forms the future of the organization and responds to changes in technology, environmental conditions and meets the needs of customers, and also the employees. Strategies for interactive communication, with external and internal stakeholders, in events marketing by Moise Daniela *, Georgescu Bogdanb, Zgură Danielc confers that interactive communication is a key element in the development of events including the company that creates events, organizations that order invents and the participants/employees within the company. The success of any event highly depends upon the properly managed and good communication with the clients as well as the employees in a company. The effect of the communications can be positive or negative. Any company that sends across the information or message about their products and services must be integrated well in order for the consumers to have a succinct image of the offer of the organization. According strictly from this point of view of the proper interactive communication, the organizers of events have available the following strategic options (Goldblatt, 2005): The use of some media communication means of the type: advertising at the place of sale (posters, billboards, flyers), information indicators, user guides, environment; The use of some interpersonal: communication means of the type: personnel in contact, commercial contact (in case of fairs,, exhibitions, etc.), clients (orally promotion). Companies appeal to a large number of target audience while creating events, the means of communication can be external or internal. The most important criteria that is taken into account while conducting events and outlining a budget depends upon the type of event, the way in which it is realized (in direct labor, outsourced or joint), the location where the event takes place ( must be taken into account if the organization has space assigned and sufficient for the development of the event because in case that the space is too small for the number of participants their experience can be unpleasant), the period in which the event takes place (it firstly must be considered also the availability of the participants to come to the event) and the participation tax ( if for some events the participation or the entrance is free, for other events there exists a participation tax of which quantum increases in direct proportion with the demand for such an event). The internal communication is an important component of marketing mix which represents the interior of a company which plays an essential role in ensuring the proper management of events to the audience from the internal environment and the ones created and delivered in the interactive marketing. Internal communication is indissolubly related to the communicates through the event. (Filip, 2011) Therefore, it aims at the attraction, support and agreement of the personnel, the increase of the degree of its involvement in the realization of the event. Communication is preferred with the employees, introducing the new employee once he/she enters in the organization, and even when they leave the organization. In this way, the internal communication of the marketing ranks with the managerial communication, at the superior management level, having a specific role, the one of contributing to the attaining of the objectives stipulated in the marketing plans of the organization. Its objectives are derived from the ones of the marketing, being included in some specific programs, using specific means of internal communication. (Olteanu, 2005). There are various means of internal communication that are or can be used by the companies for effective results. Newsletters in a written form, Web sites, Blogs, Other printed materials such as brochures, internal notes, announcements posted on the bulletin board etc. The organizations that communicate with their own employees can recourse to a wide range of events through which they can send a diversity of messages for attaining the marketing objectives. (Masterman Wood, 2006) Jonathan Reynold in his writing Common Problems Faced by Event Organizers: What Is the Solution? states that event Management is a business that is on its boom. But on the other hand event organizers are facing a lot of problems these days. The main problem faced by them is the competition. Before the emergence of the internet people had no concept social media platforms and online promotions of events, activities and other things. However with the internet and awareness of social media, enterprises are now facing a tough challenge merging their traditional marketing strategies with the more advanced online promotional tactics. Event organizers now days face a lot of problems managing events. The basic problem faced in arranging events is budget. People are not spending more money on their events and designers on the other hand have to keep the clients budget in mind and give them the best they could. Due to inflation and other recessionary economic problems planners are not being able to cater to the clients requirements with the given budgets. Event planners must keep in mind the amount of money required to book and decorate the venue. Moreover there is a dire need to recruit additional staff to manage the business. Event attendance is also going down due to the worldwide economic crises. People are showing reluctance in attending corporate meetings and trade shows and because of this many companies/ organizers are failing to sell their entire inventory. Conference or meeting management problems are also seen. Companies are also seen hiring outsiders for help because one person cannot manage logistical aspects of a conference for their attendees. This outsourcing takes a lot of time because suitable staff is not easy to find. And even if they find it it takes time to make them understand the work flow system. These problems and issues can be managed easily now. Social media integration has become a common need now. Individuals are no longer using social media sites for personal reasons. They are using these social networking sites such as facebook, twitter, MySpace etc to meet urgent business needs. To address these growing issues and effectively manage events, organizers are seen taking the help of various types of online event management solutions. This article, Business Development in the Event Management Industry written by Himanshu Sharma discusses the different techniques of developing business. For successful business development a keen eye on the market should be maintained, every move of your competitor must be monitored, every new product in the market must be considered while making marketing decisions and different marketing strategies should be adopted. In the event management industry most of the work is done via outsourcing. There could be different kind of outsourcing for example social event outsourcing, corporate event outsourcing, charitable event outsourcing and so on. Companies often outsource their marketing campaigns to different event management companies as these companies are well equipped for the job. They usually consist the right logistic, man power, equipments for the job. If for a company the event management activities are an integral part then those companies can open up their very own event management department decrease their production and marketing cost. Over the years there is a drastic increase in the growth of event management companies and now its a 500 billion dollar industry. Social networking sites can prove to be very helpful to get business for such companies. Facebook, MySpace, Orkut are few examples that are used for business development. Event-management is mostly about networking, the more contacts you have the more you can attract business for your event management company. I think this article correctly identifies the key factors which are needed to be their for the success of any event management company. An event manager must be very vigilant about the market scenarios and remain updated about the new companies that are entering the market. Financial Analysis Hanif Rajput Companys financial highlights for the years 2008-2010 are as follows. Revenues/Turnover CGS HR Caterers 2010 Rupees 171,324,351 (130,548,831) HR Decorators 2010 Rupees 72,047,886 (47,838,441) HR Caterers 2009 Rupees 173,095,820 (131,930,397) HR Decorators 2009 Rupees 94,267,977 (68,492,287) HR Caterers 2008 Rupees 181,541,591 (138,367,606) HR Decorators 2008 Rupees 84,561,589 (63,334,485) Gross Profit Admin Expenses 40,775,520 (32,138,680) 20,209,445 (16,054,646) 41,165,432 (35,360,319) 25,775,690 (19,184,929) 43,173,985 (39,005,804) 21,227,104 (18,288,862) Profit/loss from Operations Less: financial Charges 8,636,840 (6,041,058) 8,154,799 (5,852,669) 5,805,105 (3,223,674) 6,590,761 (4,116,154) 4,168,181 (1,370,165) 2,938,242 (695,405) NET PROFIT 2,595,782 2,302,130 2,581,431 2,474,607 2,798,016 2,242,837 Measuring companys profitability over a period of time is very important. From the above stated financial highlights of Hanif Rajput we can see that sales are decreasing slowly over the years. Expenses and cost of sales are not decreasing with the same ratio. If we take out the percentage difference of sales by Subtracting sales of 2008 from sales in 2010 we get the average percentage by which the sales have fallen from 2008 to 2010. Percentage Difference HR Caterers = (Sales 2010- sales 2008)/ Sales 2008 * 100 Percentage Difference HR Caterers= 5.63 % It means that sales have fallen 5.63% in the last three years for HR caterers. Similarly if we take out the percentage difference of HR decorators, we will see that Dà ©cor Departments sales have decreased 14% in the last three years. This is due to the fact that Hanif Rajput is lacking innovation and creativity in its events. This is discussed in detail later. Similarly we can see that HR caterers Gross Profit is also decreasing by 5.5%. Whereas Gross Profit of HR decorators is decreasing by 4.7%. Expenses are falling almost in the same ratio but we can see that the financial charge are increasing tremendously, which is the most important reason of profit fall. Research Question The following basic questions will be addressed in this study: Why Hanif Rajput is not meeting the sales target for the last three years? Methodology: Research Significance Methodology is an integral part of research and emphasis is given on research theories along with discussing the validity and reliability of data so as to provide a general view about how the research is conducted. The objective of the researchers is to use specific tools for collecting primary and secondary data in order to systematically generate knowledge of the world. According to Evered and Louis (1981) the methodology has been clarified by two distinguishing research stances: inquiry from the outside In general terms, Quantitative and qualitative methodologies are linked, respectively, with the two principal research paradigms which are generally labeled Positivism and Interpretivism (Mangan et al, 2004). Positivism and Interpretivism totally contradict each other. Positivism obeys the law of nature and is based on factual information like the sun rises and sets every day. Data Type: There are two types of data, quantitative and qualitative. My data type will be qualitative as questionnaires will be filled by the employees. And interviews will be conducted by the CEO and GM of the company and other employees. The information gathered will then be analyzed and In order to run the regression and analyze the statistical data I will convert the data into numbers through coding to make it more feasible. Research Design: Research design is a framework for conducting the research project. It tends to discover new insights as well as describe the functions of existing variables. These kinds of designs are flexible and versatile in data collection and analysis. The main methods under these designs are qualitative like interviews, case studies and participant observation. The aim of the study is to figure out why are Hanif Rajputs sales stagnant since the past few years. What are the reasons and factors causing this status quo?, although this industry is so attractive in Pakistan and is constantly growing. The design of this study is employee survey and two interviews. Sampling and sampling technique: Sample Size Due to limitation of resources and time constraints on part of both the researcher and the respondents, the whole population cannot be studied therefore; a sample would be selected from the total target population. A total of 30 surveys questionnaires will be conducted. Managers and employees of the company will be asked questions about the research and information will be collected. Sampling Procedure There are two types of sampling methods used in collecting the data; probability sampling and non-probability sampling. Sample size will also be based on the convenience sampling due to the ease of access that the researcher had in communicating with the respondents in the company. Research Tools The Primary research methodology for my paper will entail both written and oral surveys. i.e. Data collection though questionnaires and surveys. Data Collection Procedure Both primary as well as secondary data collection techniques would be used, for the research to present an authentic and a more comprehensive view. A primary data refers to information collected by oneself which is original and reliable through direct observation or questionnaires. Whereas a secondary data refers to information collected from sources which already exists, through facts, figures, journals, articles and books. This study was based on primary data collection approach. Data was collected from a sample population of employees by means of questionnaires which will form the annexure. They were distributed to a total of 30 respondents of different ages, gender and income. Once the questionnaires will be filled theyll be collected. Interviews of senior employees e.g. the CEO and GM operations will also be conducted to get the in depth information. Questionnaires employed close ended questions in order to induce quick decisions from the respondents. The questionnaire design was also key to producing efficient results. In Depth Interviews Interviews are the leading means for acquiring detailed information from test subjects. In depth interviews for the purpose of this study were either unstructured or semi-structured so as to avoid inducing generic responses that fall in the median. The underlying views, concerns and cognitive processes of the participants responses were the primary objective of my research. Unstructured and semi-structured interviews allow us to gain detailed information about a respondents opinion, views, feelings, beliefs and behaviors so as to derive a holistic picture for the research rather than rudimentary outcomes. According to some sociologists, interviews are prone to be biased and the results cannot be generalized due to the small size of the sample. However, these issues can be mitigated by carefully selecting a representative sample population and by being well versed in interviewing techniques so as to induce efficient responses. While conducting in depth interviews, it is important that the researcher should be patient and calm and also make the participant feel comfortable, secure, and at ease enough to speak openly. There should be a good communication between the researcher, and participant and it is better to avoid yes/no questions,. Which tend to, stifle detail. One of the main issue is to try not to guide try not to guide course of the interview to preconceived questions, but to follow what is on subjects minds. Keeping in mind all the guidelines two in depth interviews were conducted which gave new insights to the data collection procedure as well as the main rese

Rationale for poetry Essays -- Economics

Rationale for poetry The areas of English taught at Key Stage 1[KS1] and Key Stage 2 [KS2] are set out in the National Curriculum [NC] document. Poetry is one of these areas. At KS1 children should read and listen to nursery rhymes and poetry, learning some by heart, and read aloud. At KS2 children should read aloud, telling and enacting stories and poems. The National Literacy Strategy [NLS] guides teachers on which poems and poetic forms to teach in the classroom. There are two recent views that the NC and the NLS are failing in their approach to poetry. Â · According to Carter, the NC for English is very limited in its approach to poetry [Carter, 1998]. He argues that the NC fails to take on board the potential poetry has to offer in many areas of a child's development such as language, sensibility and dream power. Â · Bielby [1999], as cited by Lambirth, argues that children come to school already enjoying rhyme and poetry yet this enjoyment is being corrupted by the analytical and technical approach of the NLS. Poetry should be about exposing children to poetry and allowing them to respond as children.[Lambirth, 2001] These are both valid points, but is it the fault of the NC and the NLS that poetry is seen as a challenge and daunting area both to teach and learn. I briefly intend to illustrate why it is important to teach poetry as part of the NC. Promotes awareness of language Children's ability to respond to words and sounds is almost innate. According to the Oral Language Development Continuum [1997] babies under one year old, when they babble, include all sounds and selectively drop those that do not occurring their own language. This playing continues with the development... ...ed the importance of poetry or do not have the confidence to teach poetry. Therefore poetry does not achieve it full potential for the children. Bibliography - Bentley et al, 2001 - The Really Practical Guide To Primary English, Nelson Thornes, UK Carter, D 1998 - Teaching Poetry In The Primary School, David Fulton Publishers, London Ed. Fisher, R and Williams, M 2000 - Unlocking Literacy- A Guide For Teachers, David Fulton Publishers, London Lambirth , A Feb 2001 - Gaining confidence and conviction, The Primary English Magazine p30- 32, 1997 - Oral Language Developmental Continuum, Rigby Heinemann, Perth, W.A Whitehead, M 1990 - Language And Literacy In The Early Years, Paul Chapman Publishing Ltd, London Background reading Marsh , G 1988 - Teaching through poetry, Hodder and Stroughton, London Tann, S 1992

Dramatic tension for the audience Essay

In the play, â€Å"A View From The Bridge†, Arthur Miller gave the audience an impression that the Italian immigrants weren’t welcome to the USA. The scene is set in New York and it relates to six main characters, who are all individuals and play unique roles. Arthur Miller was born on October 17th in 1915 in New York City. He was a prominent figure in American literature and his career as a writer spanned over seven decades. He is considered by audiences as one of Americas’ greatest play writers, and his plays are widely recognised throughout the world. The play is set in Red Hook. The main focus and stage is the Carbones’ living and dining room. Alfieri thinks that the public do not appreciate lawyers or priests because he says â€Å"You see how uneasily they nod to me? That’s because I am a lawyer. In this neighbourhood to meet a lawyer or a priest on the street is unlucky. We’re only thought of in connection with disasters, and they’d rather not get too close†. A slight of distrust lies in the neighbourhood because he can sense that the law wasn’t an amicable idea since the Greeks were beaten. People have told him that the neighbourhood lack an element of â€Å"elegance and glamour†. The neighbourhood consisted of longshoremen and their wives and fathers and grandfathers and poor people. Red Hook was considered quite a dangerous place but now it’s â€Å"quite civilized, quite American†. Alfieri can foretell the rest of story as he tells the audience that they should watch the situation â€Å"run its bloody course†, and followed that by introducing Eddie Carbone by saying â€Å"this one’s name was Eddie Carbone†. The way Arthur Miller uses Alfieri to say â€Å"this one’s†, shows that Alfieri has seen this many times before and is giving us a hint that the play is not going to end well. Eddie is introduced on stage by pitching coins with the men, in which he highlighted from them, â€Å"He is forty-a husky, slightly overweight longshoreman. When Eddie enters his apartment and meets Catherine, there is quite a friendly atmosphere but this changes quickly when Eddie criticizes the way Catherine walks and her appearance. The conversation ends when Eddie says that Beatrice’s cousins are coming. Here we can get the feeling that Eddie has undiscovered sexual feelings and is very possessive over Catherine. While the family were waiting for Beatrice’s cousins, Eddie is telling the story of Vinny Bolzano. The story has a significant importance because this play also has a similar story as Bolzano. Miller uses Eddie as the person who informs the immigration about Beatrice’s cousins (just like the young boy did to his uncle in Bolzano’s story). Marco appears to be suspicious initially. He is quite stiff towards Eddie and gives him control of when he requires them to leave. There is an instant reaction where Rodolfo is introduced, we can see Catherine is attracted by his appearance, she asked him many questions like â€Å"How come he’s so dark and you’re so light, Rodolfo† (you can see how she just addressed the question directly to Rodolfo). Catherine also is astonished, as she said to Beatrice â€Å"He’s practically blond! â€Å". Eddie however assumes that he is homosexual because he has blond hair and sings the song â€Å"Paper Doll†. Eddie doesn’t understand the law because he doesn’t see the need of obtaining evidence to prove Rodolfo guilty. He just assumes that Rodolfo wants to marry Catherine for the right to stay and become an American citizen. It is difficult for Eddie to express his emotions because he has intimate feelings towards Catherine. Alfieri’s advice to Eddie was to inform the immigration as to how Beatrice’s cousins entered the country illegally. Initially Eddie is shocked at the advice and says â€Å"Oh, Jesus, no, I wouldn’t do nothin’ about that†. Alfieri also advised Eddie to learn to let Catherine go. He says â€Å"The child has to grow up and go away, and the man has to learn to forget. † Eddie does not want to let Catherine go. This could result in two endings, either Eddie snitches on Rodolfo and Marco or lets his niece live her life the way she wants to. Catherine starts off a conversation about the places where Marco and Rodolfo have been to. Eddie doesn’t seem too convinced when Catherine says they’ve been to Africa, and says â€Å"it’s true Eddie†. Miller uses his stage directions to show that Eddie is only asking Marco about the places they have visited. Then the conversation diverts to Catherine asking Eddie about oranges and lemons growing on trees. Eddie replies directly to Marco. He becomes very aggressive and rude when Rodolfo intervenes. Eddie gets very hostile and snaps back at Rodolfo by saying â€Å"I know lemons are green, for Christ’s sake, you see them in the store they’re green sometimes. I said oranges they paint, I didn’t say nothin’ about lemons. â€Å". Another incident rises when Eddie has a conversation about how he can teach boxing to Rodolfo. Eddie picks on Rodolfo and tries to intimidate and patronise him. They both throw in some light punches but Eddie gets carried away and grazes Rodolfo. Catherine is astonished and Eddie replies â€Å"Why? I didn’t hurt him. Did I hurt you kid? â€Å". Marco had realised that Eddie was bothered by Rodolfo. Marco showed his strength towards Eddie by raising the chair over his head. He does this to make Eddie aware that if anything happens to Rodolfo, Eddie will have to pay the consequences. Arthur Miller shows that Marco has had enough and understands what’s going on, the stage directions describes Marco with â€Å"a strained tension gripping his eyes and jaw, his neck stiff†, he also used a simile â€Å"the chair raised like a weapon over Eddie’s head†. Eddie then realises what Marco meant, his â€Å"grin vanishes as he absorbs his looks. â€Å". This shows us that Marco’s hamartia is Rodolfo.