One Simple Tip About Sat Practice Essay 7 Samples Uncovered

One Simple Tip About Sat Practice Essay 7 Samples Uncovered The essay provides you with an opportunity to reveal how effectively it is possible to read and comprehend a passage and compose an essay analyzing the passage. DIRECTIONS it gives you an opportunity to show how effectively you can read and comprehend a passage and write an essay analyzing the passage. The SSAT essay is the initial portion of the SSAT exam. A course specific admission essay is connected to a specific course for which you may be applying. SAT is a significant exam you must take if you're seeking admission in a college overseas. Do not underline just on the true SAT, even once you solve SAT Practice Test, you must make it a point to underline important components of a passage. In the crucial reading section, formerly called the verbal section, you'll be expected to answer multiple-choice questions designed to check your vocabulary and reading comprehension. Sentence completion questions ask the test-taker to decide on a suitable word to finish a sentence. The Advantages of Sat Practice Essay 7 Samples An outline also enables you to plan your writing by providing you a very clear awareness of direction when transitioning from 1 point to the next. Though you may be concerned about questions that request that you think about the passage for a whole, realize you could receive all the info you need by quickly reading the passage's topic sentences. All the questions in this part will test your capability to enhance a passage's writing style. The perfect way to decide on a time for each section taken over the course of a practice exam. Every book is devised in a specific way. Eliminate (B) because the author doesn't state that big thoughts will need to break from the receiver's head, only they could if they're not given enough time to develop. You may feel as if you will need to begin writing as fast as possible, but be sure you comprehend the author's argument thoroughly before beginning. The author isn't literally saying that thoughts need more time to get to the hearer. Also, you've got to do your homework about schools in the usa. You need to always continue being committed towards your study so you do not get stuck behind. You might also list the way that it will affect your further study plans. Information directly mentioned in the passage 4. What's Actually Happening with Sat Practice Essay 7 Samples Absolutely free SAT Subject Test practice is currently readily available for a number of different SAT subjects. The SAT test provided by College Board covers a wide scope of topics. Many times, SAT prep courses are a superb method that will help you get ready for the rigors of the exam. Online SAT prep courses provide flexibility and the capability to retake sections you've got difficulty with. Do not underline just on the true SAT, even once you solve SAT practice tests, you ought to make it a point to underline important sections of a passage. Each subject test is timed, and you've got an hour to finish all the questions. SAT practice tests are able to help you keep tabs on time. You might want to think about taking an SAT practice test or an SAT prep class to be certain you do well. The Hidden Gem of Sat Practice Essay 7 Samples On-line registration is completed on the site of the College Board. On-line classes, however, would provide you the very best value for money. There are two methods to register for the SAT test, on the internet or by mail. You don't even need to have an account to play so you could begin donating with no effort. You should mention the facts of your future targets and the way the program will be helpful for your future. Everything you have to know is available online. Don't spend money doing things you could do for free at your own house. Be certain that your analysis focuses on the most relevant facets of the passage. Your abilities to analyze literature will be placed to the test too. The SAT report was made to give insights into your academic progress from an assortment of angles. You ought to take several tests in order to have a better comprehension of the results. As soon as you get your results back, you're going to be able to observe wherever your study efforts are best spent. In reality, Turkish students spend the majority of their lives learning test strategies. Read and carefully look at these perspectives.

Clinical Assessment Of A Psychiatric Assessment - 1035 Words

1. Clinical Assessment=According to our book, the term Clinical assessment generally refers to applying assessment procedures to (a) diagnose a mental disorder, (b) develop a plan of intervention, (c)monitor progress in counseling, and (d) evaluate counseling outcome. (Drummond, 2010). Clinical assessment has been the method used when diagnosing and planning treatment for a patient. The first step is evaluating the individual in order to obtain information and figure out what is wrong. Counselors, conduct this assessment to develop and adhere a plan of intervention, monitor clients progress, and ensue all information are interpreted and understood. 2. DSM-IV-TR- is the official classification system of mental disorders used by counselors, psychologist, social workers, psychiatrists, and other mental health professionals in the United States. It is used across settings (inpatient, outpatient, partial hospital, private practice and primary care) and with community populations. (Drummond, 2010). The DSM-5 is a very complex assessment where counselors are required to have extensive preparation in the understanding of mental disorders, certain factors can take in place when administering this test and errors can be made such as misdiagnosing or over diagnosing if not properly administered. 3. Interviews in Clinical Assessment- According to our book, clinical interviews are the fundamental component. Like any assessment instrument or strategy, the interview has the definedShow MoreRelatedClinical Microsystem Assessment : Psychiatric Acute Care Essay808 Words   |  4 Pages Clinical Microsystem Assessment: Psychiatric Acute Care Unit Dimietris D. Thompson Sacred Heart University Clinical Microsystem Assessment: Psychiatric Acute Care Unit Clinical microsystems are â€Å"small functional front-line units such as a hospital unit, outpatient clinic or home health agency† (American Association of Colleges of Nursing, 2006, p. 6-7). 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These stakeholders are a part of the Florida Council for community Mental Health, NAMI (National Alliance on Mental Illness), the Department of Children and Families, MHA (Mental Health Association) of South East Florida, PRA (Psychiatric Rehabilitation Association), the Department of Elder Affairs State of Florida, Carf Accredited, VR (Vocational Rehabilitation) and BHS (Broward Housing Solutions). This treatment program recommends an Integrated Treatment approach for co-occurringRead MoreLegal Issues Associated By Clinical Psychology Essay1352 Words   |  6 Pages 1. Legal issues associated in clinical psychology In clinical psychology, several legal issues do exist, and clinical psychologists must adhere to such legal standards. Two common legal issues are maintaining confidentiality and obtaining written informed consent. In regard to the maintenance of confidentiality, the clinical psychologists must never disclose the records of any patient or client unless required by law. This is a significant concern in clinical psychology, which the psychologistRead MorePsychological Assessment And Ethics Of Forensic Psychology1675 Words   |  7 Pages Psychological Assessment and Ethics Debra Deering FO611 Ethics and Professional Issues in Forensic Psychology Professor Cathy Donnell February 8, 2015 Abstract The purpose of this paper is to discuss the Million Clinical Multiaxial Inventory III. Information to be included in this paper will detail why this psychological assessment is used, how it is administered ethically, how it is scored, why it is unique, what precautions need to be taken to assure its ethical use, and any ethical concernsRead MorePosttraumatic Stress Traumatic Stress Disorder1500 Words   |  6 Pagesyoung and old. The development of various assessment tools have been used in diagnosing PTSD and one of the most commonly used tests is the Post-Traumatic Stress Diagnostic Scale. It is an assessment that was developed and validated by Edna Foa to provide a brief but reliable self-report measure of PTSD for use in both clinical and research settings (Zalta, Gillihan, Fisher, Mintz, McLean, Yehuda, Foa, 2014). The Post-Traumatic Diagnostic Scale is an assessment instrument deigned to be taken by adultsRead MoreSymptoms And Treatments Of Early Onset Psychosis868 Words   |  4 PagesEarly onset psychosis is defined as psychotic symptoms within a psychiatric disorder such as schizophrenia, bipolar, or other psychoses, appearing in an individual before the age of 18 years old. Psychosis, including schizophrenia, comprises a major group of psychiatric disorder characterized by hallucinations and/or delusions (psychotic symptoms) that alter perception thoughts, affect and behavior, and which can considerably impair a child or young person’s development, relationships, and physicalRead MoreAssessment Tools : Assessment Tool Analysis1209 Words   |  5 Pages Running head: ASSESSMENT TOOL ANALYSIS Assessment tool Analysis Ruth Semere University of Phoenix NRU/455CC July 31, 2017 Assessment tool Analysis The purpose for this paper is to examine the assessment tools that is used in the healthcare field. 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Aristotle

Aristotle-The Politics Essay Aristotle believes that the chief ingredient for a life of happiness is virtue. Virtue is a state of the soul that disposes and prompts our actions and is meant to guide our behaviors in society and enable us to practice moderation. Aristotle believes that human happiness, which is not to be equated with the simple-minded pursuit of pleasure, stems from fulfilling human potentialities. These potentialities can be identified by rational choice, practical judgment, and recognition of the value of choosing the mean instead of extremes. The central moral problem is the human tendency to want to acquire more and to act unjustly whenever one has the power to do so. According to Aristotle happiness is the highest good and the goo life comes from the realization and perfect practice of virtue.In order to lead a life of goodness there must be a foundation of adequate health (goods of the body), adequate wealth (external goods, property), and goods of the soul (virtue, wisdom). People think that a moderate amount of virtue is enough, but set no limit to their desires of wealth and property, power, reputation, and all such things.. . i.e. of external goods. (1323 a35-40) Happiness is more often found in those who are cultivated in their mind and in their character, and have only a moderate share of external goods, than among those who possess extensive external goods but are lacking in higher qualities. The good life you lead or experience is an inner sense of well being. This is the active life of virtue and this is all for the sake of the soul. We may therefore join in agreeing that the amount of happiness which falls to each individual man is equal to the amount of his goodness and his wisdom, and of the good and wise acts that he does. 1323b21 Aristotle said we must act naturally in order to be happy. He believes nature is our guide and that nothing is good which is contrary to nature. According to Aristotle there are two types of reason that, if used well, will make you happy. The first type is calculative reason. Calculative reason is practical wisdom which leads to moral virtue. Included in the Aristotelian moral virtues are temperance, courage, liberality, gentleness, and proper pride. The idea behind this kind of practical wisdom involves knowing how to allocate time judging the right moment to switch back and forth between practical action and intellectual activity, so as to strike the right balance between means and ends. The second type of reason is speculative reason, which is used to deduce the true nature of reality. Speculative reason is also referred to as scientific reason. There are four ways Aristotle thinks it is important to use scientific reason to really know happiness. The first is thought. We are most like the gods when we use thought. Second is that the quality of the pleasures one pursues must be marvelous in purity and duration. Third is independent thought or self-sufficiency. The fourth is that the process of learning is a joy and is rewarding in and of itself. Thus reason, if exercised well, will bring happiness and well-being. Use your reason well and you will be fulfilled. (Kaplan lecture, October 2000) Another important ingredient in the pursuit of happiness is leisure. There must be adequate free time to organize ideas and grow our knowledge or speculative reason. The city or ideal polis facilitates the nature of a good life. A good life is a life of active goodness involving fortitude, temperance, justice and wisdom. Aristotle is clearly against imperialist and military cities because he believes they are unjust, however he believes fortitude is a virtue because a collective readiness to defend ones country is required (but not desirable). The ideal city should not be overly populous one so that top citizens can be properly acquainted with one another. The ideal polis maximizes the opportunity for its citizens to display goodness and afford happiness. .ud62290d93549ba901cefeec22a8a3d95 , .ud62290d93549ba901cefeec22a8a3d95 .postImageUrl , .ud62290d93549ba901cefeec22a8a3d95 .centered-text-area { min-height: 80px; position: relative; } .ud62290d93549ba901cefeec22a8a3d95 , .ud62290d93549ba901cefeec22a8a3d95:hover , .ud62290d93549ba901cefeec22a8a3d95:visited , .ud62290d93549ba901cefeec22a8a3d95:active { border:0!important; } .ud62290d93549ba901cefeec22a8a3d95 .clearfix:after { content: ""; display: table; clear: both; } .ud62290d93549ba901cefeec22a8a3d95 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud62290d93549ba901cefeec22a8a3d95:active , .ud62290d93549ba901cefeec22a8a3d95:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud62290d93549ba901cefeec22a8a3d95 .centered-text-area { width: 100%; position: relative ; } .ud62290d93549ba901cefeec22a8a3d95 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud62290d93549ba901cefeec22a8a3d95 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud62290d93549ba901cefeec22a8a3d95 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud62290d93549ba901cefeec22a8a3d95:hover .ctaButton { background-color: #34495E!important; } .ud62290d93549ba901cefeec22a8a3d95 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud62290d93549ba901cefeec22a8a3d95 .ud62290d93549ba901cefeec22a8a3d95-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud62290d93549ba901cefeec22a8a3d95:after { content: ""; display: block; clear: both; } READ: Counseling Psychology Graduate Admissionss Essay In the ideal polis, the foundation of the ideal social structure is based on serfs and slaves. That is, it is implicit in Aristotles conception of the good life that not everyone is meant to achieve goodness and that these people are better off serving those who can. Elite citizens own property, but it is the slaves and serfs that farm and run this property, and do all the necessary work that is not associated with political activity. In the ideal state the elite citizens always have time for leisure activities and political activities thanks to serfs and slaves. Leisure is based on participation in political activities, recreation (rest and rejuvenation) and cultivation of the mind. Public service is part of life in the ideal polis but it is important to note that these political activities always include time for leisure. During the younger years one engages in civil activities including military and defense. The middle years are devoted to government. During the older years one is to be responsible for the conduct of public worship in the church. In accordance with his goal of goodness for full citizens, Aristotle has a unique approach to the proper use of land to help create equality in society. In this ideal world the soul and body are taken care of by the city. To accomplish this he believes that the top citizens should not be committed to one type of land use but instead they should have public land and private land. Public land is to be used for service of the gods, and provides food and income for the clergy. Public land also facilitates collective feeding, a system of common meals available for citizens and their family (adequate health). Because land near the border is more likely to be taken over by neighboring states private land is separated into two plots. One plot near the center of the city and one plot of land close to the border. This would allow each citizen adequate wealth and help with foreign affairs. A state cannot be happy unless it prospers and Aristotle argues that the above system will lead to prosperity and virtue. Finally, Aristotles education system is required to obtain his goal of active goodness. First, a uniform system of public education prepares one for military service. There are four phases in Aristotles system and the purpose of his curriculum is to foster moral virtue, useful knowledge and readiness for the proper use of leisure. The first stage is early childhood which begins at birth and continues until age seven. During this stage training is done at home because it is important that kids start with the right familial influence. Aristotle favors censorship, and does not want small children exposed to foul language (he actually punished people for using profanity. ) Furthermore, if home, the young cannot mingle with the slaves and contract slave-like habits. The second phase comes at age seven through puberty. The emphasis here is on physical training with a focus on the development of courage. The aim here is to be physically fit and capable of military service and not be burdened by mental activities. Aristotle does not want to burden adolescents by dividing their time between training of the mind and training of the body. The next educational phase attacks the mind and begins during puberty. Here the emphasis shifts to the mind with training in reading, writing, drawing and music. Phase four begins early in the high school years. The aim of this training is preparation for the military and includes hard physical training and a strict diet. According to Aristotle a proper social structure and education system will result in a life of active goodness for the individual and the collective society.

Uniform Policy should be abolished in Asian High Schools

Introduction It is universally accepted that schools are the most appropriate venues from where knowledge and skills can be imparted to students. Policy makers and educators all over the world try to come up with the best form of education for the school-aged citizens. In the Asian high schools, educators make use of policies that are aimed at promoting the best outcome from students. One of the policies widely applied by high schools in South Korea, China, and Japan is mandatory school uniforms.[1]Advertising We will write a custom essay sample on Uniform Policy should be abolished in Asian High Schools specifically for you for only $16.05 $11/page Learn More Proponents of this policy argue that it leads to the best educational outcomes by students. However, this view is not unanimous and opponents of the policy asset that students should have the freedom to wear regular clothes. This paper will set out to argue that the school uniform policy in Asian h igh schools should be abolished since the policy prevents students from having individuality. The paper will demonstrate that the uniform policy is unjustifiable since in one of its core aspiration, which is to enhance discipline among students. Why the Uniform Policy should be Abolished By being forced to dress in a certain way, school uniforms limit a student’s individuality. The school uniform promotes conformity as all senses of individuality in the student are blurred when they are forced to wear similar outfits. Han declares that the uniform policy ends up covering the differences that exist in the school setting.[2] The school uniform policy ignores the reality that we live in a diverse world where people have different tastes and preferences. This diversity is informed by the cultural background and individual experiences of the individual. When students are allowed to wear unique clothes, they have the avenue to express their unique individuality and celebrate the di fferences that exist amongst themselves. One argument made by proponents of school uniforms is that it equalizes students and ensures that there is no distinction among students.[3] By wearing uniforms, there is no opportunity for class or social distinction since wealthier students and poorer students are all forced to dress in the same way.[4] However, the fact is that differences exist among individuals in society. Instead of looking for ways to suppress these differences, schools should promote good relationships among students of varying cultural and socio-economic backgrounds. Some researchers argue that by suppressing the individuality of the student, the uniform policy prevents the society from addressing issues such as inequality and stereotyping. The conformity promoted by the uniform policy has a negative impact on student creativity. When students are allowed to wear their normal home clothes, they have an opportunity to demonstrate their creativity. Schools that do not have a mandatory uniform policy also convey a spirit of innovation and originality.Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More In such an environment, students are inspired to exercise their creativity. Creativity is necessary for the future prosperity of the society since it leads to new inventions and innovations. As institutions that nurture skills and promote the development of talents in students, schools are supposed to promote creativity. By encouraging uniformity, the school uniform policy extinguishes the flame of creativity in students making them less productive members of the society. School uniforms also decrease the independence of students since educators encourage individuals to act in a similar fashion. Nemoto declares that uniforms have a negative effect on the development of student’s independent spirit.[5] The uniform policy therefore discourages a culture of innovatio n among the students. The school uniform policy violates the rights of the student since they are denied their freedom of choice and expression. Even through students are not fully self-reliant citizens, they are entitled to some basic rights in society. One of these rights is the freedom of expression, which articulates the right of the student to express himself to the public as long as it is in an appropriate manner. Studies indicate that most students, especially from urban areas, have a poor perception of school uniforms. However, they are still obligated to wear the uniforms since it is mandatory school policy. The uniform policy is therefore perceived by many as an infringement on their freedoms. In most cases, students in Asian high schools are unable to demonstrate against the perceived injustice against them. As such, school uniforms promote compliancy even when those in authority are trampling upon the rights of the individual. Opponents of the school uniform policy asser t that it leads to the formation of students who are unlikely to value the ideals of freedom of expression. In the Asian countries, students are displeased with the imposition of the uniform policy. However, they have to wear their uniforms and there is little public opposition to the policy. Greater priority is placed on respect and obedience to the authorities. Amita suggests that school uniforms encourage a subservient attitude by the student.[6] This attitude is carried forward into the society where students will continue to demonstrate great obedience to the authorities even when they feel that their rights are being infringed upon Arguments in Support of Uniform Policy and Refutations Advocates of the school uniform policy in Asian high schools argue that uniforms eliminate competition among students as each student has the same outfit.Advertising We will write a custom essay sample on Uniform Policy should be abolished in Asian High Schools specifically for you for only $16.05 $11/page Learn More They further contend that wearing a school uniform decreases non-academic distractions since students will not waste time wearing flashing clothes to impress their peers. These assertions are supported by research findings by Firmin and Smith, which demonstrate that competition exists among high school students and many students wear particular clothes for the express reason of showing off to their friends.[7] Teachers and parents are of the opinion that uniforms can eliminate teasing and competition among peers. While mitigating competition and teasing in high schools is a noble endeavor, uniforms may not be the solution to this problem. Studies demonstrate that uniforms are unlikely to alter negative interactions among students at school.[8] Even when in uniform, students still engage in deleterious acts such as teasing and bullying. Competition is still rife with students looking for new avenues to show off to their peers. In J apan, some students decorate their clothes or wear bright accessories to differentiate themselves from others. The competition elimination role that school uniforms supposedly play is therefore not realized in the Asian high schools. School uniform policy supporters believe that school uniforms encourage good behavior and conformity by students. In most cases, teachers promote the enforcement of uniform policy since they believe that if students are allowed to show individuality or originality in appearance, they are more likely to be rebellious against teachers or school rules.[9] The psychological development of high school students increases the likelihood that they will engage in rebellious behavior. Research indicates that there are instances where mandatory a school uniform policy leads to the reduction in problem behaviors among the students.[10] However, the relationship between implementing a mandatory school uniform policy and bad behavior mitigation is not always straight forward. Most studies that show an inverse relationship between school uniforms and the number of students’ problem behaviors fail to consider the numerous school safety initiatives that have an impact on student behavior. If these external factors are considered, it will be observed that school uniforms do not lead to a reduction in the frequency of students’ problem behaviors. Educators are tempted to use the uniform policy as an easy way to control students’ problem behavior and create a safe school environment. However, research indicates that the uniform policy by itself does not fulfill these roles. In addition to this, there is evidence suggesting that imposing school uniforms on students might actually exacerbate the situation of problematic behavior.Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More In some Asian countries such as South Korea and Japan where teachers enforce the uniform policy strictly, incidents of rebellion are higher. Some students engage in bad behavior as a protest and deliberately break school rules or commit other misdeeds. Research by Rockquemore and Brunsma actually demonstrates that students who wore uniforms â€Å"had worse behavior problems than all other students†.[11] Supporters of school uniforms in Asian schools declare that uniforms prevent delinquent behavior by students outside the school setting. These advocates reveal that by forcing students to wear students, they are easily identifiable in the public and they are unlikely to engage in delinquent acts. Empirical tests confirm that uniforms may be effective in decreasing delinquent behavior such as vandalism, theft, and burglary since the person is easily identifiable as a student.[12] However, this preventative role only applies to students who are not motivated to engage in antisoc ial behavior in the first place. Research indicates that students who are motivated to engage will still find ways to carry out offenses even if they are forced to wear uniforms. Students can carry a change of clothing in a bag and therefore be free of their uniforms before getting home. They can then engage in delinquent behavior without anyone noticing that they are students. Research by Rockquemore and Brunsma indicated that uniforms had no effects of the behavior of students and they did not promote positive behavior[13]. Instead, any positive behavior was the result of social relations and values held by the students. Advocate of school uniforms policy in high schools state that school uniforms improve the academic outcomes of students. This claim gives great weight to imposition of school uniforms among Asian schools since every stakeholder in the educational sector wants to see students achieve the best educational results. Some research findings on the impact of school unifo rms on test scores suggest that there is a positive correlation between the two.[14] According to a research conducted by Bodine, students from schools were a uniform policy was implemented demonstrated better academic performance than students from schools where no uniforms were used.[15] The idea that school uniforms increase academic performance has been refuted by further research. Kerry and Brunsma contend that the claims that uniforms increase student achievement are not supported by research findings.[16] Furthermore, research findings demonstrate that academic outcomes of students are determined by multiple factors including; student capability, teacher competence, school administrative policies, and student socio-economic status.[17] It would therefore be very misguided to attribute good performance to the school uniform policy. Any attempt by educators in Asian high schools to utilize school uniforms to deliver high academic performance is bound to fail. Discussion The hig h school uniform policy is widely promoted by educators and policy makers in Asian countries. This overwhelming support for a uniform policy is prompted by perceived positive outcomes attributed to implementing such a policy.[18] The expansive implementation of the school uniform policy in high schools in Japan, South Korea, and China is not based on evidence from empirical studies on the positive outcomes from this policy. Research findings overwhelming show that there are limited positive results achieved by implementing the uniform policy in high schools. Students who wear uniforms do not demonstrate stronger pro-school attitudes or better behavior than their peers who do not wear uniforms. Conclusion This paper set out to argue that the school uniform policy should be abolished in Asian high schools. It began by highlighting that the uniform policy is enforced out of the perceived advantages to be gained by having students in uniform outfit. The paper has demonstrated that the u niform policy leads to negative outcomes by preventing individuality and creativity among students. The policy also infringe on the freedom of expression that should be enjoyed by the students. The best society is one where citizens enjoy certain freedoms and are able to confront the authority when their freedoms are violated. From the arguments presented in this paper, it is clear that the uniform policy does not promote the development of such a society. From the evidence presented in this paper, it is clear that the positive perception toward school uniforms is based on faulty assumptions. In reality, school uniforms do not have positive effects on the learning outcomes and behavior of students, or school climate in Asian high schools. The uniform policy should therefore be abolished in Asian high schools in order to avoid the numerous demerits attributed to them and therefore guarantee a better future for the students. Bibliography Bodine, Anne. â€Å"School Uniforms, Academic Achievement, and Uses of Research.† Journal of Educational Research 97, no.2 (2003): 67-71. Brunsma, David. The School Uniform Movement and What It Tells Us About American Education: A Symbolic Crusade. NY: RL Education, 2004. Brunsma, David and Rockquemore Kerry. â€Å"Statistics, Sound Bites, and School Uniforms: A Reply to Bodine.† Journal of Educational Research 97, no.2 (2003): 72-77. Firmin, Michael and Smith Suzanne. â€Å"School Uniforms: A Qualitative Analysis of Aims and Accomplishments at Two Christian Schools.† Journal of Research on Christian Education 15, no.2 (2006): 143-168. Gentile, Elisabetta and Imberman Scott. â€Å"Dressed for Success? The Effect of School Uniforms on Student Achievement and Behavior.† Journal of Educational Research 103, no.1 (2010): 17-31. Gupta, Amita. Going to school in South Asia. Boston: Greenwood Publishing Group, 2007. Han, Seunghee. â€Å"A Mandatory Uniform Policy in Urban Schools: Findings from the School S urvey on Crime and Safety: 2003-04.† International Journal of Education Policy and Leadership 5, no. 8 (2010): 1-13. Ishtiaq, Ahmed. The Politics of Religion in South and Southeast Asia. NY: Taylor Francis, 2011. Nault, Derrick. â€Å"The State and Uniform Policy.† Asia Journal of Global Studies 3, no. 1 (2003): 40-49. Nemoto, Yasuhiro. The Japanese Education System. NY: Universal-Publishers, 1999. Rockquemore, Kerry and Brunsma David. â€Å"Effects of student uniforms on attendance, behavior problems, substance use, and academic achievement.† The Journal of Educational Research 92, no. 1 (1998): 53-62. Seth, Micheal. Education fever: society, politics, and the pursuit of schooling in South Korea. Hawaii: University of Hawaii Press, 2002. Footnotes Yasuhiro Nemoto, The Japanese Education System (NY: Universal-Publishers, 1999), 75. Han Seunghee, â€Å"A Mandatory Uniform Policy in Urban Schools: Findings from the School Survey on Crime and Safety: 2003-04,â₠¬  International Journal of Education Policy and Leadership 5, no. 8 (2010): 3. Ahmed Ishtiaq, The Politics of Religion in South and Southeast Asia (NY: Taylor Francis, 2011), 34. Micheal Seth, Education fever: society, politics, and the pursuit of schooling in South Korea (Hawaii: University of Hawaii Press, 2002), 35. Yasuhiro, 74. Amita Gupta, Going to school in South Asia (Boston: Greenwood Publishing Group, 2007), 32. Michael Firmin and Suzanne Smith, â€Å"School Uniforms: A Qualitative Analysis of Aims and Accomplishments at Two Christian Schools,† Journal of Research on Christian Education 15, no.2 (2006): 165. David Brunsma, The School Uniform Movement and What It Tells Us About American Education: A Symbolic Crusade (NY: RL Education, 2004), 35. Nemoto, 74. Han, 9. Kerry Rockquemore and David Brunsma, â€Å"Effects of student uniforms on attendance, behavior problems, substance use, and academic achievement,† The Journal of Educational Research 92, no. 1 (1 998): 58. David, 40. Kerry and David, 58. Elisabetta Gentile and Scott Imberman, â€Å"Dressed for Success? The Effect of School Uniforms on Student Achievement and Behavior.† Journal of Educational Research 103, no.1 (2010): 18. Anne Bodine, â€Å"School Uniforms, Academic Achievement, and Uses of Research,† Journal of Educational Research 97, no.2 (2003): 67. Kerry and David, 58 David Brunsma and Kerry Rockquemore, â€Å"Statistics, Sound Bites, and School Uniforms: A Reply to Bodine,† Journal of Educational Research 97, no.2 (2003): 72. Derrick Nault, â€Å"The State and Uniform Policy,† Asia Journal of Global Studies 3, no. 1 (2003): 42. This essay on Uniform Policy should be abolished in Asian High Schools was written and submitted by user Uriah R. 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.

5 steps to becoming more optimistic

5 steps to becoming more optimistic Unless you naturally always see the glass as half-full, focusing on the sunny side of things may not seem like the easiest task in the world. (And even those natural optimists have their moments of frustration and doubt.) Positivity is a trait you have to work on, but it’s one worth cultivating- being optimistic is an asset in all aspects of your life, especially in your career. If you’re not confident and open, opportunities may pass you by. Here are some tricks to use when you need to boost your optimism and confidence.1. Note any negativity.When you first respond to something, is your instinct to see what’s wrong? Take a mindful approach to your thoughts and statements throughout the day. You don’t need to feel ashamed of the negativity you feel, just make a note of it and think about why that might be your default response. Think about the assumptions you make. What’s behind them? Is it fear? Anxiety? It’s going to be very difficult to ch ange your thinking if you aren’t putting much introspection into why you’re thinking negatively in the first place.2. Fake it ‘til you make it.When you have a negative thought, consciously add a positive one. Even if you don’t really mean it, or you don’t think it’s totally true, that’s okay. It might feel like you’re forcing it at first, but after a while you’ll find yourself automatically adding the positive to the negative- or even seeing the positive part first.3. Pick a positivity mentor.You probably know someone who’s routinely positive, or able to take a lesson from the bad things that happen. Make that person the little voice in your head (and they never have to know). How would she approach this situation? What perspective would he take? This is part of the mindfulness that can help you change your thinking and your behavior.4. Be kind to yourself.We’re usually our own worst critics- especially when things aren’t going very well. Changing your outlook starts with cutting yourself some slack. It might feel cheesy to (mentally) pat yourself on the back or cheer on your own decisions, but who’s going to know you’re doing it? Start by giving yourself positive feedback in everyday life like, â€Å"I did this poorly, but I did this other thing right,† or â€Å"I got lost, but I stayed calm and eventually found my way back to the road.†5. Be ready to commit.Changing how you see things (and how you react to things) is not going to be an instant process. And it’s not something you can set aside, say, an hour to practice on a Saturday afternoon. If you try to add kind of an internal review to your thoughts as often as you can, you’ll find that you’re tweaking your levels of positivity over time. You will also likely find that you’re feeling less anxious and stressed and more open to opportunities and possibilities if youâ₠¬â„¢re not dwelling on all the reasons it just won’t work, or why you don’t deserve it. You deserve happiness, so go find it!

Peak, Peek, and Pique. How to Use these Homophones Correctly.

Peak, Peek, and Pique. How to Use these Homophones Correctly. Homophones are words that sound the same when spoken but have different meanings and spellings. Peak, peek, and pique are examples of homophones. These three words are often used in business so let's clarify each one. A peak is a topmost point, such as a mountain peak, or to reach that point: We're at peak demand right now. We need more staff assigned. A peek is a glance or a quick look. It has a fun, furtive innuendo. It can also mean to glance or to peer at. It's frequently paired with sneak - I took a sneak peek at next quarter's sales projections. The similar spelling of sneak and peak can lead you to use the incorrect peak. Correct use of peek: Accountants peeked at the new software at the annual meeting. Fashion week offers a sneak peek at pink running shoes. Pique means to bring interest or excitement. You will sometimes see peek one's interest for pique one's interest, but don't be fooled. If you're piquing someone's interest, you are exciting their interest not taking a quick look at it: The training proposal piqued my interest. Decisions will be more accurate if field staff can write shorter, more accurate reports on drilling productivity. Dictionary.com offers spelling tips to help you remember the correct use of peak, peek, and pique. You have to reach to gain the peak. If you peer at something, you are peeking. And if you're piqued about something, there's usually a question in your mind about it.

5)'There is very little justice in the Criminal Justice System.' Essay

5)'There is very little justice in the Criminal Justice System.' Discuss - Essay Example The principle of criminal law is to offer the particular definition of what makes up a crime and to stipulate punishments for committing such a crime (Harr et al, 2012:15). No criminal law can be legitimate unless it includes both of these factors. The focus of criminal justice is, mainly concerned with the enforcement of criminal law. The National Archives, UK, deem that the chief objectives of the Criminal Justice System are to deliver justice for the inhabitants. This is done by the punishing and convicting the guilty, while aiding them to stop offending, at the same time protecting the innocent. The CJS in the UK is liable crime prevention and maintenance of justice, as well as other court duties including the collection of fines. The main functions of Criminal Justice Systems are the same all over the world, and their procedure for delivering justice are somewhat the same (The national archives 2010). On a global platform, we have the International Criminal Justice that specializes in International criminal law, which deals with individuals who are held responsible for crimes such as aggression, genocide, slavery, crimes against humanity, war crimes, and torture. Subsequent to World Wars one and two, the notion of an individual being held criminally accountable in an international field came into focus, predo minantly after the tribunals in Nuremberg that revealed Nazi leadership. Nowadays, many individuals who commit international crimes are prosecuted in international tribunals and mostly in the International Criminal Court (ICC). The Rome Statute created the ICC, which started operations on the 1st of July 2002. The ICC is governed by international laws, to provide justice for international crimes like genocide, crimes against humanity, war crimes and aggression (Bekou & Cryer, 2004:26). It was projected to complement existing national judicial systems, and it can only

A leader in healthcare Essay Example | Topics and Well Written Essays - 1250 words

A leader in healthcare - Essay Example They are flexible figures and in their absence to mediate, conflicts in diverse group can arise. Hence, an effective leader should possess the qualities of a change agent in order to lead an organization that can adjust and survive through the challenges of new developments in health care systems. What is permanent in this world is change. The statement is a common clichà © in most society, however, it still holds true in the health care aspect. Medical practitioners in various fields of expertise recognize the importance continuing education and training—updating their knowledge on what practices have been modified and which have been completely eliminated. Being a change agent not only means creating new ideas, it is also about going against the mainstream of usual system (Kouzes & Posner, 2008). The definition does not imply that this attribute in a leader is disrespectful on the higher authority such as the distinguished institutions. At some point, because of this characteristic, clashes in principles may occur. This is to be expected because most health care systems are founded on traditional and hierarchal system. Hence, the need to challenge what is the common way of doing things seems essential, for only with the perceived transformation can the door for impr ovement emerges. The process of change cannot take place if the leaders will just relax in the background. By being change agents, they tend to grab the opportunity to make active actions. The operative word is â€Å"now,† where leaders take hold of what they think is beneficial and turns it around to their advantage. The focus of these types of leaders is more on the external side of things--on the broader picture of the field (Buchbinder & Shanks, 2007). By employing the aid of various agencies, the multidisciplinary approach in change can be more productive and a wide spectrum of development is obtained—ensuring that the far fetching possibility of an organizational downfall will not

Sample Question and Answer in an Interview Essay Example for Free

Sample Question and Answer in an Interview Essay 1. Tell me about yourself.  Since this is often the opening question in an interview, be extra careful that you don’t run off at the mouth. Keep your answer to a minute or two at most. Cover four topics: early years, education, work history, and recent career experience. Emphasize this last subject. Remember that this is likely to be a warm-up question. Don’t waste your best points on it. 2. What do you know about our organization? You should be able to discuss products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy. see more:muet speaking question But don’t act as if you know everything about the place. Let your answer show that you have taken the time to do some research, but don’t overwhelm the interviewer, and make it clear that you wish to learn more. You might start your answer in this manner: â€Å"In my job search, I’ve investigated a number of companies. Yours is one of the few that interests me, for these reasons†¦Ã¢â‚¬  Give your answer a positive tone. Don’t say, â€Å"Well, everyone tells me that you’re in all sorts of trouble, and that’s why I’m here†, even if that is why you’re there. 3. Why do you want to work for us? The deadliest answer you can give is â€Å"Because I like people. † What else would you like-animals? Here, and throughout the interview, a good answer comes from having done your homework so that you can speak in terms of the company’s needs. You might say that your research has shown that the company is doing things you would like to be involved with, and that it’s doing them in ways that greatly interest you. For example, if the organization is known for strong management, your answer should mention that fact and show that you would like to be a part of that team. If the company places a great deal of emphasis on research and development, emphasize the fact that you want to create new things and that you know this is a place in which such activity is encouraged. If the organization stresses financial controls, your answer should mention a reverence for numbers. If you feel that you have to concoct an answer to this question – if, for example, the company stresses research, and you feel that you should mention it even though it really doesn’t interest you- then you probably should not be taking that interview, because you probably shouldn’t be considering a job with that organization. Your homework should include learning enough about the company to avoid approaching places where you wouldn’t be able -or wouldn’t want- to function. Since most of us are poor liars, it’s difficult to con anyone in an interview. But even if you should succeed at it, your prize is a job you don’t really want. 4. What can you do for us that someone else can’t? Here you have every right, and perhaps an obligation, to toot your own horn and be a bit egotistical. Talk about your record of getting things done, and mention specifics from your resume or list of career accomplishments. Say that your skills and interests, combined with this history of getting results, make you valuable. Mention your ability to set priorities, identify problems, and use your experience and energy to solve them. 5. What do you find most attractive about this position? What seems least attractive about it? List three or four attractive factors of the job, and mention a single, minor, unattractive item. 6. Why should we hire you? Create your answer by thinking in terms of your ability, your experience, and your energy. (See question 4. ) 7. What do you look for in a job? Keep your answer oriented to opportunities at this organization. Talk about your desire to perform and be recognized for your contributions. Make your answer oriented toward opportunity rather than personal security. 8. Please give me your definition of [the position for which you are being interviewed]. Keep your answer brief and task oriented. Think in terms of responsibilities and accountability. Make sure that you really do understand what the position involves before you attempt an answer. If you are not certain, ask the interviewer; he / she may answer the question for you. 9. How long would it take you to make a meaningful contribution to our firm? Be realistic. Say that, while you would expect to meet pressing demands and pull your own weight from the first day, it might take six months to a year before you could expect to know the organization and its needs well enough to make a major contribution. 10. How long would you stay with us? Say that you are interested in a career with the organization, but admit that you would have to continue to feel challenged to remain with any organization. Think in terms of, â€Å"As long as we both feel achievement-oriented. † 11.  Your resume suggests that you may be over-qualified or too experienced for this position. What’s Your opinion? Emphasize your interest in establishing a long-term association with the organization, and say that you assume that if you perform well in his job, new opportunities will open up for you. Mention that a strong company needs a strong staff. Observe that experienced executives are always at a premium. Suggest that since you are so well qualified, the employer will get a fast return on his investment. Say that a growing, energetic company can never have too much talent. 12. What is your management style?  You should know enough about the company’s style to know that your management style will complement it. Possible styles include: task oriented (I’ll enjoy problem-solving identifying what’s wrong, choosing a solution and implementing it†), results-oriented (â€Å"Every management decision I make is determined by how it will affect the bottom line†), or even paternalistic (â€Å"I’m committed to taking care of my subordinates and pointing them in the right direction†). A participative style is currently quite popular: an open-door method of managing in which you get things done by motivating people and delegating responsibility. As you consider this question, think about whether your style will let you work happily and effectively within the organization. 13. Are you a good manager? Can you give me some examples? Do you feel that you have top managerial potential? Keep your answer achievement and ask-oriented. Rely on example to buttress your argument. Stress your experience and your energy. 14. What do you look for when You hire people? Think in terms of skills, initiative, and the adaptability to be able to work comfortably and effectively with others. Mention that you like to hire people who appear capable of moving up in the organization. 15. Have you ever had to fire people? What were the reasons, and how did you handle the situation? Admit that the situation was not easy, but say that it worked out well, both for the company and, you think, for the individ ual. Show that, like anyone else, you don’t enjoy unpleasant tasks but that you can resolve them efficiently and -in the case of firing someone- humanely. 16. What do you think is the most difficult thing about being a manager or executive? Mention planning, execution, and cost-control. The most difficult task is to motivate and manage employees to get something planned and completed on time and within the budget. 17. What important trends do you see in our industry? Be prepared with two or three trends that illustrate how well you understand your industry. You might consider technological challenges or opportunities, economic conditions, or even regulatory demands as you collect your thoughts about the direction in which your business is heading. 18. Why are you leaving (did you leave) your present (last) job? Be brief, to the point, and as honest as you can without hurting yourself. Refer back to the planning phase of your job search. where you considered this topic as you set your reference statements. If you were laid off in an across-the-board cutback, say so; otherwise, indicate that the move was your decision, the result of your action. Do not mention personality conflicts. The interviewer may spend some time probing you on this issue, particularly if it is clear that you were terminated. The â€Å"We agreed to disagree† approach may be useful. Remember hat your references are likely to be checked, so don’t concoct a story for an interview. 19. How do you feel about leaving all your benefits to find a new job? Mention that you are concerned, naturally, but not panicked. You are willing to accept some risk to find the right job for yourself. Don’t suggest that security might interest you more than getting the job done successfully. 20. In your current (last) position, what features do (did) you like the most? The least? Be careful and be positive. Describe more features that you liked than disliked. Don’t cite personality problems. If you make your last job sound terrible, an interviewer may wonder why you remained there until now. 21. What do you think of your boss?

Apollo 13 Essays -- American History

Apollo 13 Apollo 13 launched on April 11, 1970 from the Kennedy Space Center in Florida. The crewmembers aboard the ship were James A. Lovell Jr., John L. Swigert Jr., and Fred W. Haise, Jr. Before the launch, there had been a few problems. Thomas K. Mattingly was supposed to fly on the Apollo 13 but he was exposed to the measles. He didn’t have the antibodies to fight the disease, causing him to not be able to go into space. Swigert took his place. Right before the launch, one of the technicians saw that the helium tank had a higher pressure than expected. Nothing was done to fix this. During liftoff, the second-stage engine shut down, causing the other engines to run longer than planned. Apollo 13 was off to a rocky start. During the flight, the second oxygen tank exploded. The oxygen tank contained liquid required for fuel and oxygen. Liquid oxygen has to be handled very carefully. The astronauts need to constantly stir the oxygen to prevent it from separating. The wires in the device needed to stir the oxygen were damaged, causing a big fire when electricity was passed through them. The explosion caused the number one oxygen to be critically damaged. This was bad because it left the ship with little power. Clueless about the real reason for the explosion, the crew thought a meteoroid had hit them. There was a large amount of damage caused by the explosions. Lovell looked out of the window, thirteen minutes after the explosion. He noticed that the ship was venting some gas out into space. Oxygen gas was leaking out of the spacecraft. Reacting on impulse, the astronauts closed the hatched between the Command Module and Lunar Module. Slowly, the crew and ground controllers began to realize that Apollo 1 3 was losing oxygen. Ap... ... to be separated from the ship. The Command Module had to be powered up again after being shut down for a long time. Mission Control had to write new documents for this new action. Normally, documents are written in three months before being performed. Mission Control, obviously, did not have that amount of time, causing them to have to write new documents in three days. Next, the crew got in the command module and let the lunar module go. The hard part was over. The ship landed safely in the South Pacific Ocean. The crew was rescued and brought onto the USS Iwo Jima. All three astronauts were returned to Earth unharmed. http://en.wikipedia.org/wiki/Apollo_13 http://www.lpi.usra.edu/lunar/missions/apollo/apollo_13/overview/ http://science.ksc.nasa.gov/history/apollo/apollo-13/apollo-13.html http://www.nasm.si.edu/collections/imagery/apollo/AS13/a13sum.htm

Heritage Doll company Essay

I agree with Apex to attain full compliance with SOX. As you know about Apex is private company and will be seeking for new external funding to expansion into a new segment of the printing sector therefore, the new investors are needed for them because they have to access capital market to raise money for the expansion to a lot invest in equipment as well as substract inventory and adding more promotional costs thus they have to going publics and this is a time decision for them because it will be forever changes how Apex goes through doing their business so a Initial Public Offering (IPO) has access to more and deeper of information, sources of capital than a private company thus they needed the 1st thing to align with SOX by going to public. Apex need to assess their readiness for stable sustain as a public company by requires all management to be prepare to meet shareholder and market expectations and address ongoing compliance and regulatory requirements, operational effectiveness, risk management, periodic reporting and investor relations. The one of preparation if Apex established the necessary financial statement integrity through the implementation of effective internal control system to support management’s reporting obligations as a public company they needed to comply with the Sarbanes-Oxley Act 2002 (SOX) for successful to going public. Sarbanes-Oxley Act 2002 (SOX) According to PricewaterhouseCoopers mentioned about SOX that it is current regulatory and disclosure issues if company will transform to IPO should consider the following: Internal Controls: Sarbanes-Oxley requires a management representatives are CEO and CFO to provide certain certifications in periodic with the Securities and exchange Commission (SEC) Audit committee: Sarbanes-Oxley requires public company to have set up audit committee by one of team have to expert in financial skill. Board of Director: Require external expert  = member from other company. Auditor relationship: Require company have to clarify their existing relationship with their outside audit firm. Code of ethics: Requires a code of ethics for senior financial officer. Loan to company executives: Prohibits public company from maintaining credit in the form of a personal loan. One of the advantages when they focus on SOX404 is that it forces company to think pro-actively, identify risks, document an assess existing controls and then design new preventive or detective controls. Moreover, Connor from Corporate Responsibility Magazine mentioned that SOX has benefited their company because of the recently proposed management guidance from the U.S. Securities and Exchange Commission (SEC) and the Public Company Accounting Oversight Board’s (PCAOB) to improve efficiency and quality over the long term. Therefore, Apex needed to comply with SOX by going to public aimed to expansion business to other operation and adding more investor. This benefit for Apex to comply this standards. References: Connors, T. SOX Benefits. Retrieved from http://www.thecro.com/node/400 Medeiros, M. (2013). Preparing for SOX 404(b) and an IPO. Retrieved from http://www.wolfandco.com/solutions/insights/602-preparing_for_sox_404_b_and_an_ipo/view PricewaterhouseCoopers. Roadmap for an IPO. Retrieved from http://www.pwc.com/us/en/transaction-services/assets/roadmap-for-an-ipo-a-guide-to-going-public.pdf

Technical Data Corporation

Harvard Business School 9-283-072 Rev. December 1, 1987 Th Jeff Parker was 38 years old, and held BS (1965), Master of Engineering (1966) and MBA (1969) degrees from Cornell University. After receiving his MBA, Parker had been employed in a number of positions in the investment industry. From 1969 to 1971, he worked for Smith Barney is m This case was prepared as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright  © 1983 by the President and Fellows of Harvard College. All rights reserved.No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical, photocopying, recording, or otherwise — without the permission of Harvard Business School. Distributed by HBS Case Services, Harvard Business School, Boston, MA 02163. Printed In U. S. A. 1 at er ia Jeff Parker lc an Since it was founded, TDC had proved t o be a more successful venture than Parker had thought probable when he started the company. By mid-1982, the company's revenues were running at an annual rate in excess of $1,000,000 and net profits after taxes were at a $270,000 annual rate. o tb e re Technical Data had been established in November of 1980. The necessary funds for starting the company had been raised by selling a package of debentures and stock representing 10% of the equity in the company to outside investors for $100,000. Parker retained 85% of the company. The outside investors were all active participants in the bond market. pr od uc ed Interdata Corporation supplied a wide variety of economic data and information services to a broad spectrum of firms. Interdata was a privately-held company with 1981 revenues of approximately $83 million. w ith u tp Technical Data was a supplier of data analysis services to the financial community specifically, to participants in the bond market, including bond traders, bond s alesmen, pension fund managers and bankers. er m is si on Technical Data Corporation fro m Scribbled at the bottom of the last worksheet was Parker's initial estimate of the value of his company. His calculations indicated a range of reasonable values from $5 to 10 million. Parker was somewhat aghast at the magnitude of this amount, given the firm's somewhat modest start only one and one-half years previously.When TDC was created in November, 1980 the total capitalization of the company was under $200,000. LA D C us to Jeff Parker, President of Technical Data Corporation (TDC), was going over some worksheets he had recently prepared. He was scheduled to meet the next day with Will Hollister, Chairman of Interdata Corporation. Hollister had asked Parker to discuss a possible investment by Interdata in TDC. Eventually, Hollister had said, Interdata was interested in buying the whole company. m Pu b lis h in g Technical Data Corporation . 283-072 Technical Data CorporationHarris Upham as a fixed income securities salesman. From 1972 to 1975, he was Vice President and Manager of the Corporate Bond Department of A. G. Becker. From 1975 to mid-1977, Parker helped develop a west-coast based bond operation for Loeb Rhoades. In mid-1977, Parker left San Francisco to come to Boston to work for Fidelity Management as a senior, fixed income portfolio manager. At Fidelity, Parker was responsible for managing the fixed income portion of a number of large pension fund portfolios. Th is Virtually all of the data analysis services embodied in TDC's product had been developed by Jeff Parker.During the period he had been employed as a bond trader and as a portfolio manager, he had written a number of proprietary programs to analyze bond data. In 1980, Parker had purchased an APPLE II micro-computer. He transferred all the programs he had developed over the years on large time-sharing systems so that they would run on the APPLE. The process of producing the â€Å"pages† to be sent out over the Telerate system was fairly simple. The requisite data were typed into the APPLE by a clerical worker. Then, the individual 2 m Also, TDC had introduced a number of new analytical services for use by traders of longterm bonds.By April of 1982, the company had expanded the number of pages of information offered from 19 to 40. There were always new ways to analyze or present data on yields and prices. at er ia lc Over the year and a half that the business had been in existence, a number of improvements had been made in the basic product. For example, when first introduced, the analysis of bond prices, yields and futures prices was updated only once a day. However, Technical Data had recently hired someone to update the data and analysis more frequently, in some cases as often as hourly. In the longer run, plans called for continuous updating by computer. n no tb e re pr TDC charged approximately $150. 00 per month per customer for access to its services. This fee was extremely modest in comparison to the other costs incurred by bond market professionals. By mid-1982, the company had over 500 paying subscribers, slightly under 10% of all the Telerate screens in existence. A representative list of customers is provided in Exhibit 2. od uc ed w Technical Data had the right to send out up to 40 â€Å"pages† of information over the Telerate system. Then, Telerate customers could contract separately with TDC to buy access to the TDC pages.Otherwise, the Telerate user could not gain access to the information. ith ou tp er The method of distributing the product was somewhat unusual. The data analysis was sent out over a computer network known as Telerate, the dominant distributor of fundamental data (e. g. , prices and volumes) in the bond business. By mid-1982, Telerate had over 6,000 customers, each of whom had a computer terminal linked electronically to Telerate's central computer. m is si on fro m The product had several components, all designed to provide information useful to bond market traders.For example, one service provided by TDC was an analysis of yield spreads on government securities of different maturities (e. g. , the difference between the yield available on a short-term treasury bill and the yield to maturity on a long-term government bond). A description of the basic product is contained in Exhibit 1. LA D C us to Parker left Fidelity in late 1980 to form TDC. The business plan called for the company to develop an information analysis system for sale to participants in the fixed-income securities business. The latter group would include bond traders, fixed-income salesmen, bankers and pension fund managers. Pu b lis h A Brief History of Technical Data Corporation in g . Technical Data Corporation 283-072 analysis programs were run to create summary reports useful to traders in the bond market. These reports were in turn transmitted directly to the Telerate central computer for transmission over the Telerate system. By mid-1982, TDC had 6 employees, including Parker. Parker was responsible for generating most of the ideas about product enhancements or new product introductions. Jody Morse, a Vice President of the firm, was in charge of office operations.Marketing of TDC's products was done on three levels. First, the Telerate system had certain pages set aside for advertisements. Also, advertisements were placed directly in relevant trade journals. The second level of marketing entailed direct contact by an employee of TDC on the phone. Possible users were identified and a phone call was placed to describe the product in some depth. Parker employed two people in this capacity. He called them â€Å"smilers and dialers. † The third level of marketing was done by Parker. Parker actively sought national exposure in the media.He made numerous presentations during meetings of bond market professionals. And, he made himself easily available to reporters for comments on current conditions in the bond markets. By mid-1982, Technical Data had an excellent reputation for delivering a high quality yet inexpensive product which was useful to investors in fixed income securities. Th Telerate had experienced tremendous growth over the past few years. The number of terminals in place was expected to reach 7,000 over the next year and a half. The company was just beginning to expand into the European market.A further complication in defining the size of the potential market for TDC was that there were suppliers of financial data other than Telerate. It was entirely feasible to provide the basic TDC services over other networks. And, perhaps even more importantly, the scope of TDC's product line could easily be expanded so that the potential market would be very large. In the last decade, there had been an 3 is m at er This list shows the approximate distribution of the existing Telerate customer base. However, Telerate had not come close to capturing 100% of all th e possible consumers of financial data on fixed-income securities. a lc an Total no Customer Type -U. S. Banks Brokers Mortgage Bankers Savings & Loans Insurance Companies Trading Operations and Money Managers Miscellaneous w ith Defining the market to which TDC's products were directed was somewhat difficult. A narrow definition suggested that the current subscribers to the Telerate system were the market. In turn, the distribution of Telerate's customers by type of business is given below: ou Telerate Systems, Inc. Approximate % of Total U. S. 20 % 25 20 7 2 20 6 100 % tb e re pr od uc ed tp er m The Market is si on fro m LA D C us to m Pu b lis h in g . 283-072Technical Data Corporation explosion in the number of types of securities in which money could be invested: stock options, financial futures, bond options, futures contracts on stock market indices were all relatively new investment media. Investors were hungry for information which would help them deal with the myriad choi ces among securities, and it was to this market that TDC would provide its services. For example, the company could provide a service similar to its bond market service to investors in common stocks. The dominant supplier of data in the stock market was a company called Quotron.Quotron had over 50,000 terminals around the world as compared with the 6,000 Telerate terminals. TDC could arrange to distribute a stock analysis service over the Quotron system on terms similar to those governing TDC's relationship with Telerate. It was also possible that TDC could deliver its current bond-based product to Quotron subscribers. To give some idea of the scope of possible products and distribution media, a copy of the Technical Data corporate charter is provided as Exhibit 3. The Competition Th is The company intended in the Fall of 1982 to introduce a brand new service over the Telerate system.Whereas the existing product provided data analysis of longer-term government securities and the rel ated financial futures, the new product would provide similar analysis for short-term financial securities (e. g. , U. S. Treasury Bills, certificates of deposit, and bankers's acceptances). Specialization by investors in the long-term or short-term end of the market suggested that there would not be much overlap in the client base. Both sets of customers, however, were very likely to have Telerate screens already installed as Telerate supplied raw data on securities of all maturities. m Parker had developed a strategic plan for the next several years which called for continued expansion and refinement of the company's current Telerate-based product. at er ia lc Future Plans and Projections an no Parker believed he had a significant advantage over other competitors, given his substantial knowledge of the market. His experience as a bond trader and as portfolio manager was an important asset. tb e re pr However, at least with respect to TDC's existing market niche, TDC's market penet ration was limited more by the ability of the company to contact otential customers and to sign them up than it was by direct competition. od uc ed Also, one of the reasons Interdata had contacted Parker was that the company was interested in expanding its data analysis capabilities. Like Telerate, Interdata was known principally as a supplier of raw data. w ith ou tp Indeed, Parker had discovered that Telerate was interested in developing its own analytical products to transmit over its system. It was possible that such products might be directly competitive to those offered by TDC.Parker knew, however, that Telerate would have to build a completely new department to produce analytical programs. Telerate had traditionally only provided raw financial data to the bond market. er m is si on fro m There were many current and possible competitors in the business of supplying data and analysis to the financial community. Some of these competitors were substantially larger in size than Te chnical Data. LA D C us to m Pu b lis h in g . Technical Data Corporation 283-072 Additionally, TDC planned to diversify away from Telerate as the sole distribution medium for its products.Specifically, the company was discussing arrangements with Quotron and Radiodata. As noted above, Quotron was the dominant supplier of financial information pertaining to the stock market. They were very much interested in performing a similar role in the fixed income markets. And, Parker's firm could provide services to stock investors similar to those provided for bond investors. In particular, Parker and TDC had expertise in some of the recently introduced financial securities – options and futures contracts on stock market indices such as the Standard & Poors 500. Th s m Financial Performance In November of 1980, when the company was formed, sales were zero. By mid-1982, sales were running at an annual rate of slightly over $1,000,000. From the day the company was formed to the end of A pril, 1982, the increment to retained earnings was $179,335. At that date, cash and marketable securities were slightly less than $400,000. Some recent financial statements and the associated notes to the financial statements are included as Exhibit 5. at er ia Current plans called for the introduction of two new software programs by the Fall of 1982.Parker hoped that introducing a complete line of programs with a common user interface would preempt the market, and would effectively create a barrier to entry. lc an no tb At Technical Data, Huebscher was in charge of overseeing the complete process of developing new stand-alone software programs. He would write some of the software himself, and he would assess the attractiveness of programs offered to TDC for resale by outside programmers. e re pr od Parker had recently hired a graduating MBA from Harvard Business School to be a product manager for the software series.Bob Huebscher had been a project manager for a software firm in Bo ston before entering business school. uc ed w In the last three years, the number of micro-computers being used by investment professionals had expanded dramatically. More generally, during this time period, over 1. 5 million so-called personal computers had been sold which could conceivably run software created by TDC. The introduction in late 1981 of a personal computer by IBM was an important event from TDC's perspective because its customer base was more likely to buy personal computers from IBM than from some of the other firms active in the industry. th ou tp er m is si on TDC was scheduled to introduce in July, 1982 the first of what was intended to be a broad line of financial software. The initial product was a yield calculator, and is described in Exhibit 4. The preliminary response in the market to pre-released versions of this product had been overwhelmingly enthusiastic. fro m LA Finally, TDC was in the process of introducing several stand-alone software products. These products were intended to be used by professional participants in the investment community on a personal computer. D C us to Radiodata was a relatively new company.They intended to supply information over the middle part of the FM radio band. The middle part was not used for radio transmission, but could provide a reliable means for transmitting data to specially equipped terminals. m Pu b lis h in g 5 . 283-072 Technical Data Corporation The asset requirements of TDC were minimal. In addition to normal office furniture, the company owned a number of personal computers. A fully equipped APPLE II computer, however, only cost $4,000. 00. When TDC had been formed, Parker had arranged to use the office space of a company active in the bond business.In return for free rent, Parker provided the company with the use of his programs. However, in the Spring of 1982, the company had signed a five year lease on new space in a downtown Boston building. The annual rent on the new office was $45 ,000. In March of 1982, Technical Data had entered into preliminary negotiations with Telerate to extend its contract to distribute its product. The company was attempting to sign a five year contract which would involve TDC paying Telerate a royalty of its Telerate-based revenues. It was very likely that these negotiations would be successfully concluded in the near future.Proforma Revenues and Expenses Th is Parker was in somewhat of a quandry as to how to value the company. Although TDC had been very successful from the start, a great deal of the potential value from operating the company came from future profits. In order to maintain the high rate of growth, the company would have to develop and introduce new products and sustain a strong marketing program. Parker decided that the best way to arrive at an appropriate price for the company was to obtain data on price earnings ratios being accorded in the stock market to comparable companies.Then, these multiples could be applied to the expected earnings of TDC over the next 12 months to arrive at a price. There were several sources of information on price earnings multiples. Parker had found a report which contained data on companies in the computer services industry. The list was compiled by an investment banking firm called Alex Brown & Sons. 6 m at er ia lc an Valuation no tb The three sets of revenue and expense forecasts are provided in Exhibits 6, 7 and 8.Attached to Exhibit 6 are estimates of the market shares necessary to achieve the customer and revenue targets in the base case forecast. e re pr od With respect to expense forecasts, Parker took the approach that at most expenses would be 50% of revenues. Assuming for simplicity an effective tax rate of 50%, the net margin on sales was expected to be 25%. uc ed w The revenue projections were broken down into a number of categories representing specific product line forecasts. In the first year of the forecast period, the bulk of the revenues were ex pected to come from the current Telerate business. th ou tp er Parker had developed three different forecasts for the revenues and expenses of the firm over the next three fiscal years ending October 31: expected values (base case); optimistic (best case) values; and, pessimistic (worst case) values. m is si on fro m LA D C us to The salary levels of the TDC employees depended in part on the level of profitability of the firm. As of April 30, 1982, Jeff Parker was receiving an annualized salary of $125,000. For the six months ended April 30, 1982, the total salary payments of TDC were $126,000. m Pu b lis h in g . Technical Data Corporation 83-072 There were two parts of the report which were of interest to Parker. The first was a list of some financial data on firms in the computer services industry for the period ending March 9, 1982. The list showed prices, dividend yields and price earnings ratios as well as other related data. The list is attached as Exhibit 9. The second part of the Alex Brown report was a graph showing the relationship between the price earnings ratios accorded firms in the sample and the expected long term growth rates of earnings for each. The graph is reproduced as Exhibit 10.Parker had also compiled a list of data on recent initial public offerings. That is, the data described the financial characteristics of companies issuing stock for the first time. These data are attached as Exhibit 11. Finally, Parker had gathered some more detailed information about some companies in businesses not disimilar to that of Technical Data. Some summarized data on Management Science of America, Quotron, Cullinane Data Base and Monchik Webber are shown in Exhibit 12. Th is m at er ia lc an no On the other hand, Parker didn't want to give away the company.He had worked hard for years, and this was the big payoff. He and his family had a lot at stake in the negotiations. This was one of the most important decisions he had ever had to make. tb e re pr T he final issue confronting Parker was how to negotiate with Hollister and Interdata. He knew Hollister well, and wanted to stay on good terms with him, regardless of the outcome of the negotiations. Therefore, he thought he would have to be reasonable in his demands. od uc ed For the purposes of estimating a reasonable discount rate, Parker had gathered some information on the financial markets in April of 1982.These data are provided in Exhibit 13. w ith ou With respect to alternative valuation methods, Parker was interested in seeing if he would arrive at a value different from those estimated by using price earnings ratios if he used discounted cash flow techniques. The questions here involved what the cash flows would be for Technical Data, what the appropriate time horizon for forecasting should be, and what discount rate to use. tp er m is si on There were several issues facing Parker. The first was how to use the information he had gathered above to arrive at a fair price for his company.A second issue was whether or not there was some other way to approach the valuation issue. fro m LA The Meeting with Hollister of Interdata Corporation D C us to m Pu b lis h in g 7 . 8 Th Exhibit 1 is at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m 283-072 m LA D C us Technical Data Corporation to m Pu b lis h in g . Th at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m Exhibit 1 (Continued) is m Technical Data Corporation LA D C us to m Pu b lis h 283-072 9 in g . 283-072 Technical Data Corporation Exhibit 2 Technical Data One Federal Street Boston, Massachusetts 02110 617 482 3341Th is 10 m at ACLI Government Securities Aetna Life Insurance Alex Brown & Sons Alliance Capital Management Allied Corporation American General Armco Bache Halsey Stuart Bankers Trust Bank of America Bear Stearns A. G. Becker Brown Brothers Harriman Cargill Investment Services Chase Manhattan Bank Chemical Bank Chicago Corporation Clayton Brokerage C OMARK Conti Commodities Continental Bank Connecticut General Dean Witter Reynolds Discount Corporation Donaldson Lufkin Jenrette Drexel Burnham Lambert Dry Dock Savings Drysdale Securities Ehrlich-Bober & Company Federal Home Loan Bank Federal National Mortgage Assoc.Fidelity Management & Research First Boston First City National Bank, Houston First National Bank of Boston Ford Motor Company Forstmann Leff Associates G. E. Pension GNP Commodities Goldman Sachs E. F. Hutton REPRESENTATIVE SUBSCRIBER LIST Harvard Management Heinold Commodities International Business Machines International Monetary Market Jennison Associates Kidder Peabody Lehman Bros. , Kuhn Loeb Lloyds Bank Mark Twain National Bank Mass. Financial Services MEG Asset Management Mercantile Bank of Canada Merrill Lynch Mobil Oil Morgan Guaranty Moseley Hallgarten Neuberger Berman Norton Simon Paine Webber Wm.E. Pollock T. Rowe Price Putnam Advisory Refco Partners Richardson Securities Scudder Stevens & Clark The Securit ies Group Shearson/American Express Smith Barney Standard Oil of Ohio State of California State of Illinois State of Minnesota State of Wisconsin Thompson McKinnon Travelers Insurance The Treasury Group Tucker Anthony Union Carbide Wertheim & Co. Wheat First Securities The World Bank er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m LA D C us to m Pu b lis h in g . Technical Data Corporation 283-072 Exhibit 3 TECHNICAL DATA CORPORATION CORPORATE CHARTERTechnical Data is in the business of providing decision support systems to the professional investment community. Essentially, the company provides products which enable investors to analyze data in order to make better investment decisions. The data which can be analyzed using Technical Data's products are those pertaining to virtually all publicly traded securities. Examples of securities would include U. S. Government bonds, commodity futures, common stocks and options on stocks. For each possible security, the rel evant data set would include current and historical prices, volume and open interest. Th is m at r ia lc an no tb e re Correspondingly, there are two methods of distributing Technical Data's products to the final customer. The first is over some electronic communications medium. An example would be the Telerate system. Technical Data's customers gain access to the data and analysis by subscribing to certain pages on the Telerate system. There are a number of other competing communications systems, including Quotron and Radiodata. The other distribution method for Technical Data is direct sales of products to consumers. An example would be a software package to be used on a microcomputer to analyze data. r od uc ed w ith ou There are essentially two modes in which the analysis of data can be done using Technical Data products. The first is what can best be described as â€Å"on-line:† that is, the data are analyzed as they are (continuously or periodically) updated on the rele vant securities market. The second mode of analysis is one in which the data are analyzed without immediate, computerized access to updated information. An example of the latter mode would be an analytical package provided to an investor in the form of a stand-alone software routine.The user of such a package would normally be responsible for entering the relevant data. tp er m is si on fro m The analytical tools provided by Technical Data are designed to provide information deemed useful to investors in making investment decisions in an easily understood format. With regard to format, both numerical and graphical displays are employed. LA D C us There are a number of ways in which these data can be analyzed. These include: price or volume trend analysis (so called technical analysis); fundamental analysis (e. g. , the pricing of options); and, relative pricing analysis (e. . , the spreads between the yields on various fixed income instruments). to m Pu b lis h in g 11 . 12 Th Exhib it 4 is at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m 283-072 m LA D C us Technical Data Corporation to m Pu b lis h in g . Technical Data Corporation 283-072 Exhibit 5 Income Statements* Year October 31 1981 371,557 20,216 17,139 8,240 417,152 391,773 3 Months January 31 1982 201,304 6,262 8,637 655 216,858 207,566 3 Months April 30 1982 241,568 4,557 10,957 1,138 258,220 246,125 6 Months April 30 1982 442,872 10,819 19,594 1,793 475,078 453,691Revenues: Subscription Income Equipment Sales Interest Other Total Revenues Note: Operating Revenues Costs and Expenses: Cost of Equipment Sales Salaries and Wages Other Operating Expenses Rent Interest Total Expenses Pre-Tax Income Taxes: Th is m at er ia lc an no tb e re pr od Current 23,025 39,866 Deferred 2,275 10,224 Total Taxes 25,300 50,090 Net Income 58,124 59,364 Earnings Before Interest & Taxes 78,660 104,192 Note: Depreciation & Amortization 9,154 2,724 Note: Telerate Royalty 74,598 26,911 Note: Rent 0 0 *S ee the summary of accounting principles at the end of this exhibit. s si on 13,984 145,719 161,650 0 12,375 333,728 83,424 3,818 46,325 53,886 0 3,375 107,404 109,454 C us 3,432 60,551 72,492 0 3,375 139,850 118,370 to m fro m LA D uc 45,123 11,410 56,533 61,837 110,788 2,724 26,927 0 ed w ith ou tp er m Pu b lis h 7,250 106,876 126,378 0 6,750 247,254 227,824 84,989 21,634 106,623 121,201 214,980 5,448 53,838 0 in g 13 . 283-072 Technical Data Corporation Exhibit 5 (Continued)Assets: Current Assets: Cash Marketable Securities Accounts Receivable Prepaid Expenses Other Total Current Assets Property & Equipment: Computer Equipment Office Equipment Motor Vehicles Total Property Less Accumulated Depreciation Net Property and Equipment Other Long-Term Assets TOTAL ASSETS Liabilities: Current Liabilities: Accounts Payable Accrued Liabilities Taxes Payable Deferred Subscription Income Total Current Liabilities Long-Term Debt Deferred Income Shareholders Equity: Common Stock Retained Earni ngs 67,927 3,886 20,107 91,920 8,876 83,044 1,238 422,734 73,174 3,886 20,107 97,167 11,525 85,642 1,163 559,953 150,199 49,941 138,041 271 0 338,452 233,048 49,941 187,112 1,476 1,571 473,148 174,384 224,197 217,804 1,135 3,425 620,945 October 31 1981 January 31 1982 April 30 1982 m is si on fro m LA D C us to uc ed w 13,984 56,412 23,025 113,747 207,168 90,000 2,275 19,110 11,625 55,336 198,951 285,022 90,000 2,275 ith ou tp er m Th is 14 m at er ia lc an no tb e re TOTAL SHAREHOLDERS EQUITY pr od 65,167 58,124 123,291 65,167 117,487 182,654 Pu b 75,566 3,886 20,107 99,559 14,174 85,385 1,088 707,418 15,022 27,583 95,740 232,295 370,640 90,000 2,275 65,167 179,335 244,502 lis h in g . Technical Data Corporation 283-072 Exhibit 5 (Continued) Summary of Significant Accounting Policies The Company bills subscription income in advance on an annual or monthly basis.Such billings are recorded as a liability (deferred subscription income) and taken into income ratably over the period tha t they are earned. Marketable securities are recorded at cost, which approximates market value. Th is m at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on Deferred income taxes relate to timing differences in the recognition of certain expenses for income tax purposes, principally depreciation. fro m Investment tax credits are accounted for on the flow-through method as a reduction of income taxes in the year in which the credits are available for tax purposes. LA D Organizational expenses are being amortized over a period of sixty months. C us Property and equipment are recorded at cost.Depreciation is computed on the straight-line method over the estimated useful lives of the assets for financial statement purposes, and principally accelerated methods for tax purposes. Costs of maintenance and repairs are charged to expense and significant renewals and betterments are capitalized. to m Pu b lis h 15 in g . 283-072 Technical Data Corporation Exhibit 6 Proforma Profit P rojections Expected Values Actual May/1982 Fiscal '82–'83 Fiscal '83–'84 Fiscal '84–'85 Growth Rates REVENUE SOURCE: Telerate: Customers $ Per Month Revenues Quotron: Customers $ Per Month Revenues Radiodata: Customers $ Per Month Revenues Newsletter: Customers $ Per Year Revenues Software: Customers Products $ Per Product Revenues New Bill Product:+ Customers $ Per Month Revenues See Assumptions Below) 553 156 1035216* 750 165 1485000 150 170 306000 250 100 300000 300 100 30000 200 10 250 500000 350 100 420000 0 3041000 760250 900 190 2052000 300 187 673200 500 110 660000 500 125 62500 1000 210 2520000 450 206 1110780 700 125 1050000 15. 47 12. 82 30. 27 C us to m fro m LA D tp er m 700 125 87500 200 30 250 1500000 700 125 1050000 400000 7718280 1929570 is si on uc ed w 200 20 250 1000000 500 125 750000 250000 5447700 1361925 ith ou TOTAL REVENUES no tb Other New Products: Stocks & For. Exchange e re pr od _______ 1035216 Th is Assumptions: 1. Expense Ratio (%) 2. Tax Rate (%) m at er *Annualized ia lc NET PROFIT an 50. 00 50. 00 The â€Å"Bill† Product was the data analysis service focusing on short-term financial securities (e. g. , Treasury Bills) which TDC intended to distribute over Telerate. 16 Pu b 73. 21 10. 00 90. 53 67. 33 11. 80 87. 08 52. 75 11. 80 70. 78 0. 00 73. 21 0. 00 73. 21 41. 42 11. 80 58. 11 NA 59. 31 59. 31 lis h in g . Technical Data Corporation 283-072 Exhibit 6 (Continued) Actual May/1982 ESTIMATED MARKET SHARES: Telerate (Bonds): Total Market TDI Customers Share Quotron: Total Market TDI Customers % Share Radiodata: Total Market TDI Customers % Share Telerate (Bills): Total Market TDI Customers % Share 7000 750 10. 71 24000 150 0. 63 2500 250 10. 0 7000 350 5. 00 8000 900 11. 25 48000 300 0. 63 3700 500 13. 51 8000 500 6. 25 9000 1000 11. 11 60000 450 0. 75 4900 700 14. 29 9000 700 7. 78 13. 39 15. 47 1. 84 58. 11 73. 21 9. 54 40. 00 67. 33 19. 52 13. 39 41. 42 24. 72 Fiscal '82–'83 Fiscal '83†“'84 Fiscal '84–'85 Growth Rates Th is m at er ia lc an no tb e re pr od uc ed w ith ou tp er Note: The other market share figures are not meaningful because TDC's expected share is very small. m is si on fro m LA D C us to m Pu b lis h in g 17 . 283-072 Technical Data Corporation Exhibit 7 Proforma Profit Projections Best Case Values Actual May/1982 Fiscal '82–'83 Fiscal '83–'84 Fiscal '84–'85 Growth RatesREVENUE SOURCE: Telerate: Customers $ Per Month Revenues Quotron: Customers $ Per Month Revenues Radiodata: Customers $ Per Month Revenues Newsletter: Customers $ Per Year Revenues Software: Customers Products $ Per Product Revenues New Bill Product: Customers $ Per Month Revenues Other New Products: Stocks & For. Exchange (See Assumptions Below) 553 156 1035216* 800 165 1584000 300 170 612000 400 100 480000 400 125 50000 1000 190 2280000 500 187 1122000 600 125 900000 600 150 90000 1200 210 3024000 600 206 1481040 22. 47 12. 82 38. 17 41. 42 10. 00 5 5. 56 50. 00 22. 47 83. 71 41. 42 9. 54 54. 92 41. 42 73. 21 9. 54 168. 33 41. 42 11. 80 58. 11 123. 61 73. 70 73. 70 si on fro m tp er uc ed 200 10 250 500000 500 100 600000 100000 m is 300 20 275 1650000 700 125 1050000 400000 7492000 1873000 w

Free Essays on From American Dream To Rock Opera

The Search for New Direction in the musical. From the ‘American Dream’ to the ‘Rock-Opera’. 1950 to 1978 were low-spirited ones for the musical. American musical theatre had been showing signs of exhaustion. This most seemingly anti-intellectual of genres carries its own ‘ideological project’. Before this, the musicals not only exhibited singing and dancing; they were about singing and dancing, explaining the magnitude of that experience. They not only gave the most intense pleasure to their audience but also supplied the justification for that pleasure. The pop songs of the day were the songs from the shows. With the increase in number of radio stations and the availability of portable radios recorded music became the music of the masses. With the arrival of the Beatles in 1964, Rock music exploded across the land sending other musical trends into hibernation! The occasional attempt to break out of the old moulds were unsuccessful and led nowhere. They showed inadequacies; being unmelodic and formless. With rare exceptions, audiences rarely left the theatre si nging the show tunes. Rock and roll couldn’t be assimilated in a dramatic structure. The songs didn’t tell a story. If rock and roll was used it would mean songs did not enhance and push the story forward, they would be separate from the story. Not until 1960 did Broadway face up to the emerging vogue. Musical theatre accepted rock music grudgingly. The eminence of the British musical has been the most significant theatre phenomenon in the world over the last twenty years. It has not only given British theatres a greatly needed financial boost but has changed ‘popular’ theatre indefinitely. Never will audiences see new musicals in the style of Oklahoma!, Brigadoon and South Pacific. With these musicals there was a danger of tipping from musical into melodrama. They never throbbed with subtlety because someone was always bursting into song about how every thin... Free Essays on From American Dream To Rock Opera Free Essays on From American Dream To Rock Opera The Search for New Direction in the musical. From the ‘American Dream’ to the ‘Rock-Opera’. 1950 to 1978 were low-spirited ones for the musical. American musical theatre had been showing signs of exhaustion. This most seemingly anti-intellectual of genres carries its own ‘ideological project’. Before this, the musicals not only exhibited singing and dancing; they were about singing and dancing, explaining the magnitude of that experience. They not only gave the most intense pleasure to their audience but also supplied the justification for that pleasure. The pop songs of the day were the songs from the shows. With the increase in number of radio stations and the availability of portable radios recorded music became the music of the masses. With the arrival of the Beatles in 1964, Rock music exploded across the land sending other musical trends into hibernation! The occasional attempt to break out of the old moulds were unsuccessful and led nowhere. They showed inadequacies; being unmelodic and formless. With rare exceptions, audiences rarely left the theatre si nging the show tunes. Rock and roll couldn’t be assimilated in a dramatic structure. The songs didn’t tell a story. If rock and roll was used it would mean songs did not enhance and push the story forward, they would be separate from the story. Not until 1960 did Broadway face up to the emerging vogue. Musical theatre accepted rock music grudgingly. The eminence of the British musical has been the most significant theatre phenomenon in the world over the last twenty years. It has not only given British theatres a greatly needed financial boost but has changed ‘popular’ theatre indefinitely. Never will audiences see new musicals in the style of Oklahoma!, Brigadoon and South Pacific. With these musicals there was a danger of tipping from musical into melodrama. They never throbbed with subtlety because someone was always bursting into song about how every thin...