EXAMINATION 7 IS RESEARCH PAPER.SELECT A TOPIC OF YOUR OWN. e.g..docx

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EXAMINATION 7 IS RESEARCH PAPER. SELECT A TOPIC OF YOUR OWN. e.g., poverty and crime, unemployment and divorce. To access journal articles as sources to write this paper, here is what to do: go to any google site type in : NCLIVE.ORG (double click) look for "ARTICLES" on the left side of screen (double click) search for "SOCIOLOGY DATABASE" using the down arrow till you see it. (double click) it will bring you to a screen where you would be asked to type in your search...this is the time to type in your own topic....unemployment and divorce (double click) this would bring you to series of journals that bear your topic. look for any 4 journals in FULL TEXT MODE, PRINT ALL 4 and be ready to write your paper. HERE IS HOW I WANT THE FORMAT OF THIS PAPER TO LOOK: PAGE 1: A. TITLE PAGE:a. name of your topicb. submitted by: your full namec. submitted to: professor's full named. semester name B. PAGE 2:HYPOTHESIS---here you write a statement which is in the form of an educated guess.e.g. the higher the rate of unemployment amongst married couple in the USA, the more likely their marriage ended in divorce. C. PAGES :3&4INTRODUCTION...you will then introduce your topic as you saw it done on your journals D. PAGES :5,6,7,8,9,10 or moreLITERATURE REVIEW. .here is when you really start to to write your paper till the end. You can write as much as you want. E. CONCLUSION PAGES F. BIBLIOGRAPHY/WORK CITED/REFERENCES .

Education

in the form of an educated guess.e.g. the higher the rate of
unemployment amongst married couple in the USA, the more
likely their marriage ended in divorce.
C. PAGES :3&4INTRODUCTION...you will then introduce
your topic as you saw it done on your journals
D. PAGES :5,6,7,8,9,10 or moreLITERATURE REVIEW. .here
is when you really start to to write your paper till the end. You
can write as much as you want.
E. CONCLUSION PAGES
F. BIBLIOGRAPHY/WORK CITED/REFERENCES

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Examine how nature is discussed throughout “The Open Boat.” Look at the literary critical piece by Anthony Channell Hilfer. Once you have established your own ideas, consider how Hilfer discusses nature in the short story and analyze the following questions: What does nature mean to the men aboard the boat? or Do their perceptions of nature shift throughout the story? Why or why not? Do their perceptions of nature shift throughout the story? Why or why not? Write down a loose response about what I think of the question and what I remember of the story. ICE method. I introduce the citation C the citation itself E explain its meaning to your argument. The scenes shift with no discernable rhyme or reason. Crane invites every reader in. Critic Anthony Channell Hilfer disagrees with point, saying, “Crane’s image is an accusation of the putative picturesque spectators” (Hilfer 254). Hilfer’s challenge goes against what Crane is trying to do, by making nature a copilot through the reading. 3. Nature as Protagonist in “The Open Boat” Anthony Channell Hilfer Texas Studies in Literature and Language, Volume 54, Number 2, Summer 2012, pp. 248-257 (Article) Published by University of Texas Press DOI: For additional information about this article [ Access provided at 9 Apr 2020 17:36 GMT from Marymount University & (Viva) ] https://doi.org/10.1353/tsl.2012.0012 https://muse.jhu.edu/article/476402 https://doi.org/10.1353/tsl.2012.0012 https://muse.jhu.edu/article/476402 Anthony Channell Hilfer248 3. Nature as Protagonist in “The Open Boat” The bottom of the sea is cruel. —Hart Crane, “Voyages” As many critics have argued, questions of perspective and epistemology are central to Stephen Crane’s “The Open Boat” (Kent; Hutchinson). The story’s first sentence famously clues us to this: “None of them knew the color of the sky” (68). But behind the uncertainties of perspective is a determinable ontology, a presence, or rather, I shall argue, a sort of presence, the existence of which implies a rectified aesthetic response. This response emerges, however, from negations, denials, and occultations: what is not seen, who is not there, and what does not happen.3 Here again, when we look at nature we behold things that are not there and miss “the nothing that is.” Fully as much as Stevens in “The Snow Man,” Crane is concerned with certain conventions of representation: personification, the picturesque, the American sublime, and the melodramatic, which although it does not inform “The Snow Man” is played on in Stevens’s “The Ameri- can Sublime.” Crane’s story is intertextual with nature poetry, sentimental poetry, hymns, and landscape art, as well as with Darwinism, theological clichés, and, less obviously, theological actualities. For the most part these conventions add up to what the Stevens poem declares is “not there.” To get to “the nothing that is” we must first traverse this ocean of error. Doing so helps keep our p.

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Executive Compensation and Incentives Martin J. Conyon* Executive Overview The objective of a properly designed executive compensation package is to attract, retain, and motivate CEOs and senior management. The standard economic approach for understanding executive pay is the principal-agent model. This paper documents the changes in executive pay and incentives in U.S. firms between 1993 and 2003. We consider reasons for these transformations, including agency theory, changes in the managerial labor markets, shifts in firm strategy, and theories concerning managerial power. We show that boards and compensation committees have become more independent over time. In addition, we demonstrate that compensation committees containing affiliated directors do not set greater pay or fewer incentives. Introduction E xecutive compensation is a complex and con- troversial subject. For many years, academics, policymakers, and the media have drawn attention to the high levels of pay awarded to U.S. chief executive officers (CEOs), questioning whether they are consistent with shareholder interests.1 Some academics have further argued that flaws in CEO pay arrangements and deviations from shareholders’ interests are widespread and considerable.2 For example, Lucian Bebchuk and Jesse Fried provide a lucid account of the managerial power view and accompanying evidence.3 Marianne Bertrand and Sendhil Mullainathan too provide an analysis of the ‘skimming view’ of CEO pay.4 In contrast, John Core et al. present an economic contracting approach to executive pay and incentives, assessing whether CEOs receive inefficient pay without performance.5 In this paper, we show what has happened to CEO pay in the United States. We do not claim to distinguish between the contracting and managerial power views of executive pay. Instead, we document the pattern of executive pay and incentives in the United States, investigating whether this pattern is consistent with economic theory. The Context: Who Sets Executive Pay? B efore examining the empirical evidence pre- sented in this paper, it is important to consider the pay-setting process and who sets executive pay. The standard economic theory of executive compensation is the principal-agent model.6 The theory maintains that firms seek to design the most efficient compensation packages possible in order to attract, retain, and motivate CEOs, executives, and managers.7 In the agency model, shareholders set pay. In practice, however, the compensation com- mittee of the board determines pay on behalf of shareholders. A principal (shareholder) designs a contract and makes an offer to an agent (CEO/ manager). Executive compensation ameliorates a moral hazard problem (i.e., manager opportunism) arising from low firm ownership. By using stock options, restricted stock, and long-term contracts, shareholders motivate the CEO to maximize firm value. In other words, shareholders try to design optimal compensation packages .

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Executing the Strategy Learning Objectives After reading this chapter, you should be able to: • Distinguish good operational plans from weak ones. • Detail the value of tracking progress on all operational plans. • Discuss why emergent strategies occur and how they might affect an organization’s current strategy. • Implement the ten basic steps of a generic strategic formulation process. • Manage, improve, and evaluate an existing strategic management process. Chapter 9 Neil Webb/Ikon Images/Getty Images spa81202_09_c09.indd 247 1/16/14 10:08 AM CHAPTER 9Section 9.1 Managing Operational Plans Implementing a strategy (see Figure 1.1) in the real world is not a leisurely swim across a calm pond on a sunny day, but rather like crossing from one bank of a raging river to the other, encountering hidden eddies, fog, driving rain, lightning, and riptides along the way. While it is not impossible to reach the other bank (the goal), the task often becomes one of overcoming obstacles and making constant adjustments without losing sight of the goal. Implementation is like that. Even the most brilliant strategy is worthless if it cannot be implemented. This chapter focuses on strategy execution and its difficulties. Part of the chapter is devoted to assessing, improving, and managing the strategy formulation process itself. 9.1 Managing Operational Plans The process for obtaining board approval of operational plans is covered in this chapter. Exactly what is it that gets approved? An operational plan is a document that specifies the projects or tasks that must be accomplished to achieve particular operational objectives. Many of these plans will contain activities that are ongoing. Some will include plans for enhanced or new services. Details specified in operational plans include the names of those who will be involved and the individual responsible for each one, what equipment will be needed, when each will start and end, and the estimated costs for each activity. Given the level of detail required, it should come as no surprise that an operational plan for a large functional unit, such as the nursing department in a hospital, can run to many pages, as there are lots of activities to be detailed. Operational plans for small HSOs such as physi- cian clinics and community health centers may be just a few pages long unless new strategic initiatives are to be undertaken. It takes contributions from everyone who will be involved in that HSO’s operations to create such plans. They will make sure that continuing current operations are included in the plans, which is easily done. What adds a level of com- plexity and difficulty is incorporating additional tasks demanded by a change in strategy. Consider the following scenarios, which illustrate the difficulty in creating operational plans that involve more than simply repeating what was done the previous year: Javier Larrea/age fotostock/Getty Ima.

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Executing Strategies in a Global Environment: Examining the Case of Federal Express 5-7 pages Requirements: 1. An al yz e Fe d era l E x pre ss ’ s v a lu e cr e atio n f r ont i e r , a n d deter m in e w h i ch o f th e f ou r bu i l d i ngb l oc k s o f c o m pet i t i v e a d v a nta g e t h e co m pa n y n eed s i n orde r t o con t i n u e t o m a i n t a i n a b o v e-a v er a g e pro f ita b i l i t y . Provi d ea ra ti o n aletosup p orttheresponse. 2. Deter m i n e th e m a i n aspe ct o f produc t d i ff erent i atio n a n d capac i t y c o ntr o l t h a t Fe d era l E x pre s s c oul d us e i n or d e r t o m a i n t a i n a n ed g eo v e r i tsr i v a l s .J u st i f y t h er e sp on se. 3. A ss es s th e e f f i c i en c y o f Federa l E x pre ss ’ s c ur r en t bu s i ne ss m odel , a n d reco m m en d o n e (1 ) ne w bu s i n es s -leve l stra t e g y t h a t gi v e s t h e co m pa n ya co m p et i t i ve a dvant a g e ove r it s r i v a l s. P r o v i d earat i o n ale f o rthereco m m enda ti on. 4. E x a m in e th e m anne r i n wh i c h overa l l g l o b a l co m pet i t i o n m a y i m pa ct th e n e w bu s i ne ss strate g y tha t y o u re c o m m ende d i n Que s t i o n 3 . Next , su g ge st on e (1 ) si g n i f i c an t w a y t ha t Feder a l E x pre s s m a y c on f r on t i ts g l ob a lc o m pet it i o n .

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