Milk parlour Essay Example for Free

Milk parlour Essay With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m., during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m.as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m., during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m.as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m.as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m., during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m.as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m., during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m.as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m., during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m.as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’ With 150 cows to milk, Fred invested in a ‘carousel’ parlour where cows are milked on a slow-moving turntable. Milking usually lasts from 4. 30 p. m. to 7. 00 p. m. , during which time visitors can view from a purpose-built gallery which has space and explanatory tape recordings, via headphones, for 12 people. Gillian has found that, on average, spectators like to watch for 10 minutes, including five minutes for the explanatory tape. ‘We’re sometimes a bit busy on Saturdays and Sundays and a queue often develops before 4. 00 p. m. as some people want to see the milking and then go home. Unfortunately, neither Fred nor the cows are prepared to start earlier. However, most people are patient and everybody gets their turn to see this bit of high technology. In a busy period, up to 80 people per hour pass through the gallery. ’

Project Manager As Uninspired Taskmaster Information Technology Essay

Project Manager As Uninspired Taskmaster Information Technology Essay PROJECTS change. This simple fact is not fundamentally due to a lack of planning or incompetence on the part of project managers and project developers. Rather, change is an inherent characteristic of any growing entity. Embedded projects grow as much as they are built. Living things adapt to their environment. The environment surrounding any embedded project is ever in flux. Budgets change. Resources change. Schedules change. Competition changes. Customer needs change. Even if this changing environment could be eliminated, another form of change would continue to affect embedded projects. A project learns as it grows and must change in response to this learning. That is, as features come to fruition, the developers, users, customers, and managers become more fully aware of the projects reality. First, by traditional project management we refer mainly to any methodology where project development is viewed as a specialized version of manufacturing or as a construction project. This ty pe of project management is identified by its sequential phases of design, implementation, and testing (the waterfall approach) planned out through critical path analysis (usually represented via Gantt charts). Second, we address here only those projects that include any sort of variability or unknowns in their requirements Agile methodologies such as eXtreme Programming (XP), SCRUM and Feature-Driven Development strive to reduce the cost of change throughout the project development process. For example, XP uses rapid iterative planning and development cycles in order to force trade-offs and deliver the highest value features as early as possible. In addition, the constant, systemic testing that is part of XP ensures high quality via early defect detection and resolution. In spite of some early success with agile methodologies, a number of factors are preventing their widespread adoption. Agile methodology advocates often find it difficult to obtain management support for implementing what seem like dramatic changes in application development. These methodologies require developers, managers and users alike to change the way they work and think. For example, the XP practices of pair programming, test-first design, continuous integration, and an on-site customer can seem like daunting changes to implemen t. Furthermore, these methodologies tend to be developer-centric and seem to dismiss the role of management in ensuring success. Traditional management theory assumes that: Rigid procedures are needed to regulate change Hierarchical organizational structures are means of establishing order Increased control results in increased order Organizations must be rigid, static hierarchies Employees are interchangeable parts in the organizational machine Problems are solved primarily through reductionist task breakdown and allocation Projects and risks are adequately predictable to be managed through complex up-front planning Within this context, it is small wonder that the new methodologies appear informal to the point of being chaotic, egalitarian to the point of actively fostering insubordination, and directionless in their approach to problem solving. We believe that the slow adoption of agile methodologies stems mainly from this misalignment between the fundamental assumptions of traditional management and those of the new agile development methodologies. As such, there is a significant need for a change in assumptions and a new management framework when working with agile methodologies. Specifically, we have begun to build the notion of complex adaptive systems (CAS) into our management assumptions and practices. Complexity scientists have studied the collective behaviour of living systems in nature such as the flocking of birds, schooling of fish, marching of ants and the swarming of bees. They have discovered that, while the individual agents in these complex adaptive systems possess only local strategic rules and capacity, their collective behaviour is characterized by an overlaying order, self-organization, and a collective intelligence that is greater than the sum of the parts. The theory of CAS has been applied successfully in several areas economics, life sciences and more recently, to management. These concepts of CAS led to the inspiration that like the XP team, project managers also need a set of simple guiding practices that provide a framework within which to manage, rather than a set of rigid instructions. Following these practices, the manager becomes an adaptive leader setting the direction, establishing the simple, generative rules of the system, and encouraging constant feedback, adaptation, and collaboration. This management framework, covered in detail in Section 4, provides teams implementing agile methodologies with: An intrinsic ability to deal with change A view of organizations as fluid, adaptive systems composed of intelligent living beings A recognition of the limits of external control in establishing order, and of the role of intelligent control that employs self-organization as a means of establishing order An overall problem solving approach that is humanistic in that: It regards employees as skilled and valuable stakeholders in the management of a team. It relies on the collective ability of autonomous teams as the basic problem solving mechanism. It limits up-front planning to a minimum based on an assumption of unpredictability, and instead, lays stress on adaptability to changing conditions. The Problem: Project Management as Uninspired Taskmaster Traditional project lifecycle development methodologies grew out of a need to control ever-larger development projects, and the difficulties of estimating and managing these efforts to reliably deliver results. These methodologies drew heavily on the principles from engineering such as construction management. As a result, they stressed predictability (one has to plan every last detail of a bridge or building before it is built), and linear development cycles requirements led to analysis which led to design which in turn led to development. Along with predictability, they inherited a deterministic, reductionist approach that relied on task breakdown, and was predicated on stability stable requirements, analysis and stable design. While these methodologies may have worked for some organizations in the past and may still work in some circumstances, for many companies these methodologies only added cost and complexity while providing a false sense of security that management was doing something by exhaustively planning, measuring, and controlling. Huge costs were sunk in premature planning, without the rapid iterative development and continuous feedback from customers that we have come to realize are prerequisites for success today. The results are stark repeated, public failures such as the London Ambulance System and the Denver Airport Baggage system earned the project industry a reputation for being troublesome with huge cost overruns and schedule slippages. Consider the results of the Standish Groups CHAOS surveys. In the first survey, it was estimated that only 18 percent of all project projects were considered successful, 31 percent were failures and 53 percent were challenged. Comparatively, the 1998 figures showed a marked improvement in which 26 percent were successful, 46 percent were challenged and 28 percent were failures. The study attributed the increase in success to scaling the size of projects back to manageable levels using smaller teams. This result is clearly in line with the principles of agile methodologies. Furthermore, many established project management practices still apply to agile development projects with some adaptation and a strong dose of leadership. While managers designed traditional methodologies in an effort to control projects, the technical community gave birth to agile methodologies in response to their frustrations with traditional management (or lack thereof) and the resulting impact on their produc ts and morale. For example, the principles of XP are focused almost entirely on the development process. While the technical community has championed these principles, very little has been written about the management side of agile development projects. The traditional project manager is often seen as a taskmaster who develops and controls the master plan that documents (often in excruciating detail) the tasks, dependencies, and resources required to deliver the end product. The project manager then monitors the status of tasks and adjusts the plan as necessary. So for many managers comfortable with traditional methodologies, the prospect of implementing agile methodologies on their development projects can be daunting. But it doesnt need to be. In fact, independent of agile methodologies, other trends in project management indicate a point to a convergence between the management community and the technical community. The Solution: Project Manager as Visionary Leader The best project managers arent just organizers they combine business vision, communication skills, soft management skills and technical savvy with the ability to plan, coordinate, and execute. In essence, they are not just managers they are leaders. While this has always been the case, agile project management places a higher importance on the leadership skills than ever before. For example, XP teams create and monitor their own iteration plans in collaboration with the customers. The customer creates stories (features) and prioritizes them based on business value. Agile methodologies free the project manager from the drudgery of being a taskmaster thereby enabling the project manager to focus on being a leader someone who keeps the spotlight on the vision, who inspires the team, who promotes teamwork and collaboration, who champions the project and removes obstacles to progress. Rather than being an operational controller, the project manager can become an adaptive leader if sh e can relinquish her reliance on old style management. The basic phases of an agile development project are really no different from those of any other project. He still must define and initiate the project, plan for the project, execute the plan, and monitor and control the results. But, the manner in which these steps are accomplished is different and require the project manager to retrofit what they know about traditional management to a new way of thinking the thinking of complex adaptive systems. The practices outlined below provide a framework for project managers working in this new world. The Means: An Agile Project Management Framework The authors have applied XP successfully on several projects over the past years, and evolved the use of XP practices as an integral part of a CAS inspired framework for agile project management, as described in Section 4.2. Section 4.1 provides a guiding philosophy of the team as a complex adaptive system. 4.2 A CAS-Based Project Management Framework: Six Practices for Managing Agile Development Project We have established a CAS-based project management framework with six Agile Project Management (PM) practices for managing agile development projects Guiding Vision, Teamwork and Collaboration, Simple Rules, Open Information, Light Touch and Agile Vigilance. Together these practices help us to manage our teams as complex adaptive systems while allowing us the freedom to overlay our own personal leadership styles. The six practices build on the fundamentals of CAS, as shown in Table 1. These practices are explained in further detail in Sections 4.2.1 through 4.2.6. Practice #1: Guiding Vision Establish a guiding vision for the project and continuously reinforce it through words and actions. As articulated by Margaret Wheatley [1], when a project vision is translated into a statement of the greater purpose and dreams of the organization, and communicated to all members of the team, it serves as a field that has a powerful effect on their behaviour. It can permeate the project environment and influence team behaviour in extremely positive ways, much more so than a simple task can. A real example of this principle is the use of the commanders intent in the U.S. Army. The Army knows that its leaders cannot be everywhere in the field of combat controlling all the decisions. Therefore, Army leaders clearly establish the commanders intent to serve as a guide on which soldiers can base their own initiatives, actions and decisions. Thus, even if the mission falls on the shoulders of the lowest ranking person, she must be able to understand and carry out the mission. Likewise, the agile manager, can guide the team and continuously influence team behaviour by defining, disseminati ng and sustaining a guiding vision. At the outset of the project, work closely with the customer to understand the vision for the project, how it is expected to support business goals, and how it will be used. A strong grasp of the vision will help the team through difficult decisions about business value and priority and keep them focused on and inspired by the ultimate goal. 4.2.2 Practice #2: Teamwork Collaboration Facilitate collaboration and teamwork through relationships and community. The project managers role is to actively facilitate collaboration and establish the conditions for good relationships. Good relationships among team members start with the project managers relationship with the team members. Know what makes each of them tick outside of work and what motivates each of them at work. He should help team members get to know each other by creating opportunities and the right conditions. Opportunities can be created from planning games, everyday interaction, and special events. To set the right conditions, he must establish an environment in which team members treat each other with respect. He may even need to intervene to stop disrespectful behaviour. Some people may not be comfortable bringing their technical problems to the group. The project manager must monitor the team dynamics and decide when to intervene. As the project progresses, continue to look for special opportunities to get to know people better and to help the team know each other. For example: Establish a regular day for group order-in or potluck lunches Giving team members fun (positive!) nicknames Celebrating successes and milestones with nominal gifts that reflect knowledge of staff interests (e.g., music, gift certificates, special foods).The team that laughs and plays together works together better. Practice #3: Simple Rules Establish and support the teams set of guiding practices. In a CAS, agents follow simple rules, but their interactions result in complex behavior emerging from the bottom-up over time. For example, birds in a flock follow simple rules such as avoiding objects, keeping pace and staying close to other birds. By following these simple rules, flocks of birds exhibit complex, collective behavior by flying in formation for long distances and adapting to changing conditions along the way. Similarly,These XP practices provide the team with a flexible structure within which to work Take a leading role in encouraging the team to try certain practices about which team members may be doubtful. In applying the XP practices, he must set up simple generative rules that are just enough to provide clear boundaries, but not so much as to restrict the autonomy and creativity of the team. Throughout the project, appropriately point out when practices are not being followed and seek to understand why, looking for opportunities to adjust and improve on the pract ices or their practical use. 4.2.4 Practice #4: Open Information Provide open access to information. For an agile team to be able to adapt, information must be open and free flowing. Traditional managers have long prevented this openness and freedom because of a fear that it will result in chaos. Because of this fear, traditional managers have controlled information and meted it out on a need to know basis. On traditionally managed projects, teams often feel like they dont know what is going on only the project manager has the master plan and only the project manager interacts with project sponsor. In the agile world, information is freed to leverage its power. To promote open information, he can try a variety of techniques: Place team members within close proximity of each other whenever possible. Make use of information radiators such as whiteboards, charts, etc to disseminate information. Establish daily status meetings to promote the flow and exchange of information. 4.2.5 Practice #5: Light Touch Apply just enough control to foster emergent order. We believe that control and order are related in a way as illustrated in Figure 1. Without any control at all, there exists a certain level of order due to self-organization, depending on the team skills and dynamics. Initially, as control increases, order increases somewhat linearly, and reaches a narrow plateau quickly, decreasing very rapidly afterwards. Of course, the conventional view holds that the initial condition of no control starts off without any order atall, with an increasing linear relationship. Visionary control is a delicate mix of emergent and imposed order. To impose order, he must impose some control, but do it with a light touch. With a progressive light-touch mindset, lay out project plans at a high-enough level to give the team room for innovation, creativity and rapid response to dynamic environments. Ensure that the project plans are synchronized with her guiding vision, and that they are based on functionality to be delivered and not tasks 4.2.6 Practice #6: Agile Vigilance Constantly monitor and adjust. In leading a team by establishing a guiding vision, fostering teamwork and cooperation, setting simple rules, championing open information, and managing with a light touch, the job of the agile manager has been likened to herding cats each person has his or her own ideas, and is likely to behave in accordance with those ideas. The agile manager, therefore must be continually vigilant to merit the mantle of leadership: monitoring progress, and keeping a finger on the pulse of the development team. Reinforce the guiding vision at every opportunity examine project decisions to see whether they line up with the vision. Continually encourage teamwork and collaboration. Establish simple rules, but take every opportunity to conduct process reflections: regularly examine what works and what needs improvement Operate with a light touch. Intervene quickly, but wisely to solve personnel issues. Motivate and reward initiative, but manage expectations. Recognize and encourage self-organization, but disallow cliques. Conclusion The lack of guidance for project managers of agile development projects has been a gaping hole in the project development community over the past several years. The contrast between the world of agile project development and traditional project management has left many managers wondering what their role should be. By viewing the agile development team as a complex adaptive system and the manager as an integral part of that system, we have begun to develop a framework for managers. This framework of practices is meant to overlay the practices of existing agile methodologies such as XP, and provide clear guidelines for the visionary leadership of projects that use them. These six practices of agile project management do not provide a sure-fire recipe for success.

Examination of Womens Friendships through an Analysis of Katherine Phi

Examination of Women's Friendships through an Analysis of Katherine Philips' Friendship's Mystery: To My Dearest Lucasia When readers reflect on the poetry of the seventeenth century, poets such as John Donne and the Metaphysicals, Jonson and the Cavaliers, and John Milton often come to mind. The poetry crosses over various boundaries of Neoplatonic, Ovidian, and Petrarchan forms, for example, often with many references to women filling the lines. Described as helpless creatures, seventeenth century women were often shut out from all possibilities of power, and they were generalized into four categories: virgins, women to be married, married, and widowed. In the state of marriage, women were forced to be the submissive, powerless objects of their husbands. Equality and balance within their marriages were of no concern to men of the seventeenth century. Out of the oppressive setting of the seventeenth century arose very few women poets; however, Katherine Philips not only became a poet, but she also displayed her will to survive by responding to the negativity that surrounded the lives of females, especially the oppression of women in marriages. By focusing on the importance of friendships between women Philips used her poetry, specifically "Friendship's Mystery: To My Dearest Lucasia," as an outlet to critique the misogyny and misrepresentations of marriages put forth by male poets, such as John Donne, and the oppressive social settings of the seventeenth century. In order to better understand Philip's critique of Donne within the lines of her poetry, a reading of twentieth century critic Adrienne Rich's essay "When We Dead Awaken: Writing for Re-Vision" ... ...Company, 2000. Donne, John. "The Canonization." Abrams 1240-1241. Donne, John. "The Relic." Abrams 1253-1254. Donne, John. "The Sun Rising." Abrams 1239. Hageman, Elizabeth H. "The Matchless Orinda: Katherine Philips." Women Writers of the Renaissance Reformation. Georgia, 1987. Mendelson, Sara and Patricia Crawford. Women in Early Modern England 1550-1720. New York: Oxford University Press, 1998. Philips, Katherine. "Friendship's Mystery: To My Dearest Lucasia." Souers, Philips Webster. The Matchless Orinda. London: Oxford University Press, 1931. Rich, Adrienne. "When We Dead Awaken: Writing for Re-vision." On Lies, Secrets, and Silence. New York: W.W. Norton and Company, 1979. 33-49. Wiesner, Merry E. Women and Gender in Early Modern Europe. New York: Cambridge, 1993. Norton Topics Online: www. wwnorton.com/nael Examination of Women's Friendships through an Analysis of Katherine Phi Examination of Women's Friendships through an Analysis of Katherine Philips' Friendship's Mystery: To My Dearest Lucasia When readers reflect on the poetry of the seventeenth century, poets such as John Donne and the Metaphysicals, Jonson and the Cavaliers, and John Milton often come to mind. The poetry crosses over various boundaries of Neoplatonic, Ovidian, and Petrarchan forms, for example, often with many references to women filling the lines. Described as helpless creatures, seventeenth century women were often shut out from all possibilities of power, and they were generalized into four categories: virgins, women to be married, married, and widowed. In the state of marriage, women were forced to be the submissive, powerless objects of their husbands. Equality and balance within their marriages were of no concern to men of the seventeenth century. Out of the oppressive setting of the seventeenth century arose very few women poets; however, Katherine Philips not only became a poet, but she also displayed her will to survive by responding to the negativity that surrounded the lives of females, especially the oppression of women in marriages. By focusing on the importance of friendships between women Philips used her poetry, specifically "Friendship's Mystery: To My Dearest Lucasia," as an outlet to critique the misogyny and misrepresentations of marriages put forth by male poets, such as John Donne, and the oppressive social settings of the seventeenth century. In order to better understand Philip's critique of Donne within the lines of her poetry, a reading of twentieth century critic Adrienne Rich's essay "When We Dead Awaken: Writing for Re-Vision" ... ...Company, 2000. Donne, John. "The Canonization." Abrams 1240-1241. Donne, John. "The Relic." Abrams 1253-1254. Donne, John. "The Sun Rising." Abrams 1239. Hageman, Elizabeth H. "The Matchless Orinda: Katherine Philips." Women Writers of the Renaissance Reformation. Georgia, 1987. Mendelson, Sara and Patricia Crawford. Women in Early Modern England 1550-1720. New York: Oxford University Press, 1998. Philips, Katherine. "Friendship's Mystery: To My Dearest Lucasia." Souers, Philips Webster. The Matchless Orinda. London: Oxford University Press, 1931. Rich, Adrienne. "When We Dead Awaken: Writing for Re-vision." On Lies, Secrets, and Silence. New York: W.W. Norton and Company, 1979. 33-49. Wiesner, Merry E. Women and Gender in Early Modern Europe. New York: Cambridge, 1993. Norton Topics Online: www. wwnorton.com/nael

Light vs. Dark in Heart of Darkness Essay -- Heart Darkness Conrad Ess

Light vs. Dark in Heart of Darkness The realism movement of the late nineteenth century produced works in literature that were marked by reduced sentimentality and increased objectivity. The goal was to let details tell the story, and remove noticeable bias of the author through scientific and detailed descriptions. While this form of storytelling undoubtedly is most accurate, it creates difficulties for authors to incorporate their themes into the story. This resulted in an increase in symbolism in realist works. The objects and descriptions within the story are the author’s vehicle for displaying the values and themes of the work. Light and darkness are symbols commonly used in literature, and have held specific symbolic meanings for hundreds of years. Simply stated, light commonly symbolizes good, while darkness symbolizes its antithesis - evil. (Cooper) For centuries light vs. dark has been quite possibly the most common symbol in all literature. In Heart of Darkness, Joseph Conrad uses detail to crea te a feeling that transcends the literal text - most notably through his use of light and dark and the inversion of their traditional meanings. The end goal of this inversion is the establishment of the theme that not everything is as it seems. More specifically, Conrad uses detailed imagery of light and dark to show often times white men can be more savage than the natives. The use of darkness in the title of Conrad’s work immediately alludes to it’s relevance to the story, but in an unexpected way. While the contrast of light and dark, white and black, and good and evil is a common theme in his novella, Conrad essentially reverses the meanings of the two. Conrad’s story is about the penetration of a corru... ...Conrad removes Marlow’s bias, but through the inclusion of careful details he is able to establish his themes. The cruelty of white man to the natives, appearances being deceiving, the nobility of the Africans – all are clear messages of this text that come across not from Marlow’s opinion, but rather the careful inclusion of details and symbolism. No bigger symbol helps Conrad reinforce his theme than the continuous battle of light and dark, and his use of the two is the cornerstone from which he builds meaning from symbolism. Works Cited Conrad, Joseph. Heart of Darkness. The Longman Anthology of British Literature. Ed. David Damrosch, New York: Pearson. Copyright 2004. (pp. 948-1001) Cooper, J.C. An Illustrated Encyclopedia of Traditional Symbols. London: Thames and Hudson. Copyright 1987.

a letter to my grandfather :: essays research papers

It is hard to face the truth but still read the whole letter to know the REAL sujatha and do not tear the letter in the middle of it just because you think you know the whole truth. You called my mom a person who gives importance to money, you who gave your own children telugu medium education because it is cheaper that way, i am feeling strange that i used to give respect to such a dim-witted person, such a person who is hell bent on levelling false allegations shamelessly on his own daughter. You would not have been alive today had my mom not come to your rescue every time your spoiled brats created a scene, she just thought she was helping her ageing parents, little did she know that her MONEY MINDED PARENTS would think of the favours as a method to please them to take money from them. Only low class people can think so cheaply. There are such people who expect money from their parents and even then their parents try to cover their daughter's misdeeds and here we have a great gentleman who thinks that her daughter is after his money and and is leaving no stone unturned to ensure that it does not happen by accusing her of things she never did, hello who wants your money? We have enough money to look after ourselves and are not expecting a single pie from you, get that right into your head. My mom always pitied thinking of the future of her brothers' children and never let a chance go by in helping them financially, all without your knowledge. She would be the first one to be happy if they come to a financially stable position, how did you even think that she wanted your money? By the time you read this you will have known that she cares a damn for your money as she returns all that you have given her. So you have been tolerating my mom for the past 12 years, is it? on the other hand she has been tolerating the insult meted to her by your daughters-in-law and yet never stopped coming to your house just to see her parents, the same parents who have been noting down the number of jars broken by her by mistake, how cheap? i wonder if people can ever stoop to lower levels. You have been keeping the accounts of all these insignificant things and how well you acted to be happy

Feminism and Marginalization Essay

Female characters in Death of a salesman are marginalised and trivialised. Criticism from feminists reflects the lives of women and what extent they are marginalised and trivialised. Women are being relegated to a secondary level and are made unimportant as portrayed by critics, feminist and Arthur Miller in his book Death of a salesman and this can be derived from their views towards the topic. There are different reasons why and different ways in which women are made unimportant and ways in which this may be stopped if not minimized. Some feminist view marginalization and trivialization as factors brought about by equality or difference in gender or sex. They argue that women’s supposed differences from men have been used over the centuries to justify discrimination against women and their exclusion from full social and political citizenship. They argue that the constant differentiation, however has been that women have been given an inferior or secondary status in the society because of the assumed natural sexual difference pg9-10 (freedman. Feminism). For centuries difference has been the starting point of and justification for the creation of different social roles for men and women. Not only was women’s biological capacity for child birth and breast feeding and the generally lesser physical strength seen as determining their social role in the home ,occupying themselves with domestic chores and bringing up children, but it was also claimed that these biological differences made them unfit to participate in the public sphere. Women were judged to be less reasonable than men, more ruled by emotion, and thus incapable of political decision making, for example. They continue to say that the social roles and modes of behaviour that civilizations have assigned to women have kept them in an inferior position to that of men. This means that women are not like the Working classes in Marxism ideology: they have not emerged an oppressed group because of particular historical circumstances, but have always been oppressed in all forms of social organization. Ortner(1998: 21) argues: the secondary status of women in the society is one of the true universals, a pan-cultural fact. And as she goes on to explain, this secondary status of women can be explained by the fact that within multiplicity of cultural conceptions and symbolizations of women that exist and that have existed in different societies, there is a constant in the women are being closer to nature in their physiology, their social role and their psyche. Whereas women have been perceived as closer to nature, men have been perceived as closer to culture, more suited for public roles and political association. For this reason, women have been relegated to a secondary status in the society, often confined to roles in the home rather than able to accede to powerful public positions. For example Willy Loman treated his wife Linda badly, he overpowered her and he bosses her and disrespects her and s always rude to her and this is why she kept herself busy with house hold duties as any other oppressed wife would do. E. g he doesn’t give her a chance to talk when she tries to give her own opinion pg31 and he shouts at her a lot even she is doing the best she can to make situations better pg69 (Arthur Miller.  Death of a salesman) Carol Gilligan believes that the reason why women are marginalized and trivialised is because their voices have not been heard, that women have not been given a chance to air out their views because of the common culture that men are more superior. ‘Only if we can understand why their voices have been silenced, and how the dominant ideal of moral autonomy in our culture, as well as the privileged definition of the moral sphere, continue to silence women’s voices, do we have a hope of moving to a more integrated vision of ourselves of our fellow humans generalized as well as ‘concrete’ others’. Benhabib 1988:95) for example: where Linda tries to give suggestions or to air out her opinion then Willy tell her to shut up and he told her not to interrupt him. Willy does not allow her to say what she wants to say, he does not give her the opportunity to speak. This in its own way is marginalization and trivialization because it proves how men feel that everything they say is right and matters most than what women say because they feel that they are more superior than women. pg31 and pg49(Arthur Miller.  Death of a salesman) Feminist ambivalence to maternalism is based on the argument that women’s public role if framed women’s condition of oppression: the ideology of domesticity and women’s exclusion from public roles in society. The qualities and capacities make women different from men are those acquired through their condition of oppression. Pg31(Sara Goodman and Diana Mulinari. Feminist intervention in discourses on gender and development). Dorothy Smith(1987) has shown how men in position of power do not only control the world but name it and how women are excluded from the process of description and ordering the world. SHULAMITH FIRESTONE 1979:12 believes that women’s oppression is thus the primary oppression, ‘an oppression that goes back beyond history to the animal kingdom itself’, and this oppression is based on biological oppression. The effects of biology are all-pervading, and women’s inferior social position can be explained by biology- their reproductive capacity and their weakened physical condition – these biological factors being reinforced by men’s development of social structures that keep women tied to their reproductive role. pg69 (freedman.  Feminism). Examples of oppression are where Linda always tries to make situations better as way to please her husband, she takes a lot from Willy and never complains about the way he treats her. She takes all this in because she believes in pleasing her husbanding and by so doing it is shown that she is oppressed, she is not doing what she wants but what she thinks is right because she lives under the shadow of her husband and her dictatorship. E. g Linda looks out for her husband, does everything in his favour and does everything for him. E. where she asks her sons not give Willy a hard time and where she tries to make the situation batter by telling him that it was just a joke yet she know it wasn’t and she does this to protect him pg42-48(Arthur Miller. Death of a salesman) Firestone(1979) says women’s liberation is therefore ’a struggle to break free from oppressive power structure set by nature and reinforced by man’. She believes that women must be liberated th rough destruction of biological oppression and this can happen through the development of reproductive technologies that will free women from their biological reproduction capacity. In my opinion, marginalization and trivialization are phenomenons that exist in everyday life because it is believed that man are superior and women are inferior and this idea contributes thus they encourage marginalized and trivialization of women. Inequality and difference are also contributing factors because they give the impression that just because women and man are different based on their sex, women are believed to be incapable of a lot of things including decision making thus giving man the impression that they are able to rule or they are more capable of a lot than women. Oppression is also a contributing factor because it limits women from doing things to their full capacity in that they live according to what they are stipulated to do and this oppression gives man the power to belittle women and to make them unimportant. I believe that equality meaning equal opportunities to both man and women is the best solution to stopping marginalization and trivialization of women.

Masters degree application essays

Essay 1 (1,000 words)Describe your career progress to date and your future short-term and long-term goals. How do you expect an MBA to help you achieve these goals, and why is now the best time for you to join our program?Content:A master is ever, but a learner, goes an old Chinese saying. The same is true for any man, no one may call himself a master who believes he knows all there is about his subject. In today’s ever changing, globalized-world, a true master must continue learning if he is to remain competitive. I do not claim to be a master trader. However, I too believe in the value of higher learning.After graduating high school, and having worked for two summers in a large investment bank, I started my own investment management firm at the tender age of 19. With the help of a few angel investors who entrusted me with $50,000 each, I not only significantly grew their investments but the profits from my business were sufficient to fund my four years of university studies AND finance my travel to several countries mentoring high school children and visiting mentoring programs outside of the USA.In my travels I raised money for the university which I attended. During and after my tenure in the university I was served the role of their European ambassador. I have also done the same work for several non-profit organizations such as ABC, DEF, and GHI, all of which focus on the mentoring and training of leadership skills to high school students for them to become better community leaders.My leadership in a community oriented NGO is different from the type of leadership I exercise at work. In my business the objective is to maximize the value of our investor’s money. Success is measured by the growth in their investments and the increased trust this generates. By comparison Ulpan is about giving educational opportunities to predominantly Jewish high school students. ORT is very similar in its goals. My hard work is rewarded by seeing our beneficiari es motivated and eager to take the path of higher education as a means to success. The drastically different metrics of my community service broadens my horizon as a leader.My current job trading at an investment firm, I improved their existing procedures for monitoring our market positions during volatile periods and developed a â€Å"pop-up† system to handle trades more efficiently and make decisions faster. I made an immediate impact. We are now able to monitor approximately 10% of our daily volume and take property risk management decisions in a fast and volatile market where time is of the essence.Using my native insight I found an opportunity for growth in the company. However, I faced the inertia associate with any kind of meaningful change. Despite the cost of lost, personal, man hours. I pushed my plan past the bureaucracy offering potential benefits that far outweighed the costs of the project. Taking responsibility for my unpopular stance, my assumption of leadersh ip led to my taking the risk of losing my job if the project failed. With a lack of popular support a failure to improve profits or a net loss would severely afflict my reputation in the firm and in the industry. However I stood my ground and pursued what I knew was a good idea. As a result, I was now looked upon as a leader that brought positive change to my firm.Even in my early youth I understood that my current level of learning was not enough. By practicing what I had already learned and working in the field of my choice I was able to expand my practical knowledge. However, I also believe that practical experience must go hand-in-hand with expanded theoretical training. Hence, I desire to obtain an MBA.My ultimate goal is to head a financial firm which will manage wealth for non-profit organizations to help them grow at a faster pace and be able to focus more on their advocacies in their respective communities rather than struggling to raise funds and managing assets, tasks tha t are far from their competencies. An MBA will help me achieve this dream by expanding my horizons and making me even more capable of competing for marginal gains and derivatives that have become harder and harder to obtain.In the United States, this is more common with university endowments and major non-profit organizations which have asset managers steering the funds to competitive investment returns. However, in Europe and Asia, this almost doesn’t exist. As a result, most European and Asian NGOs are in quandary trying to husband their funds effectively but at the same need to disburse it for their projects.I want to bridge this gap and bring financial management expertise to global non-profits and help them become even stronger. By my efforts, I will allow the non-profits to bring better service to the community, faster, and more efficiently. An MBA will enhance my skills and improve my ability to maximize the wealth of these organizations and spare them from the having to worry about raising funds.I take personal pride as I have been involved in my own community, mentoring high school students, helping them make decisions about their future, whether it be academically, professionally or personally. My work with several non-profits, coupled with my financial expertise as a trader can bring tremendous change to both the financial and non-profit industries.I want to create this new niche, a new service and make the non-profit sector even more influential. This is my dream. This is my goal. And this brings my two passions, the financial market and community service, into one, gratifying job. With an MBA, the skills learned, the network I have access to, I can realize this dream. Now is the time to go for it. My hopes are high and my time is neigh. I am young, eager and hungry for wisdom, wisdom I will gladly put to good use.Essay 2 (500 words)Tell us a situation in which you were an outsider. What did you learn from the experience?Content:When I first joined my current firm an archaic system was used to monitor trades. Everyday there were orders passed through our desk. This resulted in too much effort diverted to time consuming monitoring work and we ran the peril of having to make risk management decisions on the spot. Often we would have to wait until the end of the day to review our book and take action on hedging ourselves.This manner of operations was untenable, in the volatile industry I was in, up to the minute decision making was vital to success or failure. To improve this, I immediately proposed a â€Å"pop-up† window function that takes snapshots of all the vital information we would need   to know about the orders passing through our desks. For example, trade size, currency traded and margin level are included in this data. This drastically improved the way the trading desk monitors transactions, especially in times of extreme market volume and volatility.Regretfully, I encountered considerable resistance f rom my peers and upper management. Our technical department said it would take months to develop the proposed system because they were overloaded with work and writing the script would take weeks. Stephane, our head of trading appreciated my initiative but failed to prioritize it. Fortunately, our managing director, Nick gave his approval for my leadership in this project.With his approval in hand, I put pen to paper, outlining the method which I wanted implemented and convinced our technical department to prioritize the project. I wrote them a memo stating very clearly that upper management fully supported my efforts and I emphasized that successful implementation would boost profits on a daily basis. This in turn would put the technical department in the limelight for having developed such a useful tool.My inspirational leadership conscripted the aid of our technical department and the pop-up was developed in one week and was an immediate success. We are now able to monitor approx imately 10% of our daily volume, which amounts to $150 million, and take proper risk management decisions in the fast, volatile market where time is of the essence. Based on my estimates, this results in a cost savings of about 4% a month which redound to increased profits.Using my native insight I found an opportunity for growth in the company. However, I faced the inertia associate with any kind of meaningful change. Despite the cost of lost, personal, man hours. I pushed my plan past the bureaucracy offering potential benefits that far outweighed the costs of the project. Taking responsibility for my unpopular stance, my assumption of leadership led to my taking the risk of losing my job if the project failed. With a lack of popular support a failure to improve profits or a net loss would severely afflict my reputation in the firm and in the industry. However I stood my ground and pursued what I knew was a good idea. As a result, I was now looked upon as a leader that brought pos itive change to my firm.Essay 3 (500 words)Where in your background would we find evidence of your leadership capacity and/or potential?Evidence of my leadership potential can be found in my work as project organizer for Ulpan in Warsaw, Poland and The ORT Foundation in Geneva, Switzerland. Ulpan provides educational opportunities for high school students, who are predominantly Jewish, who seek a better education in the United States. The ORT foundation provides mentoring to high school students to help them decide on career-paths and how to go about realizing their professional dreams.I organized cross-border contact through mail and email correspondence, allowing young people to build and maintain connections with peers in the US. My accomplishments with these two organizations are integrally associated with me and very close to my heart. As a child, I was helped by a mentor, David, and with his help, have succeeded in pursuing my dreams with much confidence.NGO work requires out- of-the-box thinking and creative decision making. For example, bringing a Jewish teenager from the Warsaw ghetto and providing him with a scholarship to study in a University requires a wide variety of skills. First, the child must be motivated to make the most out of his talents. I must be inspirational and optimistic to provide the necessary motivation. Second, If the mentee still has areas of improvement I may be tasked with nurturing and uncovering his talents.Third, obtaining a scholarship will require taking with benefactors who may later become potential investors in the child’s future. This requires negotiation skills equal to that of a boardroom raider. Finally, my decisions require reflective hindsight because in many ways I am responsible to the benefactors for the success of their beneficiary. In the end nothing is more rewarding than receiving letters from the student that he is doing well in school and on the way to a bright future.NGO work is a challenging as a ny task on the trading floor. It makes the most out of my skills and encourages me to continue learning. My unique background as a trader brings a skill set that is not common in the Ulpan or ORT foundation, making my contributions even more valuable to these organizations. My background and insight have resulted in the foundation taking opportunities it might have otherwise not identified. Finally, because I am constantly learning my leadership in these foundations have given me valuable experiences in dealing with others that I can carry with me back to my day job,My leadership in a community oriented NGO is different from the type of leadership I exercise at work. In my business the objective is to maximize the value of our investor’s money. Success is measured by the growth in their investments and the increased trust this generates. By comparison Ulpan is about giving educational opportunities to predominantly Jewish high school students. ORT is very similar in its goals . My hard work is rewarded by seeing our beneficiaries motivated and eager to take the path of higher education as a means to success. The drastically different metrics of my community service broadens my horizon as a leader.