Is regionalism the future of emergency management Essay

Is regionalism the future of emergency management - Essay Example Thus, the group of emergency management practitioners worked on eight principles to guide the development of the emergency management and to help on basing its future1. Today, the future of the emergency management is very essential to the public and to the private sector. The demand for emergency managers has been increasing sufficiently due to certain events like the September 11 era. The disaster response systems have increasingly been federalized to deal in the internal and external threats that have been initiated and to be able to provide insight into the issues of what can be done in order to prevent the emergency events from happening in the future. The distribution of these disaster response systems and their resources between the rural and urban communities has become a problem in the near future, as the geographic conditions are to be considered greatly. Regionalism is a political ideology that indicates the need of protection of the interests of a particular region by specifically hired political groups or regionalists. The main aims of these regionalists are to increase their region’s political power and influence either from limited forms of autonomy or by stronger measures of autonomy. The concept of regionalism strengthens the region’s government bodies and their political parties, and also promotes fiscal responsibility, benefit the local population with a more rational allocation of the region’s resources, improve the efficiency in carrying out the local plans and overall increase the efficiency levels. Regionalism is closely related to the future of emergency management. Since the field of emergency management is always evolving, it makes it impossible for the roles and responsibilities of the emergency managers to be consistent. Thus, there are several key needs that are applied to the emergency

Effect of cashless police in nigeria Essay Example for Free

Effect of cashless police in nigeria Essay Vol. 1 (2), pp. 040-043, April 2013. Research Article Impact of Cashless Economy in Nigeria *Omotunde Muyiwa1, Sunday Tunmibi,1 and John-Dewole A.T.2 1 School of Computer Science, Mathematics and Information Technology, Houdegbe North American University, Republic of Benin. 2 Department of Computer Science with Electronics, Faculty of Information Technology and Applied Sciences Lead City University, Ibadan. Nigeria. *Corresponding Author’s email: [emailprotected] ABSTRACT This paper studied the impact of cashless policy in Nigeria. The policy was introduced by Central Bank of Nigeria (CBN) in December 2011 and was kick-started in Lagos in January 2012. Survey research was adopted with questionnaire as data collection instrument. Responses from the respondents show that cashless policy will increase employment; reduce cash related robbery thereby reducing risk of carrying cash; cashless policy will also reduce cash related corruption and attract more foreign investors to the country. The study, therefore, shows that the introduction of cashless economy in Nigeria can be seen as a step in the right direction. It is  expected that its impact will be felt in modernization of Nigeria payment system, reduction in the cost of banking services, reduction in high security and safety risks and also curb banking related corruptions. Keywords: Cashless economy, Cashless policy, Lagos State, Nigeria. INTRODUCTION Cashless economy is an economy where transaction can be done without necessarily carrying physical cash as a means of exchange of transaction but rather with the use of credit or debit card payment for goods and services. The cashless economy policy initiative of the Central Bank of Nigeria (CBN) is a move to improve the financial terrain but in the long run sustainability of the policy will be a function of endorsement and compliance by end-users (Ejiro, 2012). The CBN cash policy stipulates a daily cumulative limit of N150, 000 and N1, 000,000 on free cash withdrawals and lodgments by individual and corporate customers respectively in the Lagos State with effect from March 30, 2012. Individuals and corporate organizations that make cash transactions above the limits will be charged a service fee for amounts above the cumulative limits. Furthermore, 3rd party cheques above N150, 000 shall not be eligible for encashment over the counter with effect from January 1, 2012. Value for such cheques shall be received through the clearing house. All Nigerian banks were expected to cease cash in transit lodgment services rendered to merchant-customers from January 1, 2012. The policy through the advanced use of information technology facilitates fund transfer, thereby reducing time wasted in Bank(s). Wizzit, a fast growing mobile banking company in South Africa has over three hundred thousand customers across South Africa. Likewise, M-PESA was introduced in Kenya as a small value electronic system that is accessible from ordinary mobile phones. It has experienced exceptional growth since its introduction by mobile phone operator (Safaricom) in Kenya in March, 2007 and has already been adopted by nine million customers, which is about 40% of Kenya’s adult population. Wizzit and other mobile financial services including MPESA in Kenya are helping low income Africans make financial transaction across long  distance with their cellphones, thereby reducing their travel cost and eliminating the risks of carrying cash and also avoiding most banking charges (Akintaro, 2012). It is assumed that the proper implementation of mobile phones and other technologies can aid the implementation of cashless policy and hence, the growth of cashless economy in Nigeria. The introduction of the implementation of cashless policy (policy is program of actions adopted by government) began in Lagos State, Nigeria. Why Lagos? According to Central Bank of Nigeria (CBN, 2011) Lagos state accounted for 85% of POS and 66% of cheques transaction in Nigeria. Cashless economy aims at reducing the amount of physical cash circulating in the Nigeria economy and thereby encouraging more electronic–based transaction. According to Central Bank of Nigeria (CBN, 2011) the policy is expected to reduce cost incurred in maintaining cash-based economy by 90% upon its full implementation in Nigeria. This study aims to look at the impact of cashless economy in Nigeria. www.gjournals.org 40 Greener Journal of Internet, Information and Communication Systems Vol. 1 (2), pp. 040-043, April 2013. 2. BRIEF LITERATURE REVIEW Cashless economy is not the complete absence of cash, it is an economic setting in which goods and services are bought and paid for through electronic media. According to Woodford (2003), Cashless economy is defined as one in which there are assumed to be no transactions frictions that can be reduced through the use of money balances, and that accordingly provide a reason for holding such balances even when they earn rate of return. In a cashless economy, how much cash in your wallet is practically irrelevant. You can pay for your purchases by any one of a plethora of credit cards or bank transfer (Roth, 2010). (2004) observed that developed countries of the world, to a large extent, are moving away from paper payment instruments toward electronic ones, especially payment cards. Some aspects of the functioning of the cashless economy are enhanced by e-finance, e-money, e-brokering and e-exchanges. These all refer to how transactions and payments are effected in a cashless economy (Moses-Ashike, 2011). Marco and Bandiera (2004) argue that increased usage of cashless banking instruments strengthens monetary policy effectiveness and that the current level of e-money usage does not pose a threat to the stability of the financial system. However, it does conclude that central banks can lose control over monetary policy if the government does not run a responsible fiscal policy. Echekoba and Ezu (2012), in a research carried out in Nigeria, observed that 68.2% of the respondent complained about long queues in the bank, 28.9% complained of bad attitude of teller officers (cashiers) while 2.89% complained of long distance of bank locations to their home or work places. Likewise, in her 24th NCS national conference in December 2011, CBN data shows that 51% of withdrawal done in Nigeria was through automated teller machine (ATM), while 33.6% was through over the counter (OTC) cash withdrawals and 13.6% through Cheques. Payment was also done through point of sales machine (POS) which accounted for 0.5% and web 1.3%. Therefore, if the introduction of ATM in Nigeria cash withdrawals system reduced OTC withdrawal; then it will implies that introduction of cashless policy supported by application of information technology can achieve more to reduce over dependent on cash payment in Nigeria economy system. However, Akhalumeh and Ohioka (2011) observed some challenges with the introduction of cashless policy. Their findings show that 34.0% of the respondents cited problem of internet fraud, 15.5% cited problem of limited POS/ATM, 19.6% cited problem of illiteracy and 30.9% stayed neutral the respondent not been sure of problem been expected or experienced. While in some quarters there was fear of unemployment, some believe it will create more jobs especially when companies manufacturing POS machine are cited in Nigeria. More so, data sourced from Central Bank of Nigeria portal shows that Lagos state, with a population of 17 million people, only has sixty one  Point Of Sales, twenty bank branches and twenty four ATMs per 100,000 people which are far less to satisfy the needs of the population. These data verify the claim of Echekoba and Ezu (2012) on the problem of cash based economy and cashless policy in Nigeria. For effective cashless implementation in Nigeria availability of suffi cient and well-functioning infrastructure (notably electricity), harmonization of fiscal and monetary policy, regular assessment of the performance of cashless banking channels, consideration of the present state and structure of the economy, redesign of monetary policy framework and greater efforts towards economic growth whilst managing inflation should be considered (Odior and Banuso, 2012). 3. RESEARCH METHODOLOGY This study was carried out, using accidental sampling method, in Lagos state, Nigeria. A total of 500 traders, students and civil servants were sampled. Questionnaire was used as data collection instrument, with questions on demographics and benefits of cashless economy in Nigeria. The major statistical technique used was descriptive (use of frequency tables and charts). 4. RESULT 4.1 Demographics responses on gender show that male respondents accounted for 55.6% while the female respondents are 44.4%. Figure 1 and Figure 2 presents the responses on age and occupation, respectively. For age, majority of the respondents are between 18 to 25 years, this is followed by those between 26 to 40 years while the least number are between 41 to 60 years. For occupation of the respondents, the highest percentage (44.4%) is traders, followed by students (33.3%) and civil servants (22.2%). www.gjournals.org 41 Vol. 1 (2), pp. 040-043, April 2013. Greener Journal of Internet, Information and Communication Systems 41-60 years 22% 18-25 years 45% 26-40 years 33% Figure 1: Age of Respondents 45 40 35 30 25 20 15 10 5 0 Traders Students Civil servants Figure 2: Occupation of Respondents 4.2 Benefits Table 1 shows the view of respondents on benefits of cashless economy in Nigeria. The lowest percentage, 11.1% of the respondents, believed that cashless policy will increase employment. A higher percentage, 22.2% of the respondents, believed that cashless policy in Nigeria will reduce cash  related robbery thereby reducing risk of carrying cash. The highest percentage of the respondents believed that cashless policy will reduce cash related corruption (33.3%) and cashless policy will attract more foreign investors to the country (33.3%). Table 1: Benefits of Cashless Economy in Nigeria Benefits of Cashless Economy Increase employment Reduce cash related robbery Reduce cash related corruption Attract more foreign investment Total Percentage (%) 11.1% 22.2% 33.3% 33.3% 100% www.gjournals.org 42 Greener Journal of Internet, Information and Communication Systems Vol. 1 (2), pp. 040-043, April 2013. 5. CONCLUSION The study, impact of cashless economy in Nigeria, focused on the three major categories by which Nigerians can be divided – traders, students and civil servants. More number of traders was sampled, compared to students and civil servants, because they are more into business and financial transactions. More so, a higher number of respondents within the age bracket of 18 and 25 years show that apart from students, quite a number of Nigerian youth are  also into trade. This study shows that the introduction of cashless economy in Nigeria can be seen as a step in the right direction. It is expected that its impact will be felt in modernization of Nigeria payment system, reduction in the cost of banking services as well as reduction in high security and safety risks. This should also include curbing banking related corruptions and fostering transparency. It is also assumed that the introduction of cashless policy in Nigeria will help to reduce the amount of bills and notes circulating in the economy. This should, therefore, reduce handling operation cost incurred on conventional money, as well as reduction in cash related crimes. It should also help to provide easy access to banking services for Nigerians. REFERENCES Akhalumeh, P.B., and Ohiokha, F. (2011): Nigeria’s Cashless Economy; The Imperatives. International Journal of Management Business Studies. vol.2 pp. 12 – 17. Akintaro, S. (2012): Going Cashless. IT Telecom digest, online magazine, august,2012 CENTRAL BANK OF NIGERIA (2011): Towards a Cashless Nigeria: Tools Strategies. Nigerian Journal of Economy. 3(2), 344 – 350. Echekoba, F.N., and Ezu, G.K. (2012): Electronic Retail Payment Systems: User Acceptability Payment Problems in Nigeria. Arabian Journal of Business Management Review. vol.5, pp. 60 – 63. Ejiro, O. (2012): What Nigerians Think of the Cashless Economy Policy. Nigerian Journal of Economy. 4(6), 97 – 102. Humphrey, D. B. (2004): ―Replacement of cash by cards in U.S. Consumer Payments, Journal of Economics and Business, 56, 211–225. Marco, A. and L. Bandiera (2004): -Monetary Policy, Monetary Areas and Financial Development with Electronic Money, IMF Working Study, IMF. Moses-Ashike, H. (2011),â€Å"Cashless Economic can Reduce Risk of Carrying Huge Cash†, [Online] Available: http://www.businessdayonline.com/†¦/22217. Odior, E.S., and Banuso, F.B. (2012): Cashless Banking in Nigeria: Challenges, Benefits Policy Implications. European Scientific Journal. Vol 8, pp. 12 – 16. Roth, B. L. (2010). â€Å"The Future of Money: The Cashless Economy – Part 1†. [Online] Available: https://www.x.com//future-money-cashless-economy—part-i. Woodford M. (2003). â€Å"Interest Price: Foundation of a Theory of Monetary Policy†, Princeton University Press. www.gjournals.org 43

Project Management Specification of Services

Project Management Specification of Services Establishment Establish a Project Control Group (PCG) comprising of: A representative of the Principal (BOT Representative); A representative of the Project Manager; The design team leader (to be appointed), by invitation of the BOT Representative or Project Manager; and The Quantity Surveyor (to be appointed), by invitation of the BOT Representative or Project Manager. Assist the BOT Representative with procuring consultants as required, including short listing, interviews, evaluation, recommendations and confirmations of appointments. The Project Manager will set up a management structure to: Define responsibilities; Establish lines of communication and reporting; Deal with authorisation procedures between the Project Manager and the BOT Representative; Work with the design team to define the stages in the design process and, at various stages, seek input from the BOT Representative; and Organise the Quantity Surveyor to undertake a budget review. The Project Manager will attend and minute regular meetings, including PCG meetings, identifying actions and responsibilities as necessary. Set up systems to monitor performance parameters such as time, cost and standard required by the BOT Representative. Research all relevant records. Visit and review the existing site conditions and the proposed location of the new Building. Meet with the BOT Representative to discuss the scope of work proposed. Prepare a project brief for both the overall site development and the specific development requirements in consultation with the design team. Finalise the brief with the design team (including confirmed budgets) and obtain BOT Representative approval. Prepare a preliminary development programme identifying key milestones and completion dates. Manage compliance by the design team, Quantity Surveyor and any other consultants engaged on the Principals behalf, with the terms of their respective contracts with the Principal, and supervise performance of their duties pursuant to such contracts. Concept design Prepare a site development plan with the design team. Obtain endorsement of site development plan from the BOT Representative including proposed site for the Buildings. Develop concept plans for the Buildings. Ensure an initial cost check is undertaken after the design team has completed the initial concept plans, ensuring that the total budget for the Contract Works is not exceeded. If such reviews indicate potential budget overruns, remedial steps will be taken to amend the design to bring it within the budget requirements. All other duties as required to successfully manage the concept design phase. Develop design Ongoing duties as above. Check that the design develops in accordance with the requirements of the BOT Representatives brief and in accordance with the relevant codes of practice and statutory requirements. Check that the design develops within the budget requirements. Co-ordinate the submission of the design, in stages, to the BOT Representative and obtain their approval. Ensure that sufficient information is made available to allow the BOT Representative to make informed decisions, including preparing and co-ordinating option appraisals, peer reviews as necessary. Advise the BOT Representative if the design development will not be to the standard required by the BOT Representative and that adjustments will be required. Other duties as are required to successfully manage the developed design and resource consent documentation phase. Building consent Ongoing duties as above. Oversee and ensure delivery of all necessary consents by the design team. Lodge the Building Consent application on behalf of the BOT Representative once the documentation has been completed and approved. Liaise with statutory bodies on behalf of the BOT Representative where they are required to carry out work on the project. Other duties as required to successfully manage the consents and tender documentation phase. Working drawings and contract documents Ongoing duties as above. Manage the design process so that the contract documentation scope aligns with the cost plan. Liaise with the design team and provide comment on samples and prototypes in consultation with the BOT Representative to ensure all economies can be maintained while ensuring a quality end product. Ensure a full cost check is undertaken after full working drawings have been completed. Liaise with the BOT Representative regarding the preparation of the conditions of contract and contract documents. Advise and assist the BOT Representative in specifying their requirements in regard to obtaining the operating and maintenance manuals. Procurement Ongoing duties as above. Evaluate and advise on procurement options to best deliver the Contract Works within the agreed project objectives. Co-ordinate the input of the PCG in the preparation of lists of suitable contractors from which to invite tenders. Invite Expressions of Interest from contractors, evaluate in accordance with BOT Representative agreed criteria to recommend preferred selected tender list. Ensure that the advertisements for tenderers are correctly placed (if required). Assist the BOT Representative with tender evaluations as required and conduct interviews. Oversee the preparation of tender documents by the consultants and if necessary revise the tender documents to suit. Ensure tender documents require Contractor compliance with all applicable Ministry of Education standards. Invite tenders on behalf of the BOT Representative. Arrange for the direct placement of early offers for long lead in items where necessary and arrange for their subsequent novation if appropriate. Review with the design team any alternative proposals put forward by the contractors and make appropriate recommendations to the BOT Representative. Monitor and adjust the scope of work after tenders are received and instigate appropriate action in the event that the tenders exceed the budgets for particular elements. Monitor the procurement process against the programme and instigate appropriate action to manage the project within the overall budget in the event that the tenders exceed budgets for particular elements. Assist with the appointment of the main contractor (if required). Prepare tender reports and recommendations to the PCG for recommendation to the BOT Representative. All other duties as required to successfully manage the procurement phase. Construction Ongoing duties as above. Prepare and keep updated a master project programme. Monitor the master project programme against contractors progress, and review progress at the regular site meetings. Where delays are signalled, take recovery action as appropriate. Prepare a programme for the construction stage of the project in accordance with the BOT Representative requirements. Advise the BOT Representative regarding insurance obligations on the contracted parties and ensure that such insurances are put in place. Receive monthly reports from the design team confirming the status of Request for Information, notice to contractors and site instruction issues. If required, report these to the BOT Representative. Advise the BOT Representative regarding any statutory responsibilities particularly with regard to health, safety and environmental issues, and ensure the main contractor has an appropriate health and safety plan in place. Advise the BOT Representative on quality control actions including progressive monitoring / remedial action. Examine the contractors proposal for construction of the Contract Works and resolve any concerns that arise. Co-ordinate works, sequence, access and similar matters with the contractor and BOT Representative, to the BOT Representatives satisfaction/approval. Arrange for the preparation of a detailed construction programme(s). Arrange for the preparation of schedules identifying when design information is required for order or for construction purposes and ensure that this is fully co-ordinated with the design programme. Ensure that suitable procedures are put in place to consider variations to the Construction Contract. As a general rule, no variation shall be initiated without the BOT Representatives prior written approval unless the net effect of the variation is neutral or better in relation to the budget quality and programme. Ensure that suitable procedures are put in place to monitor, record, progress and cost to facilitate communication to deal with problems that may occur. Fully brief all contractors and their project managers on their duties, project procedures and the project itself to the extent that the overall understanding will improve their performance. Create a culture of confidence, trust and mutual respect between all members of the PCG. Facilitate regular reporting and review meetings on and off site. Be present on site to inspect all matters of critical importance to the project, and in addition attend on site to observe construction works taking place on a not less than weekly basis. Monitor the construction phase and instigate appropriate action in the event of technical problems, delays, unforeseen difficulties, communication breakdowns and any other events, which threaten the objectives of the project. Agree contractors project team and duties. Approve subcontractors trades named by the contractor. Assist in the resolution of disputes as they occur. Financial Management In consultation with the Quantity Surveyor, check the contractors payment claims including checking materials on and off site as required. Provide confirmation to the BOT Representative that progress payments are a fair reflection of the value of works undertaken and therefore the certificate is approved to the BOT Representative for payment. Monitor the payment process and instigate action in the event of problems. Arrange for the negotiation of all variations approved by the BOT Representative in a timely manner and ensure that the budget, quality and programme implications of variations to the contract are fair and reasonable, and certify approved variations. Monitor the variation process and instigate action in the event of problems. Certify all payments in accordance with the contract requirements. Continuously monitor and manage all costs of the project and, in conjunction with the Quantity Surveyor, take responsibility for the delivery of the project within the allocated budget. In consultation with the Quantity Surveyor (and design team / Contractor, as appropriate), provide a monthly summary to the BOT Representative showing: Contract Works completed to date; Works programmed for the following month; The updated forecast final project cost (cost to complete); The status and value of variations if any; Payments to date; Retentions held; and A cash-flow forecast. Commissioning Oversee the preparation of a detailed systems commissioning and testing programme. Oversee the preparation and schedules of test reports and certificates to be obtained, and ensure they take place in a timely manner. Ensure that all parties are aware of what is required. Monitor the commissioning and testing programme and instigate appropriate action in the event that delays occur. Monitor the results of the tests and agree suitable measures with the team in the event that failures occur. Oversee the preparation of the operating and maintenance manuals and check that they meet with the BOT Representatives requirements. All other duties to successfully manage the construction and commissioning phases. Completion Assist the BOT Representative in any arrangements for a phased handover of the project (if necessary) and the logistics of taking possession of the project. Co-ordinate the activities of inspection personnel from the BOT Representative, consultants, contractors and statutory bodies. Ensure that all necessary reports, certificates (including Certificate of Public Use and Code Compliance Certificate), as built drawings and contractor guarantees, sub trade and product guarantees have been obtained for handover. Advise the BOT Representative regarding any statutory requirements it may be required to comply with on taking possession of the project. Prepare final information and issue final certificates. Complete all necessary Ministry of Education documentation (including PMIS requirements) required by the BOT Representative, in conjunction with the design team. Payment terms The Project Manager shall prepare and render to the Principal a valid monthly GST invoice, in respect of the Fee. To be valid a GST invoice must: Clearly show all GST due; Be in New Zealand currency; Be clearly marked Tax invoice; Contain the Project Managers name, address and GST number, if the Project Manager is registered for GST; Contain the Principals name and address and be marked for the attention of the Principals Contract Manager; State the date the invoice was issued; Name this Agreement and provide a description of the Services supplied, including the amount of time spent in the delivery of the Services if payment is based on an Hourly Fee Rate or Daily Fee Rate; Contain the Principals contract reference or purchase order number if there is one; and Be supported by GST receipts if expenses are claimed and any other verifying documentation reasonably requested by the Principal. General Provide a written report to the BOT Representative, no less than monthly, regarding the status of the project, including but not limited to PCG meetings, progress of the project and any application for a variation, and obtain any necessary decisions. Initiate action in the event that any aspect of the project fails to proceed to plan. Upon consultation with the BOT Representative, agree suitable corrective action and monitor its implementation. Quality Assurance: Each consultant is responsible for checking their specific discipline. The design team and Project Manager will also check the work throughout the project. All contractual obligations relating to quality assurance and remedying defects will be managed by the Project Manager, who will be satisfied that the Contract Works have been completed to the required standard prior to issuing the practical completion certificate and certifying final payments. The BOT Representative may carry out its own independent quality control checks. However, any such checks will not obviate the responsibilities of the contractor, the Project Manager or the consultants. Additional Consultants: The Project Manager will have a key role in the decision making process for the appointment of all consultants (i.e. the design team and the Quantity Surveyor), due to the fact that the Project Manager is responsible for their performance. The design team will nominate his or her own sub-consultants, and the selection of the design team will take into account the quality of those sub-consultants. Ongoing services Where the Project Manager is engaged to deliver a number of projects/services on an ongoing basis (e.g. a number of 5YA projects) in relation to [School] The Project Manager shall work directly with a representative of the Principal to discuss and plan any projects which the Principal may be contemplating at the School. Individual projects will be delivered as per the requirements in sections 1 to 12 of this specification.

Frankenstein overview :: Character Analysis, Literary Analysis

Frankenstein is, in my opinion a story about a scientist who makes a being who possesses more soul than it’s creator. The scene in which the creation of young Victor stands by Victors beside, while startling understandably, gives you compassion over this poor being. The scene where he says. â€Å"His jaws opened, and her muttered some inarticulate sounds, while a grin wrinkled his cheeks... one hand was stretched out, seemingly to detain me....† This suggests a yearning for contact with the outside world. What I really consider disturbing is the egotistical manner in which Victor operates himself. He wallows in his own tragedy. He is more interested in his own wretchedness than the fate of his beleaguered family or even this abusive environment his creation faces. He brings his sorrow upon himself, but yet at every opportunity is contemplates the abortion of his creation, even though he constantly ignores him, when he yearns for his love. I wonder whether the villagers find the creature so terrible because is so deformed, or because his appearance suggests a life so malevolent that they cannot fathom to imagine it. He is constantly attacked with no real cause. I ponder this because if he were truly so fearsome, why would one engage him face to face. Perhaps they believe that his presence is pure evil and a danger automatically. Or maybe it’s because his appearance is so different from theirs. People are never very welcome to the outcasts of society. Another thing so appealing was Walton’s admiration of Victor. For a man so lonely that he finds

Analysis “The Ormolu Clock” by Muriel Spark Essay

â€Å"The Ormolu Clock† is a short story written by Muriel Spark, who is considered to be one of the 50 greatest British writers since 1945. Dame Muriel is a poet, writer of fiction and literary criticism, and biographer – went on to win most of the literary awards going, was never out of print, and was at the top of her profession, internationally, for more than half a century. The story under discussion begins with the description of two hotels standing side by side and separated by a narrow path – the Hotel Stroh and the Guesthouse Lublonitsch. The first one is a disappointment for its visitors, what can’t be said about the second. The story goes on to tell that the author had a chance to get acquainted with the owner of the Guesthouse – Frau Lublonitsch, who was a very hardworking woman. Once he saw her bedroom he was moved by the sight. The room was richly established and there was a large ornamental clock known as ormolu. Under consideration belongs to the belles-lettres functional style, the main aim of which is to give the readers aesthetic pleasure and to make them think. It is an entrusted narrative and is told in the first person from the viewpoint of a visitor of Frau Lublonitsch’s house. The use of various types of narrative allows the author to create plausible characters. The dialogues are used in the personage†™s speech as well. In this short story women dominate men. The proof of it is that the indefinite article is used before the name of Herr Lublonitsch ( There was a Herr Lublonitsch, but he was of no account). Also the 1st paragraph ends with sentence â€Å"But she was undoubtedly the boss.† which marks Mrs. Lublonitsch’s superior position in the relationship of the couple. The story under consideration abounds in different stylistic devices. The most recurrent are metaphors which add up to the emphatic description of the protagonist’s emotions and thoughts (mouth turn down, smell its quality, strip of land, ome of sons emerged from) also epithets (humorous face, opulently dull, nervous stormy night). The detachment is used here as well (She scoured the huge pans herself; wielding her podgy arm round and round.) It specifies the manner of doing the action. In the text there are also various types of repetition: catch repetition (The maids called her Frau Chef. Frau Chef prepares special food†¦),morphemic repetition (drinking, greeting the guests, receiving as much attention†¦), lexical repetition (as she emereged from the kitchen wiping her hands on her brown apron, with her grey hair drawn back tight, her sleeves rolled up, her dingy dress†¦;She owns all the strip of land†¦ She’s got three farms.. She may even expand across the river†¦) This SD underlines Mrs. Lublonitsch’s domination, power and strength, it shows that everything belonged to her only. The Inversion used here gives emphasis to the situation.(Appended to the guesthouse was a butcher’s shop; In the garden grew one useless thing, within it was a bedroom†¦). The author resorts to the use of descriptions of Mrs. Lublonitsch and her room. He opposes her appearance of a peasant to the imperial magnificence of her bedroom. (she emereged from the kitchen wiping her hands on her brown apron, with her grey hair drawn back tight, her sleeves rolled up, her dingy dress†¦) And with the use of similie he compares her to a peasant ( She went and fetched a cloth and mopped up the mess herself, like any peasant†¦). For the description of her room the author uses various detachments that serve as descriptive details ( I saw a canopied bed, built high, splendidly covered with scarlet quilt). Also the colors make a clear contrast of Mrs. Lublonitsch’s personality: grey, black, brown describe her as a working woman, therefore gold, red, scarlet in the description of her room symbolize that she lives like a queen). The most recurrent words: possession, she, the boss, herself acquire the status of the key words. â€Å"The ormolu clock† is a symbol of the time that was ticking for Mr Stroh, reminding him who the boss is. Though it is no longer in his possession it still has an influence on him. ). In the course of the whole story the clock dominates Mr Stroh’s life and his acting. Finally, he â€Å"gave up his gazing; he went indoors, sullen and bent†. That means that he is defeated by the clock, its authority has dominated in the scene. The message is that Mrs. Lublonitsch’s appearance was contrasting with her real possessions, which she wanted to expand.

Saving Sahelo-Saharan Antelope essays

Saving Sahelo-Saharan Antelope essays 1. The Sahara desert covers an area larger than the lower 48 states and at over 3100 miles wide it is a little wider than the furthest distance between Maine and California. From west to east it stretches from the Atlantic Ocean to the Red Sea and from north to south from the Atlas Mountains of Morocco and the Mediterranean Sea to the Sahel. 2. The hottest temperature ever recorded was136F at AlAzizyah in Libya. 3. Daily temperatures can range from 23F (-5C) to 122F (+50C). 4. The hottest temperature I have ever been exposed to was in Las Vegas, Nevada where it was 117F. 5. The Sahara and the Sahel support at least 1660 species of plants. 220 of which are found nowhere else. Among the fauna there are some 221 species of mammals. They can live for months and probably for years, without drinking water. They selectively feed on plants with high water content. They are capable of allowing their body temperatures to rise higher than most mammal species before physiological cooling mechanisms kick in, helping to conserver water. Presumably, they are even capable of sensing distant rainfall and therefore new plant growth. They are also keystone species in the maintenance of biodiversity. They are effective seed dispersers. 7. Five threats to these species are that they are (1) an exploitable source of meat and leather, they (2) have played a major role in the culture of the people of the region, they (3) severe habitat loss, (4) competition with domestic livestock, and are (5) over hunted especially by foreign hunters. 8. Ten species of animals that are native to the Sahara Desert are the (1) ostrich, (2) desert hedgehog, (3) barbary sheep, (4) oryx, (5) gazelle, (6) cheetah, (7) wild ass, (8) baboon, (9) hyena, (10) jackal. Ostrich The ostrich is the fastest creature on two legs. Ostriches have very powerful legs which they use for running up to 40 mph, or for kicking pre...