How have they changed us socially Annotated Bibliography

How have they changed us socially - Annotated Bibliography Example The use of the cell phone enables individuals to manage time properly and more efficiently (Cimino 54). This is done through the use of the phones to arrange and cancel previously arranged meetings. The cell phone also promotes confidentiality on the issues an individual is involved in. For example, the cell phone is currently being used to make monetary transfers between individuals. This is done between individuals living in faraway places without any information being divulged to any third parties. An individual’s safety is also guaranteed when he uses a cell phone to carry out these financial transactions (Matthews 58). Mobile funds have enabled many individuals in planning their activities better. This is because they enable the fast flow of information between communicating parties. This is done without divulging information to individuals outside their conversation. This further enhances the security of the individuals in the communication (Knox and Schacht 179). The us e of the cell phones also enables an individual to be freed from the slavery of having to wait for his turn to use make phone calls. This was the case in the past when individuals had to queue outside public booths each waiting for his turn to communicate. This in turn helps in time saving and creating competence in the communications sector (Forma 73). The use of the cell phones has also enabled individuals to respond quickly to emergencies. This is because this type of communication is fast. Mobile phones assist an individual in exhibiting confidence, individuality and status in his character. This is because some cell phones sell at very high prices and are associated with a certain class of people in society. Cell phones have lastly, but not limited to the above, enabled many individuals to get jobs through the advertisements posted by the phone companies (Wyllie 141). However, the use of the cell phone has brought many other

Article of Capital Budgeting Survey Essay Example for Free

Article of Capital Budgeting Survey Essay This research is motivated by two major factors: (1) the  over twenty year hiatus since the last thorough review ofthe capital budgeting survey literature, and (2) past appeals to the finance academic community by researchers to explore  neglected areas ofthe capital budgeting process. In response, and using a four-stage capital budgeting process as a guide, the authors review the capital budgeting survey literature  from 1984 through 2008 and find that some ofthe neglected  areas have infact been directly addressed. Unfortunately, the most prevalent focus of capital budgeting surveys continues  to be that ofthe selection stage. As a result, many areas ofthe capital budgeting process still remain relatively unexplored, providing numerous survey research opportunities. This research effort is motivated by two tnajor factors: 1)  the twenty year hiatus since the last thorough review of the capital budgeting survey literature, and 2) past observations and appeals made to the finance academic community by  fellow researchers to explore neglected areas of the capital budgeting process through more focused and directed survey  research. Richard M. Burns is a Professor of Finance at the University of Alabama at Birmingham, AL Joe Walker is an Associate Professor of Finance at the University of Alabama at Birmingham, AL. The authors wish to thank the Editor and the anonymous referee for their many helpful comments and suggestions. 78 The first factor stands on its own as justification for an update of the capital budgeting survey literature. The last comprehensive reviews were made by researchers Scott and Petty (1984) and Mukherjee (1987) over twenty years ago. Regarding the second factor, almost three decades ago, Kim (1979) noted that too much emphasis was being placed on methods of ranking and selecting capital budgeting proposals. Scott and Petty (1984) also noted the disproportionate (unjustified) amount of time [spent] on a particular stage (financial analysis and project selection) Further, Gordon and Pinches (1984) generalized this complaint by arguing that the capital budgeting process must be viewed in its entirety. Mukherjee (1987) agreed that further survey efforts need to be devoted to understanding the entire process. To address these two factors, the authors have provided a current review of the capital budgeting survey studies over the past twenty-four years. The results are reported in a four-stage capital budgeting framework that allows a more detailed and clear assessment of the appeals by past researchers. As a result, fertile areas for future applied research in the area of capital budgeting survey work are more easily identified and summarized. The organization of this paper is as follows. In Section I a four-stage capital budgeting process will be identified and used throughout the balance ofthe paper. It provides a useful framework to evaluate in more detail the most prominent capital budgeting survey literature reviews of the past, to highlight neglected areas of capital budgeting research, and to organize past appeals for future research in this area. In Section II this four-stage process will also be used to describe the procedures used in performing the capital budgeting 79 BURNS WALKER CAPITAL BUDGETING SURVEYS: THE FUTURE IS NOW survey literature update over the 1984-2008 period. Section  III will continue to use this framework to present the detailed findings while Section IV will provide an overall summary.  Finally, Section V will present conclusions, comments, and  insights for future survey research. I. Past Reviews and Appeals appears on an executives desk and all that is needed is for the manager to choose the project(s) with the highest expected payoff. However, as most managers quickly learn, this is not the case. Further, once projects are chosen, the evaluation  of an individual projects subsequent performance  is usually either ignored or often inappropriately  handled.  Our contention is that the capitalbudgeting process must be viewed in its entirety,  and the informational needs to support effective  decisions must be built  into the firms decision  comprehensive reviews  support system. In the corporate finance  capital budgeting survey  literature  the  capital  The last budgeting process has been  were made by researchers Scott  described in terms of four The two most significant stages: 1) identification, attempts to assess the and Petty (1984) and Mukherjee 2) development,  3)  balance of research among  (1987) over twenty years ago.  selection, and 4) control.  these four stages were those  The identification stage  of Scott and Petty (1984)  comprises the overall process of project idea generation and Mukherjee (1987), both of which occurred well over including sources and submission procedures and the twenty years ago.^ Scott and Petty provided a synthesis of earlier surveys of  incentives/reward system, if any. The development stage involves the initial screening process relying primarily large American firms and organized their analysis based on a upon cash flow estimation and early screening criteria. The three stage classification: 1) project definition and cash flow selection stage includes the detailed project analysis that estimation 2) financial analysis and project selection, and results in acceptance or rejection of the project for funding. 3) project implementation and review. Citing Gitman and Finally, the control stage involves the evaluation of project Forrester (1977), they noted that: project definition and cash flow estimation is performance for both control purposes and continuous considered the most difficult aspect ofthe capital improvement for future decisions. All four stages have budgeting process. The financial analysis and common areas of interest including personnel, procedures, project selection stage, which receives the most and methods involved, along with the rationale for each. attention in the literature, is considered the least All four stages are critical to the overall process, but difBcult ofthe three stages   the selection stage is arguably the most involved since it includes the choices of analytical methods/techniques used, Also covering surveys of large American corporations, how the cost of capital is determined, how adjustments for Mukherjee (1987) agreed that there had been too much projects risks are assessed and reflected, and how, if relevant, survey focus on the selection stage and not enough on the capital rationing affects project choice. The selection stage other stages as well as the overall capital budgeting process. has also been the most investigated by survey researchers, Paraphrasing that papers recommendations, it called for particularly in the area of selection techniques, resulting in more research into specific questions relevant for each stage. a relative neglect ofthe other stages. This in turn has led to For example, in stage 1, future surveyors were urged to appeals to future researchers to consider the other stages in investigate the reward systems, procedural aspects, and the their survey research efforts. As Gordon and Pinches (1984) organizational structure ofthe firm. In stage 2, more research note: was suggested on the topics of divisional vs. corporate Most of the literature on the subject of capital biases, strategic considerations, cash flow estimation budgeting has emphasized the selection phase, details, data details, cannibalization, risk, and inflation. giving little coverage to the other phases. Instead, Even within the more widely-studied Stage 3, neglected it is usually assumed that a set of well-defined capital investment opportunities, with all of the informational needs clearly specified, suddenly ^ o t e that these two reviews are only three years apart based on publication See Gordon and Pinches (1984) and Mukherjee (1987). Scott and Petty (1984) use a similar 3-stage process. It is interesting to note, however, that an even earlier survey by Gitman and Forrester (1977) had used a 4-stage analysis. date, and that the latter does not cite the former, likely due to publication lags. As noted in the procedures section, this paper uses the Mukherjee format. Furthermore, the title of this paper derives from Mukherjees title. 80 areas were identified such as the rationale for the various methods used, how firms compute their cost of capital, the low rate of risk recognition, the associated low rates of risk adjustment and assessment sophistication, capital rationing (and the low usage of linear programming), and the details of authorization levels. Finally, with regard to Stage 4, more research was encouraged into the details of performance evaluation, how the company follows up on such evaluation, the details of expenditure control procedures, and the reward system for performance. How well these appeals have been answered with subsequent survey research is the primary focus of this paper. In the next section the authors describe the procedures employed to assess the effectiveness of these appeals made over twenty years ago. II. Procedures Consistent with the reviews by Scott and Petty (1984) and Mukherjee (1987), the following criteria were used to choose capital budgeting survey articles for inclusion in this review: the surveys had to involve large US firms, they had to be broad-based (not focused on one particular industry), and they had to be published in mainline academic journals post-1984. Using these criteria resulted in the selection of the nineteen capital budgeting surveys included in Figure 1. The Figure provides, in chronological order, the survey year (which in all cases differs from the publication year), authors, research method, usable responses and the audience surveyed. Each of these 19 survey articles was then thoroughly examined in an effort to identify the stages and areas within each stage that the survey covered. The results of this process are reported in Figure 2 and consistent with Mukherjees (1987) chronological ordering in a tabular form indicating areas of investigation within the four stages ofthe These more specific questions are largely paraphrased from Mukherjee (1987) and are not fully exhaustive. The interested reader is, of course, encouraged to read this very thorough article in its entirety. †¢Ã¢â‚¬ ¢The initial search using Proquest (ABI Inform) specifying capital budgeting surveys in scholarly journals after January 1, 1984, yielded over two hundred results. However, the great majority were published in the non-mainline journals, including many strictly practitioner (trade journal) outlets and /or were focused on a particular country or industry and thus eliminated by the screening criteria. To insure against missing articles due to any limitations ofthe ABl database, the authors checked the references ofthe surviving articles, and in addition, conducted a manual search ofthe most cited finance journals tables of contents and the reference sections of the various survey articles found. JOURNAL OF APPLIED FINANCE ISSUES 1 2, 2009 capital budgeting process. It should be noted that the Figures herein were slightly altered from Mukherjees original format to better focus on selected issues that were identified specifically as areas of neglect. For example, the category of techniques was divided into techniques used and reasons for techniques used. Similarly, the risk category was divided into risk recognition, risk assessment, and risk adjustment. III. Findings by Stage A quick perusal of Figure 2 reveals an obvious concentration of checks in Stage 3 (selection) similar to the previous findings of Mukherjee. Although a careful look at some of the stage categories individually indicates that several neglected areas have been researched over the period, there is still an obvious and relative lack of research into Stages 1, 2, and 4. To further assess the effectiveness ofthe research appeals, the analysis and reported results in this section will be ordered by the four stages.   Summary comments are provided only  on those surveys which provide a significant contribution to a previously neglected area of capital budgeting survey research. As a result, the findings of Bierman ( 1993), Gilbert and Reichert (1995), Payne, Heath, and Gale (1999), and Ryan and Ryan (2002) are not summarized. A. Stage 1 : Identification Suggested areas of study within this stage include how project proposals are initiated, whether the proposal process is on-going or on an only-when-needed basis, at what level projects are generated, whether there is a formal process for submitting ideas, how that process works when present, and if there is an incentive system for rewarding good ideas.* Unfortunately, there has never been an in-depth survey focused on this stage, leaving no question that it remains strongly neglected. The only contribution of a minor nature to this topic is the incidental finding by Stanley and Block (1984). They found that in over 80% of the responding firms that capital budgeting proposals originated bottom up In the 1987 article, note that on Figure 4, the stages are described somewhat differently from the discussion in the paper itself Specifically, in the body of the paper, the four stages are: (1) identification, (2) development, (3) selection, and (4) the post-audit. But in the table, the 4 stages are idea generation, proposal development, selection of projects, and control or performance evaluation. As in footnote 3, the following suggested areas of study for all four stages are largely paraphrased from Mukherjee (1987).. 81 BURNS WALKER CAPITAL BUDGETING SURVEYS: THE FUTURE IS NOW Figure 1. Surveys of Capital Budgeting of Large US Firms Surveyed Year(s) Survey Author(s) Method Number of Usable Responses 1982 Stanley Block (1984) questionnaire 121 1986 Pruitt Gitman (1987) questionnaire 121 1986 Pohlman, Santiago, Markel(1988) questionnaire 232 1988 Gordon Myers (1991) 1988 1992 1990 1991 1992 Myers, Gordon, Hamer(1991) Bierman (1993) Porterba Summers (1995) Gilbert Reichert (1995) Trahan Gitman (1995) Sample CFOs of Fortune 1000 multinationals VP Finance or Treasurer of largest industrials in Fortune 500 CFOs of Fortune 500 questionnaire 282 questionnaire 282 questionnaire 74 Executives and capital budgeting directors of large US industrials except utilities and transportation Large public firms from FASB Data Bank 100 largest of Fortune 500 questionnaire 160-228 CEOs of Fortune 1000 questionnaire 151 Fortune Magazine Directory CFOs questionnaire 84 CFOs of Fortune 500 + Forbes 200 Managers of foreign manufacturing subsidiaries of US industrials 1992 Shao Shao (1996) questionnaire 188 1992 Burns Walker (1997) questionnaire 180 Fortune 500 7,27,10 7 best-sellling texts, 27 prestigious CFOs, 10 leading financial advisors 1996-97 Bruneretal(1998) telephone survey 1992-93 Mukherjee Hingorani(1999) questionnaire 102 Fortune 500 CFOs 1994 Payne, Heath, Gale (1999) questionnaire 155 USA and Canadian based companies from SP Compustat database questionnaire 111 CFOs from Fortune 1000 questionnaire 392 CFOs from FEI corporations interviews 39 executives of large companies questionnaire 205 CFOs of Fortune 1000 questionnaire 40 top-ranking officers of Fortune 1000 1997 1999 1999 1999 2005 Gitman Vandenberg (2000) Graham Harvey (2001) Triantis Borison (2001) Ryan Ryan (2002) Block (2007) z †¢^ II O) (2002) ueAy ? uBAy o (0 O) †¢a (0 a i2 i2 o u. a †¢o (0 (O O) I O) †¢o 3 OQ a re U 3 D) O6B!)UB9 UBLU|L|Od S (8861.) |StJeiM (Z86l.)ueaJi!OSH!n.id (W6l)|00ia8^8|UBis |L Idea Generation |A. Source of Origination |B. Reasons for Idea Origination |C. Process of Origination Submission |D. Time Pattern of Origination 1II. ProposalDevelopment |A. Level at Which screening Takes Place |B. Screening Process  ¡C. Cashflow Estimates (and forecasting) |D. Responsibility for Budget Preparation (personnel) |lll. Selection of Projects |A. Classification of Projects for Economic Analysis B. Personnel (Department) Responsible for Analysis C1. Listing Techniques Used |C2. Reasons for Techniques Used Dl. Risk recognition D2. Risk assessment D3. Risk adjustment El. Capital Rationing: How Extensive? E2. Capital Rationing Rationale E3. Capital Rationing Methods Used F. Cost of Capital G. Project Approval |IV. Control (or Perfonnance Evaluation) A. Extent of Use of Post Audit B. Personnel Involved/Procedure C. Performance Measurement D. Use of Evaluation (Punishment/Reward/Etc.) 1* Surveys in this exhibit appear in chronological order of their publication. 82 JOURNAL OF APPLIED FINANCE ISSUES 1 2, 2009 o o o o CM o ( ¿ooz) iooia 6jaquapueA S UBLUIJO (0002) (6660 9|B0 S MIB9H auÄBd (666 O !UBJo6u!H S aa[jaLj|ni^ -?†¢ -y -7-?†¢ -y (1.002) uosuog pue suueui -?†¢ ~y (1.002)^SWBH S lUBMBJO ~7-?†¢ -?†¢ -?†¢ -?†¢ -y -?†¢ (866l.)|Bà ­a.iaunjg -?†¢ CO t ^ -y ( ¿66l)J8lieM8SUjng (966l†¢)oeL^S8OB^s -y (9661.) uBUjJio S UBUBJi -y (S66l.)weM0!ays;jaqi!9 -y (9661-) sjauiujns s eqjapod -?†¢ -y m ( £661.) ueuuaig -y -y 5 a. n O (1-661-) jaoiBH S uopjoo sjaA|/\| ~y -y ~y -y (1.661.) sjaÄ|/\l8uopjoo -y ~y -y -y -?†¢ -?†¢ -y ~y -y -y to -y 00

Global Supply Chain Forum (GSCF) Management

Global Supply Chain Forum (GSCF) Management The model applied to the recommendations for GSL is the GSCF framework. The Global Supply Chain Forum (GSCF) developed a definition of supply chain management (Cooper, M et al 1997). The GSCF defines supply chain management as the integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders (Lambert, D. et al 1998:1). This model was chosen to be a framework for the recommendations as it encompasses all areas of the organisations, valuing input from the stake holders. It will focus the organisation on key issues, and highlight areas that either not operating to full potential or that are wasting resources. Customer relationship management will provide a structure for maintaining and developing with customers at GSL. The introduction of cross-functional customer teams will tailor product and service agreements to meet the needs of customers This will include free site survey to reduce incorrect data, and therefore save time and money. The take up of the survey when charged is small; this has led to problems in production of the unit. Introducing free surveys will be cost effective (Croxton, K. et al. 2001). GSL will appoint a Customer Service Manager (recruited internally or externally) to provide a single point of contact for the customer throughout the whole process. This manager will be responsible for administering the product service agreements during their term. This is fundamental to the success of the recommendations, a point of contact for the customer whether an initial inquiry or some query further down the process. The role will successfully smooth out any concerns that the customer has (Bolumole,Y et al 2003). Demand management will provide a structure for balancing the customers requirements with the supply chain capabilities. This area will look at the conical tanks and assess whether they are cost effective. Instead of sub contracting an introduction fee could be charged to the manufacturer of them, and allow them full control over the sale of the unit. This will reduce demand variability and increase the supply chain flexibility. Review of all tanks is necessary to concentrate efforts on offering only standardised units, reducing the cost of moulds (Croxton, K. et al. 2003). Order fulfilment will review all the activities that are necessary to define customer requirements. When there is a full order bank the introduction of overtime will speed up delivery and enable the firm to meet customer requirements while reducing the total delivered cost. Although the overtime will increase costs, more units can be produced. It could be more cost effective to review the shifts patterns of the production employees, to cover longer hours of manufacture When the drying out procedure commences this could be when those operators have finished their shift (Croxton, K. et al 2003). Manufacturing flow management will review all activities necessary to obtain, implement and manage manufacturing flexibility and move products through the plants in the supply chain The manual lifting of tanks can be replaced by a fork lift operator, who can also pick the raw products necessary for production. This also will prevent operators being pulled of production to move tanks (Goldsby, T et al 2003). Supplier relationship management will provide the structure for relationships with suppliers, and then allow the developing and maintaining of them. Reviewing all suppliers and identifying weak links, that can be either improved or replaced will ensure the best service from suppliers (Croxton et al. 2001). Reviewing and developing multiple uses for the product has already been demonstrated by GSL. This product development and commercialisation will provide a structure for further developing of the product. This will bring in new markets and products. These products will be designed so they o not interfere with production of the core product. Whilst time is elapse in drying the machinery will be utilised, on either making stock items or a complimentary product (Rogers, D. et al 2004). The most important area is returns management; this includes activities related to returns, reverse logistics, gate keeping, and avoidance. The follow up calls and the level of maintenance with all sold units is vital to increase the company’s reputation. This area can be covered by customer service, just ensuring that the customer is happy with the product (Rogers et al. 2002). The strength of GSL has been its entry into a niche market and the product development. These strengths must be developed and concentrated on for the long term survival of the organisation. The strict limitations on finance will prevent growth, therefore a full review of finances with qualified practitioner will advise the company. This is the only way that any of the recommendations can be implemented. Customer relationship management and supplier relationship management form the critical links in the supply chain, with the other areas coordinated through them. Each of the processes are cross functional and cross firm. Each is broken down into a sequence of strategic sub processes, where the blueprint for managing the process is defined, and a sequence of operational sub-processes, where the process is actualised Every sub-process is described by a set of activities. Cross-functional teams are used to define the structure for managing the process at the strategic level and implementation at the operational level. Bibliography Bolumole, Y. et al (2003), The Customer Service Management Process, The International Journal of Logistics Management, Vol. 14, No. 2, pp. 15-31. Cooper, M. et al (1997), Supply Chain Management: More than a New Name for Logistics, The International Journal of Logistics Management, Vol. 8, No. 1, pp. 1-14. Croxton, K.. et al (2001), The Supply Chain Management Processes, The International Journal of Logistics Management, Vol. 12, No. 2, pp. 13-36. Croxton, K. (2003), The Order Fulfilment Process, The International Journal of Logistics Management, Vol. 14, No. 1, pp. 19-33. Goldsby, T. et al (2003), The Manufacturing Flow Process, The International Journal of Logistics Management, Vol. 14, No. 2, pp. 33-52. Lambert, D. et al (1998), Supply Chain Management: Implementation Issues and Research Opportunities, The International Journal of Logistics Management, Vol. 9, No. 2, pp. 1-19. Rogers, D. et al (2002), The Returns Management Process, The International Journal of Logistics Management, Vol. 13, No. 2, pp. 1-18. Rogers, D. et al (2004), The Product Development and Commercialisation Process, The International Journal of Logistics Management, Vol. 15, No. 2, pp. 43-56.

Factors That Influence Teen Violence :: essays research papers

In today's society, the teenage population has experienced an increase in violence. Teens face many situations that cause these problems. Several factors are mass media, peer pressure, and society's view on the "perfect" person. Television, radio, and news papers are all ways of transferring messages to people. One might see a violent movie and decide to re-enact the scenes thus causing harm to one's self or to others. Hidden meanings of racism and hate are put into music. Teens hear the words of their supposed role models and think it is OK to follow in their foot steps. When reading of such violent acts as the Oklahoma City bombing or the murders of Nicole Brown-Simpson and Ron Goldman, it is taken to most that anyone can get away with crime. Peer pressure is another big factor. Teenagers rely a great deal upon their peers for guidance and support. Sometimes this is the wrong path to take. Friendship is a word that is thrown around a little too loosely now days. Teens le t their "friends" talk them into doing things that they would not normally do. Drugs and theft are brought into these relationships also. Today's youth must learn to be leaders, not followers.Society can often be a harsh world to live in for a teen. To be considered "in" you must fit the role of the "perfect person." As young adults, teens are trying to find themselves. They look toward celebrities and leaders for a goal. They try to buy the right clothes, wear the nicest shoes, and be present at all the social events. To fit in, some are pushed to the edge. If you are caught in a dark alley at the wrong time, you might be killed just for your name brand shoes.

EAS p-Nitroacetanilide Essay

Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet. Pina col was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for  pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.Pinacol was converted to pinacolone in the experiment at a 15.60% yield. A low percent yield was expected due to the experimental distillation and experimental separation of the two layers. Some pinacolone could have been trapped in the aqueous layer due to experimental error at separating via a pipet. The IR showed peaks at 2967, 2906, 2871, 2359, 2337, 2173, and 1989. The representative peaks in an IR of pinacolene are present between 3000 and 1700. The NMR when manipulated with a multiple of three, showed the presence of 9 hydrogens at 1.2 ppm and 3 hydrogens at 2.1 ppm. The typical NMR for pinacolone shows peaks around 20, 40, and 70 ppm due to the electronegativity of the oxygen present in the compound. The NMR of the organic product is inconsistent with the typical NMR of pinacolone or water. This could potentially be due to a mixture of the two compounds when the NMR was run and is due to the experimental error in the separation of the aqueous and organic layers by pipet.

Brief for Comedy Films Coursework

I am going to change the film ‘Way out West' by ‘Oliver Hardy' and ‘Stan Laurel'. I am going to modernize the film so that it would be like a film which would be created at present time. I will have to follow the key concepts of comedy films and the story line of the film will be kept the same. There will be a different cast of actors and actresses and there names will have to be different from the film in 1937. The generic conventions for a comedy film would be the following: * Narrative * Setting * Someone to laugh at * Someone to laugh with * Someone to sympathize with * Happy Ending * Music * Facial Expressions * Goal/Objective * Innocence * Moral Messages * Female Role A comedy needs a Narrative because this is basically the story line. The story line in comedy film will usually straight forward. For example in the film ‘The Nutty Professor' the basic story line is about a fat person who wants to be thin and faces problem while doing this. The setting tells the audience whether the subject which is happening at a certain point is an everyday situation or whether it is over exaggerated. For example the time of day would change the effect on the audience because if it was a dark stormy night then you would know that something bad was going to happen but if it was a bright sunny day then you would expect things in the film to be happy which is usually were the comedy falls into place rather than the sad parts were the audience sympathizes with the actor/actress. A comedy film needs someone to laugh at because if this was not included then the film would most probably not be funny at all. The person who you laugh at is usually the key actor/actress and usually brings down the tension or sadness from part of the film. This is the actor/actress who has problems in there life in family and social aspects. For example in ‘The nutty professor' the actor ‘Eddie Murphy' who play ‘Sherman Clump' he has problems in his life where he is unable to talk to his family about his problems of being fat and socially he has problems with finding a partner for himself. He wants someone to be sexually attracted to him. Usually in these cases the people get so wound up in trying to do something that they forget about the most important things which can be the moral of the film. A comedy film needs someone to laugh with also with the person to laugh at. This person is often the protagonist. The protagonist is someone who usually annoys the main actor and causes fights and arguments. This person usually annoys the actor by getting to something or someone before him or destroying the person's plans. He is also the person who usually teases someone about there physical appearance or the physical appearance of a loved one. It is usually the funniest person in the film for example ‘The nutty professor' in the means of ‘Buddy Love' who teases ‘Sherman Clump' about his physical appearance and also steals the girl of his dreams. Someone to sympathize with is usually the key actor. For example ‘The nutty professor' by the means of ‘Sherman Clump' who although is the key actor is also the person that the audience sympathizes with and the audience can interact with by the means of some people may have experiences of there physical appearance. There is usually music to match the times where the audience is supposed to sympathize with the person. The music is usually slow tempo and quite high pitched. Every comedy film needs a happy ending because it makes the audience come out of the film feeling happy about there life and things are supposed to be funny to make you happy so it would not be correct to have a funny film with a sad ending because that may effect the way you look at the film and the story line or morals of the film. The narrative resolves and everything goes back to normal completing the equilibrium. The music of the comedy film plays a major part in the mood or subject of what is happening. If something sad is happening then the music will be slow tempo and usually high pitched. If there is a funny or happy part of the story the music will usually be of high tempo and up beat. This usually tells the audience in advance whether something good or bad happens. Facial expressions play a major part in films and are easy to make the audience laugh. The facial expressions can also tell the audience whether the person is happy or sad or whether a happy or sad event is going to happen. Actors such as ‘Jim Carrey' use facial expressions a lot in there film which is what has made them so popular. The protagonist usually uses his/her facial expression to an advantage. This also sets them apart from the rest of the cast. There is always a goal/objective in a comedy film because if there wasn't then what would be the point of the film. There would be no story line to the film and the audience would find it boring. Innocence can play a part in comedy films where the villain works against the innocence pr the hero triumphs over the villain unknowingly. This could mean that there is a villain but is a part of one person's feelings or views on a particular subject. The person who is innocent can also be the person that the audience sympathizes with. Moral Messages is something that comedy films have such as good/bad/, right/wrong etc. These are always followed in comedy films. These moral messages can make the audience think about what they are doing wrong in there own life or think about what they are actually doing right in there life. Female Role has a major part on a comedy film. The female role is usually has a love interest with the key actor and usually plays the supporting role. The female also creates sympathy for the lead role for example in ‘The nutty professor' the women creates sympathy for ‘Sherman Clump' as he wants her to be a part of his life but he can't get that because things keep going wrong with his life of people keep messing things up for him.