Effects of Modernity on the City

Effects of Modernity on the City Cities in the modern age have fast been experiencing the notion of modernity. In this essay, I will examine how Cities experience it modernity different ways and their consequent relationships. Modernity is the cultural experience of contemporary city life and the associated cultural valorisation and celebration of innovation and novelty. It can occur through economic development as cities progress financially; also, it can be imported from other nations and cities that are perceived as ‘modern’. However, the limited criteria as to what is classed as ‘modernity’ will also be challenged as well as the predictions for the future of cities and modernity. Cities allow and help achieve modernity primarily through being prime hotspots for economic development. Within a city environment a range of different functions exist, all of which combine to increase the economic and political stronghold of a particular city. Economic development is seen as a key means to reaching a perceived ‘modernity’, closely associated with the west. Until recently, focus was not concerned with Cities but rather international and national policies but World Bank indicatives in the 90s that saw ‘cities as engines of economic growth with the importance of stretching the urban development imagination’ changes this viewpoint. Large Cities were now looked upon as the functioning core of national economies. For instance, city development strategies (CDS) had the common objective of incorporating the diverse concerns of citizens, businesses and governance, which meant that the needs of globalizing sectors and the needs of the poorest citizen s were satisfied. This can be seen in the case study of Johannesburg where the unevenness of development between white and black people was very high. Post-apartheid still saw the city being fragmented and divided with local governance, which were still racist and prejudiced. For instance, one fifth of the city’s population were living in informal settlement while more than 10 % of the city’s population had to make do without access to most basic services. This meant that a city wide perspective was vital, schemes emphasised on the provision of of infrastructure both within townships and also to support new connections between segregated townships and economic opportunities in the central city. Overall, the scheme was effective, although a number of factors undermined its efficiency. It has helped contribute Johannesburg into the world city realm with many people benefitting and flourishing with a strong sense of culture and community. This shows that schemes to enhanc e the economic growth of cities go hand in hand with modernity since Johannesburg is significant better relatively than before. However, for increased effectiveness more schemes must focus on on the ‘ordinary city’ and their various specifics and complexities. Cities also supposedly reach a higher stage of ‘modernity’ after embracing other cultures, identities and values. For example New York, which is symbolised as the most powerful city in the world and the most popular international symbol of urban modernity, was dependent on borrowings from other places. Lewis Mumford stated that ;one would not do justice to the American tradition in architecture if one neglected the part played in our own development by forces originating outside our country’. Some of the influences notes were cleans forms of Japanese design, the importation of the veranda from India and the heavy European beaux-arts influence on American architectural design. The many different styles which made New York iconic and distinctive and which was an icon of the west can mostly be originated from elsewhere. The ‘iconic’ west was also seen as a yardstick and ideal for modernity in many different cities. This was the case in Brazil where local narratives about the ambition to become modern were inextricably bound up with the framing as coming from outside. Cities using other ideas demonstrates the interconnectability of modernity and despite differences in values, a heavyweight type of modernity may be favoured. This is also normally the primary view of elites such as decision makers, businessperson and generally those with authority as ‘the importation of modern styles from other places in Brazil (London, Paris, and Buenos Aires) was as a source of delight and a marker of achievement of the elite’. Although this may have exterior motives such as attracting visitors, tourists and workers that will directly and indirectly help an economy. Although this is a two-way relationship as ‘Latin America also had considerable impact on Europe in terms of the development of the competing modern architecture of the international style’. This shows that modernity is also subject to constant changes and is no t dependent on any country but rather a wide range. The definition as to what is recognized as a modern city is challenged. Some writers have suggested that the urban West with its institutions, buildings and entertainment is the ideal and anything which doesn’t share characteristics of a similar nature is seen as ’primitive’ and ‘backward’ and in needed of reformation. Current meanings of the term modern have been largely defined by early twentieth-century Western scholars. To be crude, modernity could be understood as simply the Wests self-characterisation of itself in opposition to others and elsewheres that are imagined to be not modern, an opposition that was strongly reinforced through the mundane practices of colonisation (King 2004: 71). Although in recent urban studies, the consensus points towards the notion that Modernity is complex and encompassing of a variety of contemporary cities. Cities are places where a collection of people assemble and engage in economic and social relations in man y different ways and links which leads to unique cultural meaning developing. ‘Cities everywhere perform this function of facilitating circulation, assemblage and interaction of enabling diverse forms of modernity to be imagined and practised’. For the supposed idea of western modernity to exist, it has to be counter posed with other societies that are deemed backward and more traditional. As ‘The city has performed an important function in theorising modernity: it has coalesced and helped to make visible a certain range of self-descriptions for the West’. Park 1967: 33) ‘To the city then, rationality, thought, distanciated social relations; to the ‘primitive, intimacy, feeling, sentiment, instinct and the absence of reason’. However, the key argument is that cities, which contrast this perspective, still have aspects of ‘modernity’ as they are constantly changing and becoming different in varieties of ways. The relationship between cities and modernity in the future is unlikely to remain constant. With the population of urban cities expected to double by 2030, increasing by an extra 2 billion inhabitants, structural changes are of great importance. Subsequently policy makers and practitioners are focusing on much stronger development interventions without increasing inequality. This could have an impact on modernity as cities now have increased funds and resources that are much more aligned to specific needs to compete. Secondly, with globalisation growing in importance day by day, modernity has become even more important. The world is becoming urban and cities are becoming integrated into globalisation, which means that it is vital that cities are to the needs of various stakeholders that are interested. For instance, globalisation has led to city management strategies focusing on efficiency and effectiveness to encourage inward investment from transnational companies, bilateral and mu ltilateral aid agencies as well as individuals. In addition, business clusters are becoming of increased importance, as proximity is valued highly so again these are focused on in City Development Strategies (CDS). Thirdly, the primitive is becoming more embodied into ideas of modernity because despite great scientific strides, tradition is becoming increasingly emphasised. It is vital that a variety of modernities can co-exist in a harmonising way and not necessarily contrary to each other. To conclude modernity is an ongoing process where anyone and everyone can be in. A city can still in its realms despite being completely abstracts to another city in ‘modernity’. A limited scope in terms of perception of it denotes that cities are all ordinary. They diverse, dynamic and complex arenas of political, social and economic life. Cities are also developing constantly due to economic developments that helps to develop modernity and change; despite limitations various schemes and initiatives are really making significant changes to development and modernity. The borrowed aspects of modernity from other nations also supports this idea, modernity is dynamic and cities all rely on each other for inspiration. The future is also uncertain, with many changes occurring, modernity may be heightened tremendously, with cities possibly becoming places of unique, distinct and pleasant realms.

Starbucks Corporate Analysis

Mr†¦ Smith Cutbacks is one of America's true success stories and a wonder of today's corporate world. A brand known throughout the world, Cutbacks is a beacon for coffee lovers everywhere. The coffee house phenomenon that started as a dream to come up with the best coffees, best customer service and best coffee experience any coffee lover would appreciate. Cutbacks started as a coffee roasting company with a single store in Seattle Washington, and has come to be one of the most successful companies in the world serving millions.Since its inception in 1971, Cutbacks has been a model for what many aspire to but often come up short. The following is a brief overview of the company's finances, including a comparative and ratio analysis to measure profitability and liquidity. Current Ratio Current ratio Is a common financial ratio to measure the liquidity of a corporation. The short term ability Is measured, of a company to pay the maturing obligations, and meet unexpected need for c ash (Skies, Kismet, , 2011). Current assets divided by current liabilities is the current ratio formula.Between working UAPITA and current assets, current assets is the more dependable formula (Skies, Kismet, , 2011). Two companies may have very similar working capital and yet have drastically different current ratios. For every dollar of the current ratio, depicts how much current assets, per that dollar the company has (Soles, Kismet, , 201 1 The negative fact of the current ratio is that It doesn't explain where the asset is. It can be a large portion in inventory which is not the same as having a complete asset.A dollar in inventory does not pay as quickly as a dollar in ash. Cutbacks current assets are 1 1 ,516. 7 (In millions), and the liabilities is 7,034. 4 (Cutbacks, 2013). The current ratio is 1. 63, for every dollar the asset is 1. 63 for the corporation. Return on Assets This ratio Illustrates how effective management Is at generating profit from the company's assets. Re turn on assets is calculated by dividing net income over total assets and multiplying that figure by 100. Net income and total assets data can be found on the balance sheet from a biblically traded companies ASK report.Return n assets when simplified shows how many additional dollars the company assists generate. Cutbacks return on asset figure Is . 45673. Meaning each dollar in asset generates roughly $. 45 of Income In 2013. By this figure Cutbacks management did a Commonly referred to as return on net worth, this ratio illustrates profitability by how well a company increases the value of common stock holder investments. These increases are typically re-invested in the company or paid in dividends. To calculate ROE net income is divided by common share holder equity and multiplied by 100.Cutbacks ROE figure for 2013 is $1 . 17350. For each dollar invested by common stock holders Cutbacks generates Just over $1. 17. In 2012 the ROE ratio was a whopping $26. 59. A sharp drop in equ ity and an equally staggering increase in liabilities in 2013 lead to both profitability figures to be very low by historical and industry standards for Cutbacks. It would be safe to say that if these events occurred during the start up phase off business they likely would not survive. Inventory Turnover Inventory turnover is an important part of any business.This information illustrates how much capital the company has used in comparison to how much inventory it has sold. Company leaders use this information to make financial decisions. This concept is condensed by Jon Scribbled on Indistinguishableness. Com as â€Å"The inventory turnover rate measures the number of times you have turned your inventory during the past 12 months† (Scribbled, 2014). The formula for the turnover ratio is the cost of goods sold divided by the average inventory. The Cutbacks company leaders use this information as well.

A Comparison between Taylorism and the scientific method Essay

When most people think of Scientific Management, they think of Frederic Winslow Taylor. He led a movement against waste and â€Å"soldiering† which revolutionized the Industrial age. He called his theory â€Å"Scientific Management†, although many who come after debate the appropriateness of the title. It seems more appropriate to call the theory â€Å"Taylorism†, as many do. There are others who have also contributed to the school of Scientific Management, most notably Frank and Lillian Gilbreth, Henry Gantt, and Henry Ford. There are common characteristics of each of these approaches, which create the style of management called Scientific Management. This paper, however, will focus on Taylor and what he called â€Å"Scientific Management†. First, we will look at the scientific method, however, so that an accurate answer to the question â€Å"Is scientific management scientific? † Can be found. Then we will look at the ways in which Scientific Management, as espoused by Taylor, was not scientific. Finally, we will look at the ways in which Scientific Management is related to the scientific community. First, a brief overview of the scientific method. The scientific method can be broken down into five basic steps: 1. Observation, leading to naming of the Problem or Question. 2. Form a Hypothesis (educated guess) which may explain the observations, and make predictions based on the hypothesis. 3. Testing of the Hypothesis to examine if it is true, using proper controls. 4. Check and Interpret the results. 5. Publishing results to be verified by others . Of course, when testing the hypothesis, all relevant test information must be included so that the results can be tested by others. In science, a hypothesis which cannot be dis-proved, becomes a theory. It is the role of science to prove a hypothesis wrong – when a hypothesis can withstand attempts to disprove it, its status as a theory grows until it is accepted as a law. A common example is Newton’s theory of gravity. He observed that objects always fell down to the ground. He formed a hypothesis that there was a force acting on the object to pull it to the earth. He predicted that this force would act equally on all objects. He tested this hypothesis and recorded his results. He published these results for review, and they have been validated time and again by scientists, giving them the status of â€Å"Newton’s LAW of Gravity†. Scientific Management, as seen by Taylor, did not really follow the scientific method. However, it did use scientific tools. This is a careful distinction. Essential in the verification of a scientific hypothesis, there must be testing which can be reproduced by other scientists. This means that the same set of tools for measurement must be available, the same mathematical formulas used, and the same population sample for testing. First, let’s examine the relationship between Taylor and the scientific method. As stated by Taylor himself: The majority of these men believe that the fundamental interests of employes and employers are necessarily antagonistic. Scientific management, on the contrary, has for its very foundation the firm conviction that the true interests of the two are one and the same; that prosperity for the employer cannot exist through a long term of years unless it is accompanied by prosperity for the employee, and vice versa; and that it is possible to give the workman what he most wants high wages and the employer what he wants a low labor cost–for his manufactures. Taylor’s observation is that most people view the fundamental interests of employers and employees as antagonistic. His hypothesis is that this is not the case, in fact, that the goal of the employers for low cost manufacturing and the goal of the employee for high wages are compatible. Already, there is a mistake in his logic, he does not set out a hypothesis to answer the fundamental question – Do employees and management share the same objective? However, Taylor’s real hypothesis (although not stated) is that labor can be performed more efficiently. He sets out to test this hypothesis. His motion and time studies can all be performed by others to validate the results. He used these studies to dramatically improve production and efficiency, however, he had the opposite goal – in fact, the result was so extreme there was an investigation of the practice lead by the United States Congress against claims of de-humanization ! Another scholar notes: â€Å"Nevertheless, the industrial engineer with his stop watch and clip-board, standing over you measuring each little part of the job and one’s movements became a hated figure and lead to much sabotage and group resistance. † In many ways, Scientific Management is very scientific. First, it relies upon measurements and replication of results. Second, it has the same ethical questions as medical sciences. Finally, scientific management as espoused by Taylor has been modified by new hypothesis. A result of measurements and replication of results was the revolutionizing of the labor force from a â€Å"rule-of-thumb† or trial and error process to a demonstrable, formulaic process for the completion of each step in the production process. However, this result brought up the ethical question of humans being viewed as machines. As what is happening in modern times with stem cell research and other human scientific inquiries, the notion of â€Å"man as machine† raised some serious ethical concerns in America. However, this concern also opened the door for competing hypothesis to explain what the relationship is between employer’s goals and employee’s goals and how they can be brought together. The school of Human Relations came from this line of inquiry, exemplified by the results of the Hawthorne Study (which also followed scientific principles in how it was conducted! ). The following contrasts the assumptions of Taylor’s Scientific Management with the results of the Hawthorne study: Traditional Hypothesis (Scientific Management) †¢ people try to satisfy one class of need at work: economic need †¢ no conflict exists between individual and organizational objectives †¢ people act rationally to maximize rewards †¢ we act individually to satisfy individual needs Human relations Hypothesis †¢ organizations are social systems, not just technical economic systems †¢ we are motivated by many needs †¢ we are not always logical †¢ we are interdependent; our behavior is often shaped by the social context. †¢ informal work group is a major factor in determining attitudes and performance of individual workers †¢ management is only one factor affecting behavior; the informal group often has a stronger impact †¢ job roles are more complex than job descriptions would suggest; people act in many ways not covered by job descriptions †¢ there is no automatic correlation between individual and organizational needs †¢ communication channels cover both logical/economic aspects of an organization and feelings of people †¢ teamwork is essential for cooperation and sound technical decisions †¢ leadership should be modified to include concepts of human relations. †¢ job satisfaction will lead to higher job productivity management requires effective social skills, not just technical skills Frederic Taylor introduced great advantages into modern production and efficiency. However, he misrepresented his theory when he called it â€Å"Scientific Management†. It is well understood that he was referring to the techniques he used to create benchmarks and quality procedures for work processes. However, as a general theory, he does not set out to answer the question he claims he is answering: Do management and employees share the same goals? In this way he has misrepresented himself. However, he opened the door to scientific evaluation and inquiry into this own theory. His use of measurements and work-units follows mathematics perfectly and augments a science of human motion. He also shared his theories with his contemporaries, which allowed for discussion of the hypothesis and challenge – even before Congress, much like stem cell research today. Finally, he created a theory which could be challenged by others. Mayo, Barnard, and the Hawthorne Studies all set out to show the differences between what the employers want and what the employees want, and how to reach an equitable solution. Bibliography Net MBA: Business Knowledge Center. Frederic Taylor and Scientific Management, Internet Center for Management and Business Administration, Inc, . Taylor, F. W, The Principles of Scientific Management, Harper & Row, London, 1911 Walker, Michael, The Nature of Scientific Thought, Prentice-Hall, Englewood Cliffs, NJ, 1963 Wertheim, E. G. Professor, Historical Background of Organizational Behavior, Northeastern University, College of Business Administration, Boston, MA,

The Catcher in the Rye Holden Caulfields Mental Breakdown

J.D. Salinger s The Catcher in the Rye portrays a troubled teen in New York City. Over the few days the novel depicts, the boy displays his critical and unhealthy mindset. Eventually he has a mental breakdown. Through psychoanalysis of Holden Caulfield, one may suggest that Allie s death, social development, and an identity crisis are large contributing factors in Holden s mental breakdown. Allie Caulfield is an important person to Holden and his death affects him greatly. In response to his brother s passing, Holden attempts to recover by using defense mechanisms as a shield against reality. The concept of defense mechanisms strategies for avoiding or reducing threatening feelings such as fear and anxiety (Strickland 182). While†¦show more content†¦Because he believes himself to be good looking, his appearance is not an issue. However, he tends to push others away (probably unintentionally). Therefore, his peers avoid or ignore him. Peer rejection instigates low self-esteem in Holden, resulting in feelings of loneliness and depression in addition to social difficulties. Throughout the story, Holden frequently mentions feeling depressed and lonely. He also has problems getting along with people. Few outside his family desire him around. An example of this is occurs when Holden meets with Luce, an old prep school acquaintance, in a bar and is blatantly cast off . An impending identity crisis is another contributing factor in Holden s breakdown. According to Plotnik, Identity refers to how we describe ourselves and includes our values, goals, traits, interests and motivations (394). Erik Erikson theorized about identity by way of eight developmental periods during which an individual s primary goal is to satisfy desires associated with social needs (Plotnik 393). These stages span from infancy to old age. During adolescence, Erikson views people in the psychosocial stage of identity vs. role confusion. 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