Employee Development Essay Example | Topics and Well Written Essays - 1000 words

Employee Development - Essay Example As a result, employee development policy is necessary to ensure that employees are highly skilled and benefit to the organisation. According to the University of California, Los Angeles' Campus Human Resources, Training and Development, employee development policies for un-represented employees provide access to training and personal development programmes, and reduce fees for university classes to employees who are admitted to the university. The purpose of employee development policy for the University of North Carolina at Greensboro is to develop and train employees through university-sponsored workshops, lectures, symposia, educational assistance and tuition waiver programmes, and the general equivalency diploma programme. The opportunity for professional and personal growth of employees allows the university to satisfy its general education mission. With the responsibility to provide programmes, the Department Human Resource Services (HRS) supports and improves the knowledge, skills and abilities needed for employees to perform assigned functions. HRS educates employees regarding university policies; encourage personal growth; and helps the university comply with state and federal laws. Programmes are available to any individual in any capacity employed by the university in a permanent position, which includes full-time, part-time, probationary and trainee employees. Other types of employee development policy include providing skills for employees, not through training but through growth in the job and increased responsibility; performance management systems with a combination of appraisal reviews and target-setting, performance feedback and merit pay; increasing personal discretion in tasks and empowering employees to make decisions that affect daily work. With the increasing number of part-time and temporary employees, it would be in the best interest of the organisation if skills were developed in the same way as full-time employees. Data from the Employment in Britain survey, performed in 1993 by the Policy Studies Institute indicate that part-time employees are less likely than full-time employees to rate themselves above average on output or quality. This is also true for temporary employees and fixed-term contract employees. Part-time employees have less access to development and temporary employees as well are not included in continuing development. Contract employees are much better integrated into continuing development systems because they receive higher pay for their services. However, for improvement, continuous development practices by personnel and human resource (HR) specialists are imperative. The Fife Council has committed to a competent and fully trained workforce and to a programme of development, which benefits employees and the organisation. The purpose of their employee development policy helps to ensuring that the vision outlined in the Council's Aims and Values is make possible for all employees. The Council supports and encourages appropriate personal development and needs of the individual and the organisation. Other principles of their employee development policy seek to ensure equality of opportunity and access for employees to in-house and external development and

Assessment and Learners Essay Example for Free

Assessment and Learners Essay Introduction The aim of this report is to identify my roles and responsibilities as a teacher delivering the Level 2 Certificate in Youth Work Practice (City and Guilds). The course is attended by trainee youth workers aged 18 and over and consists of 20 taught sessions and a work-based placement. The qualification is assessment based, with all Learners producing a portfolio of evidence to support their learning. The portfolios are assessed, checked by an Internal Verifier and samples of the portfolios are checked by an External Verifier to agree the standards of assessment. Responsibilities The role of teacher holds many responsibilities. Lifelong Learning UK (LLUK) defines two teaching roles: 1. Associate Teacher, Learning and Skills (ATLS) which is a supportive role 2. Qualified Teacher, Learning and Skills (QTLS) which is a full teaching role To become a QTLS the Institute for Learning (IfL) states: â€Å"As a new entrant to teaching in the Learning and Skills Sector, you will have to complete the PTLLS award. It must be completed within one year of initial employment. † (March, S, 2010: 4) It is my responsibility as a teacher to complete this qualification and continuously develop my skills as a professional. As a teacher some of my responsibilities include having knowledge and understanding of the subject, curriculum development and delivery and appropriate initial, formative an summative assessment methods. As a teacher within the Level 2 Certificate in Youth Work Practice I am responsible for the development and delivery of a suitable curriculum to enable Learners to complete the qualification by demonstrating and evidencing their learning. This also includes carrying out initial assessments for all Learners and identifying any needs of the individual or the group. During the development of the curriculum I plan and prepare sessions to meet the learning outcomes of the course, sourcing and developing appropriate resources then delivering sessions and supporting Learners where necessary. Suitable assessment methods and evaluation processes will also be structured into the curriculum to ensure continuous development of the course, the Learners and the teachers. Other responsibilities within my role include: * Appropriate record keeping. This may include Learners details, registration forms, Initial Assessments, registers, portfolio files, results and assessment records, placement details and session plans alongside schemes of work. These records are kept to ensure all Learners’ needs are met and progress is appropriately recorded on Individual Learning Plans which are necessary for certification. Work placement details and Criminal Record Bureau (CRB) checks also need to be kept to ensure safeguarding and health and safety policies and procedures are followed correctly. Records must be kept in accordance to legislation and also as a matter of best practice and for auditing purposes. * Suitable evaluation. Evaluation of the Learners’ progress is essential to their learning to identify areas for improvement. It is important to evaluate the curriculum, sessions and my own development to ensure my practice is reflective, professional and continuously developing. * Respect. Paramount to my role as a teacher is respect for the Learners and my colleagues, including professional boundaries. This includes maintaining a degree of formality and understanding of the limits of my relationship with the Learners, ensuring these are made clear, preventing the crossing of boundaries. This also includes an awareness of my own limitations within my role and knowing how and where to signpost Learners for further support. Legislation There are many policies and procedures to follow within my own organisation and the qualification awarding body, governing many aspects of my role as teacher. Some of these relate to legislation such as: * The Equality Act (2010) This act promotes equality of opportunity. My practice must be inclusive and take into consideration this legislation to prevent discrimination as guided by mu organisations Equal Opportunities Policy. * The Data Protection Act (1998) This act regulates the processing and storing of information about individuals. My organisation follows appropriate policies and procedures in accordance with this act including storing all Learners’ files in a lockable file in a suitable environment only accessed by authorised staff. * The Copyright Licensing Act (CLA) (1988) Organisations must have a license to copy parts of books and documents. It is vital to ensure this is followed when copying any material to ensure it is done within the limits of the organisation’s licence. * Health and Safety at Work etc Act (1974) This is the main piece of legislation covering health and safety in the work place including anyone entering and using the premises. * Management of Health and Safety at Work Regulations (1999) This Legislation requires all  employers carry out appropriate risk assessments, implement necessary measures, appoint competent staff and arrange suitable information and training around health and safety. My organisation also follows appropriate policies and procedures to ensure both this and the Health and Safety at Work Act (1974) are complied with. This includes risk assessments, record keeping, first aid training, incident reporting and safeguarding policies and procedures. As well as legislation and organisation policies and procedures there is a code of practice to be followed by teachers, produced by The Institute for Learning (IfL). This outlines the standards of professional behaviour expected of members working in further education and includes: * Professional integrity regarding all interactions with Learners, colleagues and other professionals. * Show respect to all Learners and colleagues and recognise and value diversity and engage in anti-oppressive practices. * Ensure reasonable care regarding the safety and wellbeing of others where possible and within legislation. * Provide evidence of your own professional development. * Notify the IfL as soon as possible after cautioning or conviction for a criminal offence. * Provide appropriate support during any investigation by the IfL. My own practice also requires me to work within the National Youth Agency code of practice too. Equality, Diversity and Inclusion As a teacher it is essential that my practice ensures the fair treatment of all Learners and that they are allowed equal opportunities to participate and gain the qualification. This may involve adapting sessions including timings, resources, assessment methods and providing additional support where necessary. The Equality Act (2010) bans unfair treatment and aims to achieve equal opportunities within the work place and wider society. The act replaces previous anti-discrimination laws to make legislation simpler and remove inconsistencies and covers nine protected characteristics which cannot be used as a reason to treat people unfairly. The protected characteristics are: 1. Age 2. Disability 3. Gender reassignment (choosing to live as a gender other than that assigned to you at birth, with or without surgery. ) 4. Marriage and civil partnership 5. Pregnancy and maternity 6. Race 7. Religion or belief 8. Gender 9. Sexual orientation The Equality Act identifies ways in which it is unlawful to treat people including: * Direct and indirect discrimination * Harassment * Victimisation * Failing to make reasonable adjustments for people with disabilities My organisation operates within an equal opportunities policy influenced by this Act which must be followed by all staff and Learners. As well as a commitment to equality within my practise it is important to recognise and value individual differences and the different cultural backgrounds of Learners, colleagues and the wider community. My practice must promote diversity through my behaviour, use of language and appropriate challenging of others to reflect this. Inclusion within teaching ensures that all Learners are able to participate and feel included, removing any barriers to their learning experience. This should include all teaching and learning processes from the planning and delivery stages to evaluation and further planning. Appropriate information should be collected at the Initial Assessment stage to allow necessary adaptations to the teaching programme. This may include providing additional support for Functional Skills or allowing time and space for prayers. Recommendations for professional practice Throughout my teaching practice I will continuously update my skills through training, supervision and self-evaluation to ensure a high standard of professional practice. I will also review all necessary policies and practices to work within legislation and promote best practice. It is also important to maintain suitable contact with governing bodies to stay updates with codes of conduct and changes to legislation. Bibliography Cohen, L, Manion, L and Morrison, K. (2004) A Guide to Teaching Practice, 5th Edition, Suffolk: Routledge Great Britain. Equality Act 2010, London: HMSO March, S. (2010) Preparing to Teach – the first steps: Chartered Institute of Environmental Health.

Case Study Crossing The Chasm Marketing Essay

Case Study Crossing The Chasm Marketing Essay Crossing the Chasm by Geoffrey A. Moore is one of the most authoritative books on high-tech marketing, and best-selling book of the influential business publishing houses Business Week. It is dedicated to marketing and sales of high-tech products for the mass market and related issues. In particular, the author argues that early and major high-tech product markets are divided by a gap or chasm, and all the forces of high-tech enterprises should be directed on overcoming it. The existence of the chasm is determined by the significant differences between the participants in early market (technology enthusiasts and visionaries) and the participants of the mass market (pragmatists). Tips for overcoming these differences, correct positioning and the correct choice of market segments all these can be found in Geoffrey Moores Crossing the Chasm (1991). Generally, if one has read Geoffrey A. Moores book, one has probably learned the main lesson: shifting from one segment of product life cycle to another, the company risks falling into a deadly trap. Crossing the Chasm is actually talking about changing the type of market (from One-For-All to All-For-One), in which companies are functioning. Such changes happen all the time, and the task of a good manager is to know about them and manage them. At first, when the software or complex computer products are at the stage of development and first tests, and are claimed only by fans or advanced industrial customers, we have the All-For-One market. In this market, the seller must do everything possible to meet the demands of individual customers. For the cycle of complex products creation, this first stage is factually the time for finding the few who will see something valuable for oneself or ones business in the new product. They will be ready to suffer disadvantages of the product as long as the seller (the creator) is surrounding them by additional services (like delivering defective parts, creating missing programs, etc.). It is clear that in this cycle stage, the seller cannot satisfy thousands or millions of users (Moore, 1991). As soon as the goods are ready to meet the mass market, the situation changes. Now, it is necessary to respond to any reaction of the first buyer, and make millions of people who know nothing about the product invest into the packaged solution. One should understand that its impossible to sell the products unless they meet customers needs. But having created such, there is no other way, but to make customers buy these goods through advertising pressure, promotions in stores and so on. Finally, we get the One-For-All market. As rightly written by J. Moore (1991), this market uses completely different laws from the All-For-One market. Buyers do not want the anticipatory care, but guarantees that it works for others. They are not interested in adjustment of the product on demand, but a stable operation or a non-stop service center. They do not want to boast that they bought something no one has, but be sure that they will not be fired because of that purchase. In general, the One-For-All market is a mass market with all the consequences connected with it. Moores main merit for the developers of all new products is the formulation of the phenomenon of the chasm that lies between the different psychological types of consumers, the product meets moving along the life cycle curve. Through the images of innovators, followers and conservatives, who face the goods in turn, Moore (1991) showed why the success of the product within one audience means nothing to another one, and therefore, why a successful product actively spinning up can suddenly stop in its development, or even disappear from the sight. In addition to the revolutionary idea of the abyss, Moore (1991) has formulated a lot of other ideas deserving individual pedestal. Its in his work that we can find one of the first references to such a phenomenon as the ecosystem of the product; the reasoned conviction to why the main reference for decision making should be based on informed intuition, rather than quantitative research; and niche strategies of market penetration. Moore (1991) predicts that in future, the markets skeptics and conservatives (and not innovators, as it has been commonly believed until now) should become a major battleground for technology companies, and also suggests what should be the main weapon of this struggle for the audience. However, far not every change creates a chasm. For example, the juice from PepsiCo for teenagers is a new idea, but it does not require a new type of refrigerator or new glasses. The criterion for classification of the product to a model of the chasm is the effect of interruptions caused by its appearance on the market. If a new product makes people refuse their habits and change their behavior model, then it surely faces a chasm in the market, because despite all the advantages, its adoption requires sacrifice. Here the gap occurs: some enthusiastically adopt the technology, and others equally strongly reject it. The chasm appears in any community, which, having faced discontinuous innovation, breaks up into groups of early adopters, pragmatists, late followers and skeptics. Thus, when a company buys a new technology, therell definitely be a chasm, first of all, among companys staff: some are willing to accept it, others do not. What should be done in such a situation? Moore (1991) argues that skeptics should simply be told that this technology can solve the problem they cannot solve in any other way. But if it is quite easy to overcome the gap within the company, the chasm in the market carries much higher risks. The chasm also occurs when new resources appear. The reason for the chasm in the computer market was that the chips became faster and more powerful; it allowed creating products that previously could not have been even imagined. Todays interest in alternative energy reminds the computer industry 30-40 years ago. The interruption effect is explicit here. For example, a very traditional sector, the automotive industry, for a long time was very conservative. However, in the 1990s it began progressing. An attempt to bring to market electric car was unsuccessful. But hybrid cars that use both gasoline and electric motor seem to have managed to overcome the chasm. According to Moore, the best indicator of the industry moving over the chasm is a community of venture capital (Moore, 1991). In general, in the IT field the support for new products have become the so-called visionaries. Occupying high positions in their companies, they are interested in competitive advantages of the new technologies. This category of customers helps young companies to cope with the chasm. But in the FMCG-market there are no such characters. So, what should the small companies do with innovative ideas for consumer markets? According to Moore, the chasm models can be applied to consumer markets only with serious reservations. These are very conservative markets, here the gap between the wealthy few visionaries and the rest of the audience is almost insurmountable. There is a notion of enough, the main barrier to interrupting innovations in consumer market. It strives to ensure that innovations are not interrupting; it makes them less daring trying to simplify them. Business will overcome the chasm, if it gives the opportunity to solve problems. But there is no competition between the custom ers in the store, you cannot help the customer to solve a problem with your change. The only way to success in consumer market is not to create gaps (Mohr, 2000). However, what to rely on, starting the process of overcoming the chasm? Moore writes that the quantitative analysis cannot help, because it requires facts, and facts appear when something happens. Therefore, the results of quantitative market research are completely useless for predicting of how the product will overcome the chasm. Businessman needs a model for the future. He should be able to rise above the business process and detect the sample. None of the life situations may be exactly taken for the sample. To determine whether this model is sufficient for the situation, can it be put as basis for future actions, or it is the wrong model and it should be eliminated, one should have informed intuition. None of the cases of quantitative analysis changes the model, but it is needed, because the world is constantly changing. High-tech companies, which have to overcome the chasm, in fact, create it themselves. On the one hand, it would be advantageous to choose the expectant tactics and to watch other fall into the chasm, but on the other hand, attitude to chasm depends on the size of the company. If it is small, it tends to pass the chasm as soon as possible not to let big companies to grab them while they are fixed on the other side. For big companies, on the contrary, it is advantageous to use the expectant strategy. Large companies are not inclined to engage in interrupting innovation within themselves. But they can buy companies that overcame the chasm, and raise them to a new level (Mohr, 2000). A good example: Apple invented graphical computer, and Microsoft waited a bit and captured the market. However, Moore (1991) believes that the rule running that in order to succeed in the technology market, one must first capture a niche, is not absolute. The opposite situation is often observed: the winner in the mass market is not the winner of a niche. Niche market surely does not always lead to the capture of the major one, but at least allows entering it. Typically, a young company dealing with technologies initially has few buyers who cannot provide it with a steady income. But until the company has a loyal group of buyers, it shouldnt even try to enter the prime market. The company finds itself in the conditions of fighting for each sale, but when a niche market is captured, the company can be considered successful. The purchase of a new product ceases to cause a surprise among major players. Thus, a niche market is the gateway to the core market; and if the company wins there, a number of new niches are formed around it and finally, the company will be with higher probability successful in them. At the same time, Moore (1991) says that the chasm is difficult to predict. Most often, companies find it only when they stand over it. So, what decisions should be made in this case? According to G. Moore (1991), if a company has found itself hanging over the abyss, the best solution is to retreat. When the product is too immature and cannot bridge the gap, it is necessary to postpone the work on it until better times; otherwise it will drag the whole company into this chasm. The company can also try to become a consultant or service company. After all, it still has ideas beside the product. Instead of selling a product, the company can personalize the technology for the solution of each specific task, and thus selling not products, but projects. However, in this case, all the people who cannot be engaged in consulting services (administrative and technical staff, product sales managers, marketers) are to be downsized. Attempts to cross the chasm actually create chasms within the organization itself, presented by the conflict between start-up generation and generation of mature business. Often, companies have to sacrifice the creators of the technology for the sake of survival. This may seem unfair, and when the market is at an early stage of development, the leader really must be a fan of the technology, attracting a certain type of customers (fans). But when the chasm is overcome, the company needs other customers pragmatists. And here it becomes clear that visionaries cannot find common language with them and begin to push the company back into the abyss. At this stage, the company has to change its leaders: most often, they become technical directors, as technological vision is required even in the mature market. Thus, though the main objects of desire of IT companies have always been buyers-innovators, already in the early 1990s Moore claimed that that the conservatives are the future of the IT market. Today we see how the compass of many technology companies turns in their direction. The whole point is that the conservatives are afraid of the responsibility for the new technology. They are happy to use it when it runs by itself. Therefore, in the mature market conservatives are the most fertile audience, they are very loyal to products they purchase. Most buyers of FMCG-market are very conservative in giving preference to one and the same brands (Mohr, 2000). For example, today most buyers choose cell phones by their color and shape, rather than because of technical characteristics, although until recently these people did not believe in the usefulness of the phone and basically did not buy it. Selling products to conservatives, companies face the fact that at this stage all the technologies are similar and competitive differences are minimal. Companies still have to be creative in design, small modifications, and service development. This seems to be a paradox: conservatives need to sell creatively. On the other hand, according to Moore (1991), the fact is that the process of innovation does not end after overcoming the chasm, but simply its essence is changing. At the early stages, it was connected with the essence of technology, and later with the appearance of the product. Conservatives do not need new technology, they need superficially attractive technology; they welcome only two changes in the product: when it gets cheaper and when it becomes seemingly more attractive. Therefore, a more advanced manufacturing technology is needed to make it cheaper, and the efforts of marketers to make it more vivid. On the whole, the more mature the market becomes, the less the essence of technology changes. Here automobile can be a good example. The majority of innovations are connected with style, interior and decoration of the car, aimed at making it more beautiful and comfortable, at reducing its size and price (Mohr, 2000). For example, the Chinese offered Chery, which will cost about $ 10Â  000 in the USA, while Mercedes and BMW are focused on comfort: climate control, leather seats, automatic doors and stuff. But all this does not deal with technologies; it is rather a supporting innovation. Such innovations make the existing products better, but do not create new technologies and do not change anything in their essence. As a result, the product becomes more convenient to consume. During most of the products life cycle the innovations are supportive, while disruptive innovations are much less common. Surely, in the world of high-tech, they should occur permanently, but now the technology as such becomes more mature and the intensity of intervenient innovations declines. Moore also says that the model of disruptive technologies in high-tech should also be interesting for other industries. The logical question is if principle of turning market will work for those who do not work in IT, where the author drew inspiration for his book. No less logical question is whether once turned over the market can make a turn again. The answer to both questions is yes. First, IT market is just one of many markets in the world, and it would be strange to consider it an exception to the rules. Digital technologies have transferred significant gaps to the entertainment industry. When Sony created the videotape recorder, people became accustomed to viewing home videos. In finance and airline industry, the effect of interruption can be seen today in the decentralization process and the change of aviation model. Thus, traditional carriers adhere to the nodal model, with several towns through which they conduct their main operations. The nodal model is good for long hauls, but for short distances is much more convenient to fly from point to point. Young companies like Southwest Airlines have adopted cost-effective aircrafts, which are easy to fly at medium distances. As a result, their clients were able to fly without transfers. Big companies have not noticed this niche and now its captured by small entrepreneurial companies, which is a real breakthrough. The second question is much more interesting, because a developing company will at all times meet on its way markets in both states. Moreover, it is constantly working in a situation where both types of market are taking place in one and the same market. For example, any seller of any goods in retail outlets is simultaneously working with both types of market. For those networks that are important in terms of sales and product image (class A network) the seller selects a special team, which is occupied by only the satisfaction of the vagaries of purchasers of such networks (All-For-One market). For all other networks that do not bring considerable profit, the seller holds a general division (One-For-All market). Thus, drawing out practical advice from Moore, in order to obtain maximum profit from both types of markets, a company has to divide its sales into two parts in compliance with the type of market. These departments should also be divided geographically, then the sales are to grow significantly in at least 3 months. However, the markets should be divided accurately, as the incorrect operation cannot contribute to the development of sales. If it turns out that one of the markets is just a tiny fraction of companys turnover, it should be eliminated in order to concentrate on the remaining market and increase it at times. Nowadays, it rarely happens when a bestseller contains practical, applicable to life lessons. Geoffrey A. Moores Crossing the Chasm is surely one of such rare works; it teaches both IT-companies and non-high-tech sector to separate markets and manage the gap when shifting between their types.

Ieoh Ming Pei Essay -- People Pei Biography Papers

Ieoh Ming Pei Ieoh Ming Pei is a brilliant, Chinese-American architect. He combines learned skill with his gift of knowing what works both functionally and aesthetically. Early Life He was born in Canton, China, on April 26, 1917. Art and commerce were both ingrained in Pei's upbringing. His family had lived for more than 600 years in Suzhou (formerly Soochow), a city in the Yangtze basin northwest of Shanghai. The history of Suzhou goes back some 2,500 years,, but it became prominent during the Sui Dynasty (A.D. 581-618) with the completion of the Grand Canal, which linked several major trading cities. Suzhou was an important city in the rice and silk trades. It was also known for its many craftsmen, scholars, and artists. People considered the city so wonderful that there was a saying about it and its neighboring city: "In heaven there is paradise; on earth, Suzhou." Around the time of his birth, fighting among local warlords made life dangerous in Canton. The political turbulence that Pei witnessed seems parallel to Einstein’s experience with political turbulence in Germany, and Ghandi’s experience with India under British rule and the loss of Hindu identity that came with the ruling of a different culture. In 1918, the bank told Tsuyee (I. M.’s father) to move with his family to the safety of Hong Kong, which was then governed by Great Britain. Sometimes on that long journey Ieoh Ming’s nurse, or "amah," carried him on her back. The Pei family lived in Hong Kong for nine years. During that time, three more children were born: I.M.'s sister, Wei, and his two brothers, Kwun and Chung. In 1927, I.M.'s father was made manager of the bank's main office in Shanghai, and the family returned to C... ... Science Center, at Boston, Massachusetts References: Dell, Pamela. I.M. Pei Designer of Dreams. Chicago: Childrens Press Inc, 1993. "I. M. Pei" Grolier’s Multimedia Encyclopedia, 1996. Wiseman, Carter. I. M. Pei: A Profile in American Architecture. New York: Harry N. Abrams, Inc, 1990. http://www.greatbuildings.com/gbc/architects/I._M._Pei.html http://washingtonpost.com/wp-srv/style/longterm/books/chap1/im_pei.htm http://www.mit.edu/people/bei/www/page4.html http://www.mit.edu/people/bei/www/Pei/Masa2.gif http://www.mit.edu/people/bei/www/Pei/Johnson2.jpg http://www.mit.edu/people/bei/www/Pei/NGArt2.jpg http://www.mit.edu/people/bei/www/Pei/Dallas1.jpg http://www.mit.edu/people/bei/www/Pei/BankChina4.jpg http://www.mit.edu/people/bei/www/Pei/Louvre1.jpg http://www.mit.edu/people/bei/www/Pei/Rockhall2.jpg

Linear Equation and Boarding Rate

Linear Equations in the real world Problem 1)  A cab company charges a $3 boarding rate in addition to its meter which is $2 for every mile. What is  the equation of the line  that represents this cab company's rate? | Problem 2)  A cab company charges a $5 boarding rate in addition to its meter which is $3 for every mile. What is  the equation of the line  that represents this cab company's rate? | Slope of this line  : 3 y-intercept of line: 5 Equation of this line(slope intercept form)  : y = 3x +5 Problem 3)  A cab company charges a $3 boarding rate in addition to its meter which is $? for every mile. What is  the equation of the line  that represents this cab company's rate? | Slope of this line  : ? y-intercept of line: 3 Equation of this line(slope intercept form)  : y = ? x +3 Problem 4)  A cab company charges a $4 boarding rate in addition to its meter which is $ ? for every mile. What is  the equation of the line  that represents this cab company's rate? | Slope of this line  : ? y-intercept of line: 4 Equation of this line(slope intercept form)  : y = ? x + 4 Problem 5)  A cab company does not charge a boarding fee but then has a meter of $4 an hour. What  equation  represents this cab company's rate? | Slope of this line  : 4 y-intercept of line: 0 Equation of this line(slope intercept form)  : y = 4x Problem 6)  A cab company does not charge a boarding fee but then has a meter of $4 an hour. What  equation  represents this cab company's rate? | Slope of this line  : 4 y-intercept of line: 0 Equation of this line(slope intercept form)  : y = 4x Problem7)  A cab company charges a $1 boarding fee and has a meter of $1/3 an hour. What  equation  represents this cab company's rate? | Slope of this line  : 1/3 y-intercept of line: 1 Equation of this line(slope intercept form)  : y = 1/3x+1 Need help with this page's topic? | At how many mnutes do both companies charge the same amount? | Never, the slope of the graphs of their rates is the same. Parallel lines  never intersect. | | At how many minutes do both companies charge the same amount? | 20 Minutes| | |

An Empty Purse Frightens Away Friends

With the so-called  modernization  of the world we inhabit, avariciousness is increasing in the people. Increased facilities mean increased demands and an increased demand means more  stinginess  and with more stinginess comes more treacherousness. Diplomacy has become dominant over chasteness. Even the purity of blood relations and innocence of love is at the verge of extinction. Friendship which once was considered the most immaculate relation is no longer filled with the heartiest emotions of devotion, abstemiousness and harmony.People, these days, like agreements more than relations and friendship. Disloyalty has been the nature of every creature ever since life was concocted. Dog is constantly used in the sayings regarding faithfulness, when gets mad, bites its own master. Some control this evil part (disloyalty) of their complexion, while others bluntly expose it. Many such examples are there in history in which acquisitiveness and perfidiousness overshadowed loyalty. I n the start of human race the two sons of Adam fought, and Cain killed Abel despite their blood relation.Since then, human beings are murdering the beautiful emotions like fidelity and adherence. Its intensity has increased, and is increasing as the time is passing. And humanity is being replaced by inhumanness  in society. Friends no longer have the degree of affinity that they once used to have. Nowadays, it is not love or affection that inspires one to be friend with someone; money and status are the factors that matter these days. Persons are friends in just fair weather, when the status drops or money ends, they tend to leave one in the lurch.We read many stories regarding loyalty and friendship like â€Å"three friends and a bag of gold† in which three childhood friends murder each other just for a bag of gold, because when there is money the eyes and heart go blind. As Dr Thomas Fuller mentioned in his â€Å"Gnomologia: Adagies and Proverbs†, â€Å"Money is t he sinew of love as well as war. † People want interest in everything, even if there are emotions at the stake. People make friends not because they are inspired by the loyalty or ersonality of the person but because they are seeing their profit in the friendship, and when this specific profit of theirs starts converting to loss, they disappear like they never even knew or they had a complete overhauling of their mind which made them to forget every little detail of the person they once were so close to. It is very difficult to find a friend that stands with one through thick and thin. If one has a loyal friend than one has got more than one’s share.