Flight deck system Research Paper Example | Topics and Well Written Essays - 1000 words

Flight deck system - Research Paper Example A cockpit is a small room located in front of an aircraft fuselage that serves as the operating area for the pilot and the co-pilot. It contains the flight instruments and controlling handles for the pilot to easily manipulate the aircraft. This is the area where the pilot and the co- pilot fly the aircraft. In some aircraft, the windows are shielded as a protection from the sun. Usually, windows of cockpits are capable of being opened while on the ground and some have heating elements to melt the ice and avoid fog, therefore clears the view. In retrospect, cockpits only contain few and simple parts including an adjustable seat, windscreens, control columns, rudder pedals, and parking brakes. This system has been used in the present until the development of a standard cockpit emerged. The beginning of autopilot system is designed for the pilot’s use and mainly to lessen the pilot’s workload. The Autopilot Control an artificial (attitude indicator) and directional gyro to operate elevator and rudder but not ailerons because wind dihedral produces the necessary roll stability. In the present day, an autopilot is an ability to take off, straight and level flight, descent, approach and landing except the taxiing. The advantage of autopilot is that it can land by keeping on the center of the runway line. It also helps the pilot by landing in a poor visibility such as in times of fog. Autopilot is controlled by computer software. It reads from the aircraft’s position and controls flight system to guide the aircraft.

Climate change hastens population extinctions Essay

Climate change hastens population extinctions - Essay Example Literature review: The climate system is a complex, interactive system consisting of the atmosphere, land surface, snow and ice, oceans and other bodies of water, and living things. Climate is usually described in terms of the mean and variability of temperature, precipitation and wind over a period, ranging from months to millions of years (the classical period is 30 years). Global warming the most visible aspect of climate change affects our whole climate system including humans worldwide. In the past three decades the EL Nino effect in the Southern hemisphere has become more intense, causing greater variation in rainfall. . North America and Central Asia will warm more than the oceans or coastal regions. Precipitation will increase overall, but there will be sharp regional variations, with some areas that now receive adequate rainfall becoming arid. The consequences for non-human animals and bio-diversity will also be severe. In some regions plant and animal communities will gradually move further from the equator, or to higher altitudes, following climate patterns. Australia's unique alpine plants and animals already survive only on the country's highest alpine plains and peaks. If snow ceases to fall on their territory, they will become extinct. Similarly, many species are also shifting towards favorable climatic zones or facing threats of extinction. One such species is Checkerspot butterfly. Recent studies are pointing out that climate change may be one of the factors for extinction of species but not the sole reason. Therefore, the detection and attribution of climate change in natural system has been a challenge for climate change biologists. Assigning climate change as the cause of the observed biotic changes has often had a deeper basis, such as a known mechanistic link between climate variables and biology of the study of species (Parmesan et al. 2000). On a continental scale, movements of the entire species ranges have been found in butterflies in both north America and Europe, where two thirds of the 58 species studied have shifted their ranges northward (Parmesan, 1996; Parmesan et al. 1999). Seventy years of published studies document the limiting effects of temperature on butterfly population dynamics, particularly at northern range edges (Parmesan, 2003). The northern boundaries of many European butterflies are correlated with summertime isotherms (Thomas, 199 3). Montane studies are lesser in numbers and less documented but these shows upward movement of species in general. In one of the studies, Parmesan (1996) found that Edith's Checkerspot butterfly has shifted upwards by 105m in the Sieara Nevada Mountains of California. Now apart from warming impacts, the difference in rainfall has some impact on movement/extinction of species/plants. In one of the study, at sites in Alaska, more recent decades have been relatively dry, which is believed to have prevented trees from responding to current warming as they did before (Barber et al., 2000) Precipitation changes may also be the reason for shifting/extinction. Recent trends toward increased precipitation have seen to be driving vegetation compositions to be altering the relative abundances of species within Rodent, reptile and ant communities (Brown et al. 1997). Theory indicates that a

The Father of Chicago Blues Essay Example for Free

The Father of Chicago Blues Essay He is known for creating some of the greatest blues songs of all time â€Å"I Can’t Be Satisfied†, â€Å"I feel Like Going Home†, and â€Å"Hoochie Coochie Man†. His unique and distinctive voice conveyed intense feelings and emotions to audiences all over the globe, while his guitar skills inspired some of rock history’s greatest legends. He was known as Muddy Waters; a man whose raw talent and tenacity led him out of Mississippi, to Chicago, to winning several industry awards, and finally into the Rock and Roll Hall of Fame. Much of the development of the blues genre, as well rock and roll, has been accredited to him and rightly so. Bringing the heart and soul of blues music to Chicago, Muddy Waters single-handedly led the progression of Delta blues to Chicago blues, from which much of today’s popular music has sprung. The origin of the blues dates back centuries. In commercial terms, it was once referred to as â€Å"race music†, as the artists were primarily black and the music was marketed to black audiences. The genre eventually became know as â€Å"rhythm and blues† or â€Å"RB† a music style rooted in Africa and brought over to the US when slaves would sing African spirituals while working on plantations. American Popular Music (2006) describes RB as such: RB, as the genre came to be known, was a loose cluster of styles, rooted in southern fold traditions and shaped by the experience of returning military personnel and hundreds of thousands of black Americans who had migrated to urban centers such as New York, Chicago, Detroit, and Los Angeles during and just after the war. (p. 38) As the music world expanded, sub-genres of the blues came into existence. Delta blues, jump blues, and Chicago electric blues were the most popular categories. Muddy Waters himself grew up singing Delta blues songs from that region, until he moved north to Chicago. It was in Chicago that his sound evolved and he was labeled as a â€Å"Chicago electric blues† artist. During the 1940s, Chicago became one of the most rapidly-growing cities in terms of black neighborhoods, which fueled the popularity and demand for blues music. Although Delta blues artists had been a favorite amongst the African American community for decades before the emergence of Muddy Waters, it was a new type of blues sound that soon became the iconic music of Chicago: A very different urban blues tradition of the postwar era, Chicago electric blues, derived more directly from the rural Mississippi Delta†¦ The musical taste of black Chicagoans, many of them recent migrants from the Deep South, tended toward rougher, grittier styles, closely linked to African American folk traditions but also reflective of their new, urban orientation†¦ Muddy Waters exemplifies these developments. (Starr Waterman, 2006, p. 41) The Chicago blues scene was essentially a combination of both northern and southern influences. This is an example of how music, as well as society, evolves in order to embrace a new way of life while retaining its roots. Although people still embraced musical themes from traditional Delta blues frustration, loneliness, pain they were looking for a more developed and refined sound. This new blues style, Chicago electric blues, soon became personified through Muddy Waters. His voice contained all of the grittiness and rough sounds of traditional African American music, yet his innovative guitar skills and musical phrasing appealed to audiences who were demanding a more urban feel. Muddy Waters was born McKinley Morganfield on April 4, 1913 in Issaquena County, Mississippi however, he later changed his birth year to 1915 in order to appear younger to the entertainment industry. He was born to Berta Grant, who was only a teenager at the time, and Ollie Morganfield, a cotton farmer. Muddy’s parents were an unconventional couple, as they never married; and after his mother passed away in 1918, his grandmother Della Grant took over in raising him. He was only three years-old at the time, and Della was an extremely young grandmother of 32 years of age when he was born. Muddy’s world seemed to revolve around music from a very early age, although he did enjoy fishing and playing down by a nearby creek. He would always get dirt on his clothes and mud on his face, which is how he was nicknamed Muddy Waters. Muddy was not the only musical talent in the family. His father Ollie was well-known amongst locals as a very skilled singer, guitarist, and washboard-player. This seemed to fuel Muddy’s interest in music, as he began to learn how to play a variety of instruments. He improvised by turning a kerosene can into a drum, which became his first instrument, and that was followed by the accordion, a harp, and a box and stick that he made into his first guitar. He recalled, â€Å"Couldn’t do much with it, but that’s how you learn! † (Roots, 2007). As a teenager, Muddy began listening to blues artists such as Charlie Patton and Roosevelt Sykes. One of his greatest influences, however, was Son House. He was inspired by House’s guitar technique and would often attend live performances: â€Å"I was there every night, close to him. You couldn’t get me out of that corner, listening to him. I watched that man’s fingers and look like to me he was so good he was unlimited† (Roots, 2007). By the age of 17, Muddy was able to purchase his first guitar a used Stella and began making a name for himself as a local blues artist. With his own makeshift band, Muddy performed in several local Delta clubs until he was discovered by Alan Lomax in 1941 a folklore collector who invited him to record for the Library of Congress. Lomax was searching for a blues singer comparable to Robert Johnson, whose guitar style influenced Muddy’s own way of playing. It was most likely Lomax’s encouragement that persuaded him to move to Chicago in 1943 he had been contemplating the idea for awhile, yet decided against it as he did not want to leave his grandmother. After his move to Chicago, Muddy started working at a paper mill. Three years later, a man by the name of Sunnyland Slim helped him get signed to Aristocrat Records; but his first series of recordings proved to be unsuccessful, and he would have to earn money by driving trucks for six days out of the week, while performing nightly in local clubs. His career did not fully launch until 1948 when Aristocrat Records was sold and became Chess Records. Under this new label, he recorded his first single â€Å"Rollin’ Stone†. It was an absolute hit, and was even used to name one of the world’s most famous rock bands the Rolling Stones. By 1951, Muddy had a complete band with Otis Spann on the piano, Little Walter on the harmonica, Jimmie Rodgers on the second guitar, and Elgin Evans on the drums (Rolling Stone, 2009). He was now a major blues performer, creating some of the most iconic and influential songs in the music industry: Waters’s approach to the blues is different from that of blues crooners†¦ Waters was a master of the bottleneck slide guitar technique. He used his guitar to create a rock-stead, churning rhythm, interspersed with blues licks, which were counterpoised with his voice in a kind of musical conversation. (Starr Waterman, 2009, p. 42) He mastered the electric guitar after moving to Chicago, as the crowds were noisier than his previous audience in the Delta, and there was a high demand for dance music. He brought the traditional blues sound up from the Mississippi Delta, turned it into a more electric sound, and Chicago electric blues was born. It was this emotionally distressing style of guitar-playing that won him the name â€Å"The Father of Chicago Blues†, subsequently inspiring future rock artists such as Jimmy Hendrix, Eric Clapton, and bands of the 1960s and 1970s British explosion (Rolling Stone, 2009). Even though Muddy’s records were mostly sold in the Delta, New Orleans, and Chicago, his reputation spanned the globe. Over the years, Muddy would be cited as a great influence for many artists, including Chuck Berry, Leg Zeppelin, and Angus Young of AC/DC. His songs would also be covered by other industry heavyweights such as Cream, Etta James, and Bob Dylan. Muddy’s success was later signified by several Grammy Awards, Blues Foundation Awards, and his posthumous induction into the Rock and Roll Hall of Fame in 1987 (Rolling Stone, 2009). It is impossible to think of history’s greatest blues artists without naming Muddy Waters he epitomizes Chicago blues. Today’s artists still praise his name and discuss how he has impacted the music world with his talent and innovation. Coming up from the Delta, he brought the true soul of blues to Chicago while simultaneously melding it with a more popular sound. He created a new sub-genre in music; and his voice and phenomenal guitar skills won him the respect of the entire music industry, both past and present. References Rolling Stone. (2009). Retrieved July 28, 2009, from http://www. rollingstone. com/ artists/muddywaters/biography Roots, A. (2007). So Into Blues. Retrieved July 28, 2009, from http://www. blues- finland. com/english/muddy_waters_biography_1. html Starr, L. , Waterman, C. (2006). American Popular Music: The Rock Years. Oxford: Oxford University Press.

Executive Pay And Company Performance

Executive Pay And Company Performance Executive pay and compensation packages are a hot topic in todays world of business and public analysis. Many top executives in the United States are seen as more highly compensated than is necessary, while other Americans are struggling to make ends meet. Even so, the cost of executive compensation continues to increase despite efforts to curtail this type of company spending. Despite the fact that the cost of compensation is steadily increasing, a company ´s performance often depends on the performance of a good Chief Executive Officer (CEO). Therefore, it is often necessary for a company to pay its CEO handsomely, usually well above the market rate, in order to retain him or her as one of the companys most prized assets. This paper analyzes this notion and gives an in-depth look into the concept of pay for performance for senior executives such as CEOs. It is important to note that a companys Board of Directors, shareholders and compensation committee are responsible for executive compensation package proposals presented to prospective CEOs, and they are charged with weighing possible risks against benefits for any particular package presented. CEO Compensation There is a consensus in America regarding executive compensation and it is the philosophy that it is better to align executive compensation with performance. It is reasonable, considering that it just makes sense that paying an executive more for better performance is motivational to the executives (Ferracone 2010). As analyzed by Gomez-Mejia, Tosi Hinkin (1987), compensation for CEOs is as follows: Compensation has three distinct components: salary, bonuses, and long-term income. The last includes a wide array of deferred compensation benefits like pensions, profit sharing, stock options, IRAs, and bonus deferrals (60). The above quote outlines the totality of the basic CEOs compensation package, not including any added benefits or perks the company deems is necessary to attract and retain their chosen CEO executive. However, the bottom line is whether or not the executive is capable of handling the responsibilities of being the top executive for the firm. According to Lewellen, Loderer, Martin Blum (1994), senior executives are responsible for their corporations sound investment and financing decisions and also to ensure that their firms shareholder and investor interests are well taken care of; however, there is concern by many shareholders and investors that their corporate executive may not do was is expected. This brings up the issue of whether there is a correlation between the size of senior executive compensation packages offered and the firms financial performance standing. A positive correlation between the two can result in a reduction of overall costs for a large corporation (Lewellen, Loderer, Martin Blum 1994). This is significant, given the fact that many smaller firms are competing in the marketplace with larger firms that can afford better executive compensation packages. Similarly, Gomez-Mejia, Tosi Hinkin (1987) suggests that economic theory concerning executive compensation is based on the human capital theory, and it relates to a companys size as being associated with how difficult a top executives job is. It is further noted that organizational size and the CEOs compensation package should be closely related and based on the complexity of the job more so than how well the job is done. However, many experts and industry professionals disagree and feel that the CEOs performance should definitely be taken into account. The obvious assumption is that a high compensation incentive would yield a high performance level and success for top executives. More CEO Pay vs. CEO Exits As illustrated by Ferracone (2010), a companys Board of Directors may see the company in a position of risk by losing a strong-performing, qualified CEO, so they may opt to reward the CEO accordingly rather than risk losing the CEO to a competitor. They see it in their best interest to retain an already well-performing CEO who is experienced with the ins and outs of their firm and not have to deal with the possibility of ending up with a less desirable executive. Morgenson (2012) reports, many corporations argue that if they do not pay high CEO compensation packages, then they will not have the most highly qualified CEO. Therefore, many corporations find it in their best interest to justify the high-valued executive rewards and compensation packages by saying that their focus is really on hiring the most competent executive instead of simply trying to scrimp on pay and end up losing a promising executive for the company. Additionally, it is a fact that plenty of management teams in companies across America feel like they have to keep up with whatever the competition is doing, in this regard, based on what the market can stand. Its a classic case of keeping up with the Jones. However, a companys compensation committee may choose to offer a compromise by presenting the CEO with a reasonable pay incentive that is contingent on company performance. This way, the company is protected from the possibility of the companys financial collapse and also having to lose the CEO by forced resignation, along with paying out a hefty CEO severance package. With this in mind, questions often arise about whether or not pay-for-performance incentives for CEOs actually work and are a good idea. In terms of pay-for-performance, it is a fact that high value incentives may not necessarily equate to good CEO performance, and good CEO performance may not necessarily mean better company performance. As outlined by Barro Barro (1990), the amount of CEO pay-for-performance increases as the CEOs relative experience increases. Additionally, as it relates to CEO turnover, CEO skill matching is directly related to compensation and the size of the corporation. It is also noted that CEO experience has an affect on pay-for-performance sensitivity. As it relates to CEOs jumping ship of a firm to join the competition, relative transferable knowledge, skills and talents is an issue. Morgenson (2012) points out that most CEO skills are not easily transferrable from one firm to the next and that CEOs do not move often because of this fact. This means that perhaps all the hype about more money and incentives every year for CEOs is not necessary to keep them, because they will more than likely not move anyway. Many CEOs are comfortable and would rather not risk jumping ship to find greener pastures and end up in a worse situation than the one they think they are in at their present company. This is a valid assumption and it is crucial to the concept of aligning CEO pay with company performance. However, some highly compensated executives are raking in the dough even when their companies are not performing well, and this is seen as highly unacceptable. Executive Compensation Overpayment Some CEOs are overpaid, in spite of undesirable company performance trends. Highly compensated top executives often accept large compensation bonuses and incentives, even when they see their company is not doing so well. A case in point is outlined in an article in the Huffington Post reports that, in 2011, the CEO of Dean Foods, Gregg Engles, was given a 52 percent increase in salary and incentives from the previous year and made $8.5 million, even though the company had a $1.6 billion loss for the year (Kavoussi 2012). This seems out of context but it is evident that this CEOs company places a high value on his presence without the organization. Another example of a CEO cashing in when his companys profits took a downturn is the case of the CEO of Omega Healthcare in Hunt Valley. His executive pay package value doubled to $7.8 million, in spite of it being criticized by a shareholder advisory firm and also in light of the fact that the companys fallen stock price and decreased profits were on the books (Hopkins 2012). These are glaring examples of CEO overpayments and many people in the general public consider it an outrage. As it relates to CEO overpayments, Popper (2012) reports that the median pay of the 200 most highly compensated CEOs in the United States was $14.5 million in 2011. This statistic comes from a study done by Equilar, a Redwood City, California compensation data firm. Additionally, those same CEOs median pay raise equaled 5 percent. This is a standout social issue and it feeds the anger of ordinary Americans who often struggle with unemployment, pay cuts and decreasing wealth. It is seen as a case of the haves catering to greed while the have-nots are barely getting by. Ferracone (2010) states some people blame the recent financial collapse in America on overly high executive compensation. CEO Pay Alignment to Performance In light of the overpayment issue, company investors points of view are often in favor of aligning CEO pay with company performance, as well as having a trustworthy compensation committee that has the best interests of the investors and shareholders of the company in mind (Ferracone 2010). For instance, a Wall Street Journal report shows that 2011 CEO pay packages were more aligned with company performance. On average, CEOs received 0.6 percent increases for every extra 1 percent of returns to shareholders. This, at least, is a measurable component to the executive compensation package issue. Shareholders often need justification of the significance of an executive compensation package before approving it. To meet approval, it is often not so much an issue about the amount of pay that is being considered for the CEO but more of whether or not the CEO is giving the corporation its moneys worth. It is a question of does the CEO meet goals and standards put in place to help the company advance. Bhatt (2012) states that companies justify executive pay to shareholders by implementing compromises such as eliminating perks, tying bonuses to corporate goals and putting policies in place that allows the company to take back bonuses and stock options from executives if the company gets into financial trouble. This is seen as a fair compromise. With this type of justification tied to compensation package proposals, shareholders can feel better about the executives worth and commitment, and therefore they can feel better about approving the executives compensation package. Say on Pay Authority In contrast to decades past, investors are heavily involved in the decisions of what to pay top executives in their companies. They have a say about pay for top executives, unlike in the past. The vehicle in which investors voices can be heard is called the Say on Pay law. The Say on Pay law mandates that public companies allow its shareholders and investors to cast votes, based on advisory decisions, regarding executive compensation (Bhatt 2012). This has shed light on pay practices and allows a check and balance approach to alert for any red flags that may arise. The Say on Pay law is also a way for investors to vote against compensation packages it deems is too much and not in the best interest of the company, its shareholders and investors. For example, Bhatt (2012) reports that a Portland-based bank had an executive-pay proposal rejected by its committee and it cut the CEOs base salary by about 7 percent last year to a paltry $815,000. This example shows a move in the best inter est of the shareholders, while still allowing for a hefty pay package for the CEO. It also shows that there can be a win-win situation with controlling executive compensation package amounts. Shareholders, legislators, regulators and the media all put pressure on company Boards to appropriately balance the vested interests of investors and corporate management (Mercer 2009). This is not only true for companies in the United States, but other countries as well. For example, Mercer (2009) reports that Europe has imposed legislation giving shareholders a say on executive compensation matters. Also, firms in Span, Sweden, Australia, Norway and the Netherlands have voted to increase disclosure of executive pay programs. These types of corporate governance reforms have become popular, though the United States and Canada are the last to implement them. It is important that new disclosure regulations about executive pay programs are presented to shareholders of companies (Mercer 2009). In addition to an increase in corporate disclosures about executive pay matters, there has also been an increase in compensation committee responsibilities in many firms. This is significant because it shows that more time is going into the decision-making process to approve CEO compensation packages and that the interest of the companys shareholders and investors is taken into consideration on a larger scale. Regulations have been strict, so it is in a companys best interest to ensure compliance to regulatory standards to avoid any possible corporate scandals (Mercer 2009). However, this presents a challenge for Board and compensation committee members to ensure an appropriate balance between executive pay with a necessity of attracting and retaining the best executive talent in the market. Additionally, when it comes to the compensation of top executives, many in the industry believe that CEO pay scales should have restrictions. CEO Pay Should Be Restricted CEO pay is often a subject of controversy as it relates to unnecessary compensation of corporate executives at the expense of taxpayers. DeCarlo (2012) reports on a study done in 2011 that revealed top executives of the United States top 500 companies received $5.2 billion in pay raises, which represents 16% collectively. Comparatively, the average American worker only got an average of a 3% raise in pay. This is an in-balance that is seen as unfair to the general public. Its the old adage, the rich keep getting richer and it shows a need for more corporate governance in this regard. In contrast, some CEOs are simply not as greedy or fortunate as others. An article by CNET News reports that the CEO of Amazon, Jeff Bezos, has passed on his pay raise and bonus for the last five years. To make up for this, though, he did exercise some very lucrative stock options (Kawamoto 2003). This is something that is seen by shareholders as a good move and is preferable. It helps the corporation but still takes care of the executive. Additionally, in the case of Amazon, a proposal is on the table for more executive compensation plans to include linking stock option cash out to an industry performance index. This means that the company executives would only get paid the large dollar amounts if the companys stock performed favorably (Kawamoto 2003). This is a compromising concept to executive pay restrictions. Similarly, Hopkins (2012) states a recent study showed that six Baltimore CEOs received large pay cuts instead of large pay raises, due to low performing company issues. For example the CEO of Corporate Office Properties had his compensation cut in half the year before he retired. This was because the company had a loss in 2011 of approximately $134 million due to plummeting stock prices. The other five CEO pay reductions were also mostly related to bad company performance but there were other factors involved as well. Another example of a CEO pay reduction instead of increase is the case of Armours CEO whose compensation package was cut last year by 14 percent to only $1.1 million, but this was in light of the fact that the companys stock prices went up and they realized substantial profits. The company justified this by citing that the CEO did not reach all of his goals for the year (Hopkins 2012). This is an example of CEO pay restrictions in place. According to Pearce, Stevenson Perry (1985), some industry experts agree that CEO pay should have restrictions. This is based on the concept that high compensation merit pay may be an inappropriate way to enhance CEO performance and statistical analyses showed this to be likely. Additionally, it is noted that CEO performance motivation should be contingent on performance but many times it is not. It is interesting to note that, according to Pearce, Stevenson Perry (1985), a comprehensive study on performance-contingent pay programs for executives revealed that implementing these types of programs did not show significant effects on general CEO organizational performance. One reason for this is suggested that managers have limited direct control over the performance of an organization and focus should be more on environmental influences that the managers are responsible for manipulating. It is important to note that even when CEOs are high-performing, they may not necessarily receive the highest pay for their performance. For example, the Society for Human Resource Management reports on a study done by a professional services firm that revealed that top CEOs of companies with the highest performance did not receive the highest pay raises. With this in mind, a question of whether or not it is even possible to successfully restrict CEO compensation and still benefit from the work of a quality CEO is appropriate. However, inefficiency in a product of interference should be taken into consideration as well as possible regulation of CEO compensation package ceilings. CEO Compensation Packages Regulation Many argue that it is unfair to have such an inequality in business as it relates to the astronomical salaries and compensation packages of CEOs in this country. However, others argue for its justification based on the fact that the CEO has the responsibility of final decisions that are made for a company and they have responsibility towards the company ´s reputation and performance. In light of this and the public attention from highly publicized, high profile corporation scandals such as the Enron situation, pay and performance of executives in the United States have come under some scrutiny (Jarque 2008). It is no wonder that the general public is skeptical and suspicious of how much money many executives make on a yearly basis. This is especially true because a lot of the money paid to these executives comes from taxpayer dollars, and the everyday American is aware of this and is not happy with it. An article from ABC News reports on a 2011 study that found tax loopholes, concerning executive compensation packages, which costs taxpayers more than $14 billion a year. This is due to CEOs receiving more in their compensation packages than was paid in taxes by their companies. Many see this as an unfair concept. It means that large corporations are taking advantage of these loopholes to lower their tax bills and the taxpayers end up subsidizing large CEO paydays. This is possible because, as it stands now, companies can take off executive pay as a deductible business expense on their taxes, so the trick is the companies pay the executives with stock options, which are exempt from taxation (Kim 2012). So, taxpayers get stuck with the bill and CEOs reap the rewards. Regarding regulation of CEO compensation, however, there needs to be some. Jarque (2008) reports over the last 20 years, the average pay of CEOs working in the top 500 firms in the United States increased some six-fold. This compensation was mainly performance-based and was paid in stock options. It is also reported that regulatory standards, imposed over the last 15 years, that affect executive compensation include changes in corporate capital gains taxes, limits on deducting CEO pay expenses unless they are performance-based, increased company disclosure requirements, and standards on option grants expenses (Jarque 2008). Additionally, studies done following regulatory changes show a shift of compensation trends from salaries and bonuses to stocks and options (performance-based compensation). Jarque (2008) states, This suggests that regulation efforts to improve corporate governance and transparency have been moving in the right direction, although it is difficult to evaluate the relative importance of regulation versus the market induced changes in governance practices (267). Conclusion Executive compensation is a significant aspect of corporate governance and is often governed by a companys Board of Directors, investors, shareholders and compensation committee members. Executive pay typically consists of salary, stock options, benefits, bonuses and other perks deemed appropriate, based on different company preferences. As noted above, executive compensation has disproportionately increased relative to the average American worker and this is often seen as a negative in the public eye, so it is a growing social issue. To help change the view of executive compensation as a root to evil, measures have been put in place to gear executive compensation packages more toward pay-for-performance. This equates to more executives receiving their bonuses, rewards and incentives only when their companys are doing well financially. In todays competitive business world, many companies are looking for new and better ways to attract and retain the highest qualified CEOs to help lead their businesses to financial success through growth and expansion. Therefore, many companies are prepared to offer and follow through with paying handsome compensation packages to existing and prospective CEOs. Many firms are prepared to justify paying CEOs compensation packages above the market rates in an attempt to retain the services of what they feel is their most prized asset the CEO.

Essay --

The main objective of this study is to clarify the impact of the over expressing protein p7. Cells used had completed the amitotic stage but not the cytokinesis. Since the protein was previously shown to bind GFP and myosin of Tetrahymena thermophila, it was immunostained with anti-myo1 to acquire immunofluoresence images. Macronucleous undergoes amitosis where the intramacronulcear microtubules form lines. It is common in MYO1 and in overexpression of GFP-tagged MYO1 that these lines don't work properly in macronuclear elongation which lead to unequal division of macronucleus. Although, there is co localization of GFP-p7 with antitubulin to intramacronuclear microtubules, it is not regulated enough. At the beginning of GFP-P7 over expression the cells are directed randomly on the intramacronuclear microtubules, they don’t form the parallel array since the macronuclei did not achieve full elongation. Then the macronuclear division in overexpressiong cells was either unequal o r inhibited. Introduction The experiment is based on Myo1 which has a MyTH4 and a FERM domain. Myo1 knockout strain affects both mitosis and amitosis which occurs in Tetrahymena in the same cell but different nuclei. Some micronucleus divide with spindles fibers while others divide without spindle fibers. The intramacronuclear microtubules shape array directed parallel to the axis of macronuclear elongation in amitosis (Williams & Williams, 1976). Macronuclear elongates along with the elongation intramacronuclear microtubules. The elongated macronucleus can enlarge the length of the cell borders through cytoplamic microtubules. Subnuclei are formed due to constriction of nucleus at its midpoint. Although these parallel arrays work as a spindle, nu... ...peron is a major factor that determine normal or abnormal functioning of the protein upon its formation even though other processes referred to as post translational modification plays a necessary process (Aufderhide, 1979). From the observation below, the GFP tagged p7 colocalize within the live cells. Production of an intense GFP means that the protein aggregated more to the cell body. This means that the protein has an increased potential for the cell membrane. Analysis of the cells was based on Leitz wetzlar epifluoresence using LAS as software that gave the images shown below. A protein has a feature like cyclin-like, binds to GFP and myosin of Tetrahymena Thermophila. This study also compliments previous studies that in fact the molecular mass is 7 kDa, which has the ability of processing cyclin-like protein can bind to Myo1 and GFP (Ejercito & Wolfe, 2003).

Abortion Legalized leads to Assault :: essays research papers

This article â€Å"Pro-Life Laws Lead to Assault† by Steven Ereit is intrusive, and completely opinionated. This article noticeably mentions that many incidents of killings and assaults that have gone on between young teenagers are the direct result of legalized abortion. It is stated in the article by Ereit that having abortion legalized shows teens that killing is one of the solutions to life’s problems. Also that if the soon to be mother doesn’t comply with having the abortion the soon to be father has the right to assault or even kill their wives/girlfriends. The law making abortion legal doesn’t insist on anyone killing to solve the problems in their life. The contemplation of killing for peace comes from that persons own mental state or family background. Ereit’s conclusion is based on his own personal opinions, and is completely invalid.   Ã‚  Ã‚  Ã‚  Ã‚  It’s clearly stated in the article that legalized abortion is stating that killing is the solution to life’s problems. That instead of abortion these teens need help in making good decisions about sex, relationships, and responsibility. Ereit made the point that since abortion was legalized and teens have been notified about this fact they have no need for important information about sex, and relationships.   Ã‚  Ã‚  Ã‚  Ã‚  Teenagers being taught about safe sex, and making smart decisions when it comes towards relationships is based on their environment while growing up. The fact that abortion was made legal has nothing to do with teenagers not making good decisions when it comes to matters of the opposite sex. Parents, Guardians, or important people in that child life are supposed to teach them what’s right and what’s wrong.   Ã‚  Ã‚  Ã‚  Ã‚   Ereit also mentioned that since abortion was made legal, soon to be fathers feel that they have the right to take matters into their own hands and give the mother an abortion. The law making abortion legal in no way gives or states that the father has any rights to abort the baby himself. The decision on what will be done with the child is left strictly up to the mother. The father has no right to that baby until it is out of its mother’s womb.   Ã‚  Ã‚  Ã‚  Ã‚  The article Ereit wrote was totally invalid and a bunch of opinions. There was no valid information to back up what he was saying. Abortion doesn’t teach teens that killing is the solution to all life’s problems.

The Mexican Revolution

Mexico’s Revolution Ariel Elias HIST 112 Proffesor Cummings 17 February 2013 Ariel Elias Professor Cummings Hist 112 17 February 2013 Mexico’s Revolution Many nations across time and the world have experienced a revolution. From the American revolution to the French revolution, history has proven conflict can engage a nation at any moment. Tanter explains that two possible scenarios, changes in the economic development and the level of education are likely to cause revolutions (Tanter 264).A revolution can be composed of a group of individuals who are willing to make the ultimate sacrifice in exchange for change in the existing government. This group of people will stop at nothing until they have completely taken over the territory they wish to control. What was the reason and who played a critical role in the Mexican revolution? Mexican political leaders and the common people would play an instrumental role in the positive or negative impact of the Mexican revolution. During 1910 and 1920, Mexico underwent a difficult and bloody time that would lead to many years of little progress in this nation’s history.The Mexican revolution is not a globally known revolution and most Americans would not initially compare it to the American revolution or understand the impact it had on Mexico. Knight states that compared to other revolutions, during the Mexican revolution many more people fought, died, and more land was destroyed (Knight 28). Some of the reasons the Mexican revolution began was due to the biased distribution of land, education, and wealth. The Mexican farmers and middle class were tired of the government treating them unfairly.The man in control of the nation during 1910 was President Porfirio Diaz. President Porfirio Diaz had ruled Mexico with an iron fist. Knight states that President Diaz had begun as an Army officer who had risen to power during a coup (Knight 28). Mexico’s economy was doing well at the time and Mexicoâ€⠄¢s elite prospered while President Diaz controlled the nation. Diaz originally promoted a no re-election policy, but soon conveniently disregarded that policy and ruled for several years. Under President Diaz’s rule, only the elite people of Mexico shared wealth, land and education.Knight states that this unequal distribution of power, money, and land began to create resentment amongst the common people in Mexico (Knight 29). Many leaders would soon rise up to fight for the people of Mexico and equal rights for all. Soon leaders such as Francisco Madera, General Huerta, and Emiliano Zapata would rise to fight for the country of Mexico. A revolution was inevitable and Mexico had plenty of individuals who would fight for their rights. Knight states that during 1910 President Diaz would be overthrown and Mexico would enter ten years of civil conflict (Knight 29).The first to attempt to overthrow President Diaz was Francisco Madero. Madero appealed to the middle class, Indians, and Mestizos. In 1911, the Mexican army was on the defense and President Diaz was forced to resign; Francisco Madera was immediately inaugurated. Unfortunately, Madero would not last long and in 1913, Madero was assassinated. Knight explains that General Victoriano Huerta would be the next to attempt to lead the war torn Mexico (Knight 31). The military solution would not last long and fierce fighting would continue. Emiliano Zapata would be known as one of the most famous and powerful revolutionaries during this time.Knight states that Zapata always remained a man for the people and fought very hard for his fellow compatriot (Knight 32). Zapata, known for handing out free food to the poor and supporting free education, was a loud voice and strength for the people of Mexico. Unfortunately, during what was meant to be a peaceful meeting, Zapata would be assassinated. These men positively influence the revolution and did everything they could to enable the average Mexican. The Mexican people would dedicate everything and everyone to the revolution. Chavez states that for men and boys there was only one option uring the revolution, becoming a soldier (Chavez 423). Young Mexico believed that the revolution would bring social justice and a stronger Mexico. The men from the mountains, farms and villages would unite under leaders such as Emiliano Zapata and fight against larger Mexican armies. There was a sense of pride and purpose in the revolution. The revolution empowered the average Mexican and encouraged them to fight. Knight states that revolutionaries had inadequate arms and training, but managed to dominate battles against a superior Mexican army (Knight 31).Eventually following many years of fighting a man named Alvaro Obregon was elected president. Washington states that the ideals of the Mexican revolution would eventually provide the people with a Constitution in 1917 (Washington 505). Mexico would finally reach a point in history where nation could focus on the entire nation and not an elite group. Mexico suffered ten years of war, suffering, and turmoil. Mexican leaders during 1910-1920 were unable to hold the country together and a revolution consumed the nation. The Mexican people grew tired of political greed, lack of support, and unequal treatment.Several leaders such as President Diaz would prove to be a man of one interest, himself. Others would quickly rise against him and attempt to claim the presidency. General Huerta and Francisco Madera would take the presidency by force, but would not last very long in the president office. Emiliano Zapata had a significant impact as a revolutionary who fought with the people and for the people. During the Mexican revolution, the nation would join forces and rise against lawless leaders. The men and women of Mexico would fight for many years for the equalities they knew they deserved.Eventually, the Mexican government drafted the constitution and was now able focus on the future. Works Cited Chavez Leyva, Yolanda. â€Å"`I Go To Fight For Social Justice': Children As Revolutionaries In The Mexican Revolution, 1910-1920. † Peace & Change 23. 4 (1998): 423. Academic Search Premier. Web. 16 Feb. 2013. Knight, Alan. â€Å"The Mexican Revolution. † History Today 30. 5 (1980): 28. Academic Search Premier. Web. 17 Feb. 2013. Washington, Walter. â€Å"Mexican Resistance To Communism. † Foreign Affairs 36. 3 (1958): 504-515. Academic Search Premier. Web. 17 Feb. 2013.