Audio Lingual Method free essay sample

Thoroughly analyze the Direct Method and the Audio-Lingual Method. (1) Both are oral-based methodologies. (2) The Direct Method underlines jargon obtaining through introduction to its utilization in circumstances; the Audio-Lingual Method drills understudies in the utilization of syntactic sentence designs. (3) Unlike the Direct Method, the Audio-Lingual Method has a solid hypothetical base in phonetics and brain research. 2-How has the social brain science impacted the Audio-Lingual Method? It was felt that the best approach to gain the sentence examples of the objective language was through conditioningâ€helping students to react accurately to upgrades through forming and fortification. (2) Learners could defeat the propensities for their local language and structure the new propensities required to be target language speakers. 3-Define a regressive develop drill (extension drill). Express its motivation and points of interest. (1) Definition: The instructor separates a line into a few sections. The understudies rehash a piece of the sentence, typically the last expression of the line. The creator likewise puts out her suggestions for the utilization of the ALM in the second language study hall. 2. 1 HISTORY By the main portion of the twentieth century, the Direct Method had lost its prominence in the U. S. Nonetheless, it is accepted that the decay of the Direct Method realized the development of the ALM. As Brown (2001) puts it: â€Å" by the center of the twentieth century, the Direct Method was resuscitated and diverted into what was presumably the most obvious of all language educating â€Å"revolutions† in the advanced time, the Audio-lingual Method. † The U. S. instructive organizations at the time despite everything accepted that a perusing approach like the Grammar Translation Method was more handy than an oral one. In this manner the 1930s and 1940s saw the Grammar Translation Method going solid in all schools over the U. S. Be that as it may, after World War II, the U. S. saw an earnest requirement for her to be orally capable in the language of her partners just as enemies. This prompted an extraordinary change in 4 the current perspective on language educating from a negligible perusing way to deal with one with a heavier accentuation on aural and oral aptitudes. Unique escalated language programs were created by the U. S. armed force which came to be known as the Army Specialized Training Program (ASTP), or all the more just, the Army Method. During the 1950s, the Army Method was renamed the Audiolingual Method. 3. 1 PRINCIPLES OF ALM A portion of the fundamental standards of language learning in the ALM are expressed by Alkhuli 2005 (as refered to by Abdel-Rahman Abu-Melhim in the International Forum of Teaching and Studies). One of these standards is that the subsequent language learning procedure ought to be like that of first language securing. This conforms to the normal request of language realizing which is tuning in, talking, perusing lastly, composing. It is accepted that the student initially figures out how to talk what he has tuned in to, at that point read what he has spoken, and compose what he has perused. In this manner, the ALM underlines on tuning in and talking aptitudes so as to encourage the advancement of perusing and composing abilities other than expanding informative competency. Another rule is that the subsequent language is best gained by propensity development. A propensity is made when an activity is rehashed and is in this way delivered 5 in light of specific upgrades nearly without cognizant movement. This is accomplished by means of the monotonous example rehearses that are a vital part of the ALM. Interpretation of the objective language into the local language is viewed as destructive and will block securing of the subsequent language. Such interpretations are accepted to obstruct the authority or control of the subsequent language. At the point when the objective language is utilized in all conditions in the study hall, students figure out how to make direct associations between the jargon and its semantics in the objective language itself, which is perfect for viable second language learning. In any case, these standards are only presumptions. Counter-contentions include: second language taking in is totally not the same as local language obtaining in a wide range of perspectives. What's more, the characteristic request of language discovering that the ALM weights on is insignificant in light of the fact that the four language abilities can be grown at the same time as opposed to successively. The learning of a subsequent language isn't really a procedure of propensity arrangement where reactions are evoked by upgrades, yet in addition includes the subjective. At long last, interpretation into the local language has demonstrated a valuable procedure in fact in learning a subsequent language, exhibited in techniques, for example, the Grammar Translation Method. 4. 1 MAIN FEATURES As previously mentioned, the ALM follows the regular request of language learning. The utilization of dreary drills is supported in forming another â€Å"habit† for learning the second 6 language. Upgrades reactions are normal and right ones are promptly fortified as molding, simultaneous with the perspectives on conduct brain science. The local language additionally assumes an insignificant job in the ALM. Just the objective language is utilized inside the homeroom by both educator and students. New material in the objective language is likewise presented in discourse structure, nearest to a characteristic situational setting for students to increase open capability and aptitudes. Demonstrating is finished by the educator whereby a specific structure of sentence is spoken and students rehash the sentence, impersonating its sound examples and inflection, and focusing on indistinguishable quality. Slips in learners’ way to express words in the sentence are quickly adjusted by the educator to dodge arrangement of â€Å"bad habits†. Sentence structure rules are not educated expressly however are required to be incited by the students through the different models and examples that are presented to them during the exercise. Contrastive examinations are likewise done between the local language and the objective language so as to cause learner’s to notice contrasts in example, structure and sound arrangement of the two dialects. 5. 1 TECHNIQUES There are numerous procedures utilized in the study hall that advocate the hidden standards (or suppositions) of the ALM, and are likewise founded on the previously mentioned two fundamental ways of thinking for the said strategy. 7 One of the principle procedures utilized is of presenting new learning material as a discourse. A model discussion is dissected, separated and retained through mimicry. Discoursed are viewed as a characteristic conversational ontext that will help students in applying learned structures and jargon. Numerous drills are utilized in the ALM. The regressive develop drill (extension drill) separates a troublesome sentence into littler parts. Normally the last expression of the sentence is rehashed by the students and afterward parts a re included, or extended, until students can rehash the total sentence moving forward without any more difficulty. Single-opening replacement drills require the students to substitute in prompts given by the instructor into a specific space in the sentence. Different space replacement bores then again, require a more elevated level of capability from the students. Students must perceive specific spaces inside the sentence to substitute the prompts given by the instructor, infrequently modifying subject-action word understandings too. Different drills incorporate the reiteration drill, chain drill, change drill and question-and-answer drill. (Allude to Appendix A) 6. 1 ADVANTAGES When contrasted with an outrageous technique like the Grammar Translation Method, where perusing and composing are so worried on that talking and listening abilities are disregarded, ALM builds up the aural/oral aptitudes of students. Students through the ALM can take an interest in situational settings ably. 8 Furthermore, students are increasingly mindful of the phonetic parts of the language. Through displaying and mimicry, students give more consideration to appropriate articulation and pitch. Mistakes in elocution are quickly managed, while right reactions are emphatically strengthened. Students are touchy to the inflection and know about their various elements of addressing, mentioning, arguing and so forth. Through replacement drills, students additionally figure out how to perceive the fringes between the expressions that make up the sentence. They are likewise presented to a wide range of sentences that have comparative structures through redundancy bores too. Transformational drills assist students with acclimating with question labels and their relating answers, positive and negative sentences and even dynamic and inactive ones. Such a wide assortment of sentence and question structures serve to upgrade learners’ open capacity. 7. 1 DISADVANTAGES Although the drills that are the ALM’s recognizing highlight might be viewed as one of its qualities, they are likewise its shortcoming. Such penetrates rule out inventiveness, making students lose intrigue or feel exhausted in the homeroom. At the point when students lose their inspiration, it contrarily influences their advancement in second language learning. New jargon learned is likewise constrained in setting. Rather, the sound framework and syntactic examples are stressed on additional. Students are shown set expressions in slop reiteration in light of specific inquiries, where the structure and structure are 9 featured. Thusly, students are just bored to react accurately with answers that are anticipated from them without thinking about its significance. For instance, the set expression, â€Å"Fine, thank you,† is instructed as a reaction to the inquiry â€Å"How right? † which students utilize in any event, when they feel in any case. This wonder is tantamount to robots that have no discernment and just give specific reactions to specific upgrades! There is once in a while any variety in learners’ reactions other than the ones that have been instructed. Thusly, cooperation and exchange is schematic and unnatural. To put it plainly, open compe

Daily Social Responsibility in Action Assignment

Every day Social Responsibility in real life - Assignment Example The included activities in social obligation may not really cure the genuine consequences for the general public however point accomplishing a general social advantage. Associations likewise take part in social duty so as to meet enthusiasm of individuals who impact the organization’s presence and tasks. Associations and different agreements may for instance be attached to terms for corporate social duty and this powers association to respect their commitments to the partners (Grossling, 2011). Another explanation behind organization’s support in social duty is that the job turns away weight that would have worked against the organization’s intrigue, for example, violations into vandalism of advantages (Visser, Matten, Pohl and Tolhurst, 2010). Associations get expanded advantages from their support in social duty. Such advantages incorporate decreased expenses due to reused assets, advancement into new items, spurred staff and a more secure condition. The organization’s representatives anyway advantage from â€Å"environmental awareness,† and â€Å"improved staff morale† towards higher yield levels (Frank and Neergaard, 2012, p. 86). My involvement in an organization that associated with corporate social duty includes seeing scholastic sponsorship by a business bank to penniless understudies. The bank’s accomplices started this job and it improved customer’s dedication to the bank, particularly individuals from the recipient

How to Write a Business Continuity Plan

How to Write a Business Continuity Plan Except for time-bound enterprises, or business ventures that are started with the intention of terminating operations and liquidating the business at the end of a year or two, businesses are established with a long-term outlook.They would want their business to earn profits, and to continue operating profitably for an indefinite, but long period of time. When drawing up their business plans, they see their business continuing to exist and operate in the many years to come. © Shutterstock.com | BsWeiThus, they make every decision with continuity of the business in mind, while taking into account the possible effects of unexpected events that may lead to disruptions and interruptions in business operations.INTRODUCTION TO BUSINESS CONTINUITYIf we are to take the phrase “business continuity” for its surface value, the most obvious meaning would be the ability of the business or enterprise to continue operating as a going concern for a very long time. But the term actually means more than what the words literally mean.The International Organization for Standardization, in ISO 22300, defined “business continuity” as the capability of an organization to continue the delivery of its products or services, at acceptable predefined levels, following a disruptive incident. It implies the responsibility of the business owners and management for the business in ensuring that it stays afloat and “on course” despite any obstacles or stumbling blocks it e ncounters along the way. This responsibility is incorporated into the greater management process of the business, and what is also referred to as “Business Continuity Management”or BCM.The Business Continuity Institute hit the nail right on the head when it described business continuity to be about “building and improving resilience in the business”. Organizational resilience means that the business can weather any storm and withstand any hits, and still remain operational, productive and profitable. Being resilient means that the business is still able to recover and grow, bigger and stronger than ever.BCM is clearly described by the ISO to provide a framework for building organizational resilience, which will allow the organization to respond accordingly, in a way that protects the business, its reputation, and all other stakeholders. As a management process, BCM involves several key activities:Identification and analysis of key products and services of the businessIdentif ication and analysis of the most urgent activities and processes of the businessIdentification of potential threats, and their impacts to business operationsDevising of plans and strategies for quick and effective recovery from any disruption, and the continuation of business operationsBusiness Continuity PlanningIn recognition of the reality of the economic and business landscape being unpredictable and volatile, businesses are now taking a lot of precautions to ensure that their operations will still stand a chance against unexpected disruptions. We usually hear of these precautions in the form of disaster recovery planning, which is primarily focused on the restoration of a firm’s IT infrastructure and IT operations. This view is rather limited, when you look at the bigger picture, since a business and its operations are more than just its IT infrastructure.Thus, more attention is put on business continuity planning (BCP), which puts the company in a proactive position in plann ing how to ensure that it will still be able to deliver its critical products and services safely and smoothly, while meeting its legal, regulatory, and other obligations.We can probably enumerate more than a dozen reasons why businesses should create and maintain BCP initiatives but, at the end of the day, there is only one ultimate goal or purpose for it, and that is to help ensure that the organization, business or company has the required resources, information, and capabilities to deal with emergencies and similar unexpected events, particularly their aftermath.Benefits of Business Continuity PlanningYou will probably be able to appreciate BCP even more if you have a clearer idea of what the business can gain from it.BCP improves public perception and acceptance of the company. By displaying a proactive attitude and demonstrating the initiative to be well-prepared, customers and the general public will have a favorable and positive impression of the organization. This will lead to a certain level of trust, which is likely to convert them into loyal, buying, customers.BCP will boost employee’s morale and command their loyalty to the company. Employees are inclined to seek stability in the organization they belong to or the company that employs them, and a solid BCP is one way for management to give them the assurance that they are looking for. It will also give them pride in their work and motivate them to increase their productivity as members of the organization.BCP enhances the relationship of the business with its shareholders and other stakeholders. Shareholders will trust the company enough to encourage them to keep investing in the company, and partners will have no reason to stop working and collaborating with the business if they know that every effort to be prepared for the unexpected is made.BCP improves the overall efficiency of the organization. In the event that a crisis does arise, resulting to a disruption in operations, having a solid BC P will allow the company to respond quickly and appropriately, keeping losses and costs to a minimum because there is already a plan in place.Threats to Business ContinuityRisks are inherent in businesses, and the risk of being faced with potential disasters and disruptive emergencies is one of them. What are some examples of these potential risks or threats?Natural disasters (force majeure, or “acts of God”), such as hurricanes or typhoons, storm surges or tsunamis, floods, earthquakes, bushfires, blizzards, sandstormsMan-made disasters with environmental repercussions, such as oil spills, hazardous materials spills, pollution, improper disposal of chemical and other industrial wastesAccidents brought about by fortuitous events, such as factory fires and similar incidents in the workplaceFailure of utility and other similar service providers to deliver their services, such as when power and energy providers shut down, water services are interrupted, and communication lines go o ut of orderResults of sabotage and similar crimes (with the intention of putting the business at risk), such as arson,Cybersecurity attacks, with the information system of the business falling prey to hacker and other similar intrusive activitiesAll these threats must be taken seriously by companies, considering their various effects or impacts when they result in the disruption of business operations. Some of the most likely effects are:Lost revenues and profitsWhen a retail store does not open for a week, the potential income that it usually earns in a one-week period is gone. Similarly, when a manufacturing plant is unable to operate even for a couple of days, the company will not be able to produce the average output of finished goods for distribution. Reduced finished goods inventory means reduced number of products to be sold, which will ultimately result to reduced sales and revenues.What the company is looking at is a profit level that is much lower than their usual level of earnings. Of course, if profitability gets a major hit, this will also have adverse effects on business growth strategies.Higher costs and expensesBusiness disruptions usually lead to the company spending more on incidental expenses in order to do some damage control. For example, if the disruption is caused by a blizzard leading to the closure of manufacturing facilities, there is a high chance that the facilities have been damaged, and will require some major repairs.Salvaging remaining equipment and machinery will also entail spending on transportation and hauling services. Incidentally, if the factory workers are paid on a monthly basis instead of on an output basis, they will still be paid their regular compensation rates. This, on top of the lost revenue, will further cause a drop in the profits of the business.In a study of mid-sized companies that suffered a major disaster and had no contingency planning in place, it was revealed that, on average, their downtime cost amount ed to $70,000 per hour. For small businesses, this is catastrophic.Loss of customersWhen their usual source of a specific product or service becomes unavailable, or unable to deliver their goods, customers will naturally look elsewhere for other sources. Even the most loyal customers may be swayed out of their loyalties if the business fails to rise to the occasion.Soon, the business will be unable to do anything except watch helplessly as its customers shift to the competition while it is still in the middle of figuring out how to deal with the fallout of the crisis that caused the interruption of business operations.Drop in business reputationThe reputation of the business will be on the verge of ruin. The moment it is unable to deliver the products and services that it promised, the trust levels of customers, stakeholders and other industry players for the company will suffer greatly. Lending institutions will think twice before granting any loans. Other businesses will have appr ehensions about continuing any partnership they have with the company, and they may even consider severing any ties they have with that business. This will definitely make recovery more difficult for the business, even long after the crisis has passed.The worst case scenario for businesses without BCP is the permanent end of operations. According to Agility Recovery’s Paul Sullivan, 80% of companies that have no plans whatsoever and were subsequently hit with a crisis or major disaster had to call it a day without having gone past 18 months of operations. 50% of companies that experienced inaccessibility of their business data for at least 10 days filed for bankruptcy right after.In the BCM lifecycle, the first stage is all about policy and program management, which is essentially the phase for planning the business continuity program of the business. In the succeeding discussion, we will focus on the Business Continuity Plan â€" what it is, what it is for, and how to write it.[sl ideshare id=39582108doc=businesscontinuityoverviewslideshare-140926170330-phpapp02w=640h=330]THE BUSINESS CONTINUITY PLANThe Business Continuity Plan, which we will refer to from here on as “The Plan”, is the documentation of the outputs or results of a company’s BCP, presenting the processes and strategies that aim to help the company minimize, if not eliminate, the negative impact of disruptions to its business operations.The Plan has two components:Plans: These plans refer to the arrangements, measures, tactics and policies designed to ensure continuity of business operations, so that critical products and services are still delivered to customers.Resources: The second component refers to the resources or assets that are necessary for recovery measures, thereby supporting business continuity. These resources often include manpower or personnel, information, facilities, machinery and equipment, physical security tools, legal support, and funding.STEPS IN DEVELOPING A BUSINES S CONTINUITY PLANBefore you can get down to writing The Plan, there are several steps that must be performed.Step 1: Identify the scope of The Plan.As in most business planning processes, the first thing that must be done is to define the scope and objectives of the plan being made. In this case, it is the Business Continuity Plan.In addition, there is also a need to define the assumptions that will prevail in the conduct of BCP. It is also during this phase that budgeting is conducted, with the initial program budget taking into consideration the expenses that may be incurred in the process of developing the plan. These include costs of research, trainings and seminars, and other services sought in the process of moving the plan along.Step 2: Form your business continuity team.There is a need to establish a governance structure within the BCP in order for management to have order and control in its conduct. This implies care and prudence in choosing the people who will be assigned the task of planning for the continuity of the business.This involves identification of the key roles in the team, and their functions or roles and responsibilities. In addition, the qualifications for each role should also be identified, in order to justify the choice of personnel to fill the roles within the team. Lines of authority and accountability, as well as management succession, should also be defined clearly.The usual composition of a typical BCP team includes:BCP senior or executive manager â€" He is the overall leader of the committee, and the major link between top management and the BCP team.Program Coordinator â€" His responsibility includes BCP budgeting and budget implementation and monitoring, development of BCP policies, and coordination of BCP activities, such as the conduct of BIA, quality assurance, staffing, and training of BCP team members. In short, he is the team leader.Information officer â€" He will be responsible in ensuring the smooth and steady flow, a s well as access to and retrieval of data to be used in BCP.Representatives from the various business units or divisions of the company â€" They are excellent sources of input and relevant information, and will also aid in the analysis of BCP data. Usually, there is a representative for every critical process or function, as well as support processes or functions.There is no limit to how many people should comprise the business continuity team or committee. A team could have only five people on board, or it could have as much as 20 or even 30 members. The number of people and the size of the team will largely depend on the nature of the business and the size and scale of its operations.Step 3: Conduct a Business Impact Analysis (BIA)Conducting a BIA is crucial since its results will be the major input in business continuity planning. Through BIA, the team will be able to predict or forecast the potential impacts or consequences of business operations. It will also aid the team in ga thering information that will be helpful when it comes to developing strategies that can be adopted by the company for its recovery from the crisis.Briefly, let us take a look at the core concerns of BIA:Key business areas, or the core operations of the business;Functions and processes of the business that are considered critical and/or time-sensitive;The resources required to ensure the continuity of these key business areas and critical processes and functions;The dependencies (and interdependencies) between and among the business areas and functions or processes;The acceptable or tolerable downtimes for each critical process or functionThe BIA will facilitate the prioritization of critical processes and functions (or critical products and services) of the company, so management will have a clearer idea on which areas need more resource allocation in case of an emergency. Usually, estimates and approximations are made with respect to financial variables, such as lost revenues, add itional costs, and other possible losses.Step 4: Strategizing and PlanningBased on the results of BIA, the team will then identify response and recovery strategies and plans to address the effects of the disruption, and present them in detail. It is in this phase where the team will provide details on the arrangements and measures that the company will undertake in order to mitigate threats and risks.For every critical function, process, service, or product, there should be corresponding continuity responses, measures or plans. Cost estimates should also be included. That is how detailed this phase should be.It should also talk about the readiness procedures that must be implemented, and how they will be implemented.Step 5: Compilation and DocumentationThis involves the writing of the Business Continuity Plan. Usually, there will be a first draft, since the succeeding steps involve testing the recovery plans and strategies, making adjustments and re-testing until such time that The Plan can be finalized.Also, it is important to note that BCP is an ongoing process. That means that The Plan must be tested frequently, and updated when necessary. Thus, The Plan is subject to changes, as applicable.Step 6: Implementation and TestingThe prevention and mitigation strategies formulated in Step 4 will now be implemented. This involves communication of the plan to all members of the organization, making them aware of their part in it. This involves training them on their roles if the event does happen. External stakeholders should also be made aware of the plan.The emergency response and recovery strategies will undergo testing, mostly through drills and scenario exercises that will require the participation of the concerned employees or members of the organization. Through testing, the business continuity team will be able to assess whether the plan will be effective or not. This is their opportunity to make the necessary adjustments and corrections.Testing and evaluat ion must be done periodically in order to take into account the ever-changing nature of businesses.Step 7: Adjustments and ImprovementsThe program may need to be adjusted due to the following:Evaluation and testing of the strategies may reveal that they are ineffective or inefficientThere may be deficiencies in the strategiesSome roles and responsibilities are vague and need clarificationChange in the roles and members of the business continuity teamIntroduction or occurrence of new or additional factors or circumstances, such as new equipment, opening of a new branch, relocation of operations, and new technology or system that modified critical processes.Since testing and evaluations are done periodically, there is an equal chance that the program has to be adjusted several times. It follows that the Business Continuity Plan will have to be rewritten to accommodate or reflect these adjustments.WRITING THE BUSINESS CONTINUITY PLANAfter performing the first three steps mentioned abov e, you are now ready to compile and document your business continuity planning activities in the Business Continuity Plan, modifying it for finalization purposes after testing and audit. Basically, everything that you performed in BCM will be documented in The Plan.Depending on the nature of the business, The Plan may have special features or additional parts. But generally, a Business Continuity Plan has the following sections:1. Program AdministrationUsually, this comes in the form of a Mission Statement which contains the following:The purpose of the plan, stated to benefit and involve the organization as a whole and not in partsThe scope, goals and objectives of the company’s BCPThe methods of evaluation that will be employedThe budget, specifically the anticipated and estimated costs that will be requiredOther resource requirementsAnticipated timeline of the conduct of BCPCompliance with any relevant legal and/or regulatory requirements2. GovernanceThis will detail the format ion of the business continuity team. Emphasis must be placed on the following information:The team members, their titles or designations, as well as their roles and responsibilities as members of the BCP team. Include their contact details.The lines of authority and succession of management, clearly demonstrating the delegation of authority and accountabilities.External entities or organizations that the business will interact with in the conduct of BCP. They include vendors, distributors, contractors, suppliers, and the like.Presentation of this section is reinforced by including an organizational or functional chart showing the lines and interconnections among the members of the team and external parties.3. Business Impact AnalysisDocument all the results of the BIA conducted by the team. Again, be as detailed as you possibly can.Results of any prior risk assessment procedures undertaken by the company should be included, as these will figure greatly in the conduct of BIA. By iden tifying the vulnerabilities of the company and their potential impact on its operations, the company will be able to determine its state of readiness and responsiveness in the event a disaster does happen that may cause disruptions.Other points that must be highlighted in this section are:Recovery Time Objectives (RTO) for business processes and functions, in case of disruption. This is basically the estimate of the maximum duration or length of time that disrupted processes and functions must be recovered or restored, before the continuity of the business is seriously threatened.Recovery Point Objective (RPO) for data restoration. This is the maximum length of time in which data in a company’s IT infrastructure or database might be lost or inaccessible because of an emergency or disaster. When system designers and analysts are called in to work on recovery or restoration of data, they will know how much time they are given to accomplish that.4. Business continuity strategies and requirementsAll the plans, measures, procedures and arrangements, as well as the resources and other requirements to implement them, must be documented in this section, in great detail.Take note that BCM is an ongoing process, which means planning strategies that will be employed before, during, and after a disruptive event.Examples are detailed strategies and resource requirements for:Implementation and execution of prevention and control strategies, or the activities that will be undertaken before the event takes place. Examples are:Installing physical protection facilities, systems and measures, such as emergency generators and storm shutters.Diversification of resource providers and expanding the supply chain, maybe by looking for other alternative suppliers and vendors so as to not be entirely dependent on a single source.Setting up off-site facilities as backups or alternates for servers, storage and warehousing, among other thingsImplementation and execution of emergency resp onse strategies, or the activities during the event. Examples of these emergency responses are:Set up of an incident response command centerEvacuation proceduresInformation dissemination to the media and the general publicDelivery of notifications and status updates to suppliers, vendors, distributors and customersImplementation and execution of recovery strategies, or activities after the event has taken place and efforts are made to resume operations. Example strategies are:Relocation or transfer of operations to another geographical areaAlternative methods or processes, such as manual workarounds, or temporary methods employed or used by the company to facilitate the continuation of critical processes and functions in the absence of normal systems and personnelData restoration, especially when the company’s information technology units received the brunt of the disruption5. Training, Testing and EvaluationWith respect to Training, the Plan should include details of the followin g:Training program or curriculum that will be followed by the members of the business continuity team and the other members of the organization.Timeline or training schedule of the team members and other personnelWhen evaluating the planned strategies, the following should be in The Plan as well:Testing procedures for the recovery and response strategiesTesting schedule or timeline for the conduct of the proceduresForms and documents that will be used in the testing and evaluationDescription and the finer details on the exercises that will be conducted6. Program MaintenanceThe Plan will also serve as a historical record or reference to trace how the business continuity management process went about. Thus, when writing about updates or adjustments made, there should be a reference on the deficiencies or issues that were addressed by the adjustments or corrective actions.The Business Continuity Plan is essentially the Bible of the company during times of crisis or when it has to deal with the fallout of a disaster. Usually, people have trouble thinking straight during such major events and upheavals, and The Plan will serve as the guide that will steer the company in the right direction.When writing a Business Continuity Plan, accuracy is of high importance, from the personal information of all individuals and entities involved to their roles and responsibilities. It should also remain relevant at all times, and that can be achieved by making sure that it is kept up to date. Finally, when writing The Plan, do it in such a way that it can be easily understood by everyone who reads it, from senior management to the lowliest employee in the organization. It won’t be of any use if trying to make sense of what it written on it becomes a hardship.

How to Write a Business Continuity Plan

How to Write a Business Continuity Plan Except for time-bound enterprises, or business ventures that are started with the intention of terminating operations and liquidating the business at the end of a year or two, businesses are established with a long-term outlook.They would want their business to earn profits, and to continue operating profitably for an indefinite, but long period of time. When drawing up their business plans, they see their business continuing to exist and operate in the many years to come. © Shutterstock.com | BsWeiThus, they make every decision with continuity of the business in mind, while taking into account the possible effects of unexpected events that may lead to disruptions and interruptions in business operations.INTRODUCTION TO BUSINESS CONTINUITYIf we are to take the phrase “business continuity” for its surface value, the most obvious meaning would be the ability of the business or enterprise to continue operating as a going concern for a very long time. But the term actually means more than what the words literally mean.The International Organization for Standardization, in ISO 22300, defined “business continuity” as the capability of an organization to continue the delivery of its products or services, at acceptable predefined levels, following a disruptive incident. It implies the responsibility of the business owners and management for the business in ensuring that it stays afloat and “on course” despite any obstacles or stumbling blocks it e ncounters along the way. This responsibility is incorporated into the greater management process of the business, and what is also referred to as “Business Continuity Management”or BCM.The Business Continuity Institute hit the nail right on the head when it described business continuity to be about “building and improving resilience in the business”. Organizational resilience means that the business can weather any storm and withstand any hits, and still remain operational, productive and profitable. Being resilient means that the business is still able to recover and grow, bigger and stronger than ever.BCM is clearly described by the ISO to provide a framework for building organizational resilience, which will allow the organization to respond accordingly, in a way that protects the business, its reputation, and all other stakeholders. As a management process, BCM involves several key activities:Identification and analysis of key products and services of the businessIdentif ication and analysis of the most urgent activities and processes of the businessIdentification of potential threats, and their impacts to business operationsDevising of plans and strategies for quick and effective recovery from any disruption, and the continuation of business operationsBusiness Continuity PlanningIn recognition of the reality of the economic and business landscape being unpredictable and volatile, businesses are now taking a lot of precautions to ensure that their operations will still stand a chance against unexpected disruptions. We usually hear of these precautions in the form of disaster recovery planning, which is primarily focused on the restoration of a firm’s IT infrastructure and IT operations. This view is rather limited, when you look at the bigger picture, since a business and its operations are more than just its IT infrastructure.Thus, more attention is put on business continuity planning (BCP), which puts the company in a proactive position in plann ing how to ensure that it will still be able to deliver its critical products and services safely and smoothly, while meeting its legal, regulatory, and other obligations.We can probably enumerate more than a dozen reasons why businesses should create and maintain BCP initiatives but, at the end of the day, there is only one ultimate goal or purpose for it, and that is to help ensure that the organization, business or company has the required resources, information, and capabilities to deal with emergencies and similar unexpected events, particularly their aftermath.Benefits of Business Continuity PlanningYou will probably be able to appreciate BCP even more if you have a clearer idea of what the business can gain from it.BCP improves public perception and acceptance of the company. By displaying a proactive attitude and demonstrating the initiative to be well-prepared, customers and the general public will have a favorable and positive impression of the organization. This will lead to a certain level of trust, which is likely to convert them into loyal, buying, customers.BCP will boost employee’s morale and command their loyalty to the company. Employees are inclined to seek stability in the organization they belong to or the company that employs them, and a solid BCP is one way for management to give them the assurance that they are looking for. It will also give them pride in their work and motivate them to increase their productivity as members of the organization.BCP enhances the relationship of the business with its shareholders and other stakeholders. Shareholders will trust the company enough to encourage them to keep investing in the company, and partners will have no reason to stop working and collaborating with the business if they know that every effort to be prepared for the unexpected is made.BCP improves the overall efficiency of the organization. In the event that a crisis does arise, resulting to a disruption in operations, having a solid BC P will allow the company to respond quickly and appropriately, keeping losses and costs to a minimum because there is already a plan in place.Threats to Business ContinuityRisks are inherent in businesses, and the risk of being faced with potential disasters and disruptive emergencies is one of them. What are some examples of these potential risks or threats?Natural disasters (force majeure, or “acts of God”), such as hurricanes or typhoons, storm surges or tsunamis, floods, earthquakes, bushfires, blizzards, sandstormsMan-made disasters with environmental repercussions, such as oil spills, hazardous materials spills, pollution, improper disposal of chemical and other industrial wastesAccidents brought about by fortuitous events, such as factory fires and similar incidents in the workplaceFailure of utility and other similar service providers to deliver their services, such as when power and energy providers shut down, water services are interrupted, and communication lines go o ut of orderResults of sabotage and similar crimes (with the intention of putting the business at risk), such as arson,Cybersecurity attacks, with the information system of the business falling prey to hacker and other similar intrusive activitiesAll these threats must be taken seriously by companies, considering their various effects or impacts when they result in the disruption of business operations. Some of the most likely effects are:Lost revenues and profitsWhen a retail store does not open for a week, the potential income that it usually earns in a one-week period is gone. Similarly, when a manufacturing plant is unable to operate even for a couple of days, the company will not be able to produce the average output of finished goods for distribution. Reduced finished goods inventory means reduced number of products to be sold, which will ultimately result to reduced sales and revenues.What the company is looking at is a profit level that is much lower than their usual level of earnings. Of course, if profitability gets a major hit, this will also have adverse effects on business growth strategies.Higher costs and expensesBusiness disruptions usually lead to the company spending more on incidental expenses in order to do some damage control. For example, if the disruption is caused by a blizzard leading to the closure of manufacturing facilities, there is a high chance that the facilities have been damaged, and will require some major repairs.Salvaging remaining equipment and machinery will also entail spending on transportation and hauling services. Incidentally, if the factory workers are paid on a monthly basis instead of on an output basis, they will still be paid their regular compensation rates. This, on top of the lost revenue, will further cause a drop in the profits of the business.In a study of mid-sized companies that suffered a major disaster and had no contingency planning in place, it was revealed that, on average, their downtime cost amount ed to $70,000 per hour. For small businesses, this is catastrophic.Loss of customersWhen their usual source of a specific product or service becomes unavailable, or unable to deliver their goods, customers will naturally look elsewhere for other sources. Even the most loyal customers may be swayed out of their loyalties if the business fails to rise to the occasion.Soon, the business will be unable to do anything except watch helplessly as its customers shift to the competition while it is still in the middle of figuring out how to deal with the fallout of the crisis that caused the interruption of business operations.Drop in business reputationThe reputation of the business will be on the verge of ruin. The moment it is unable to deliver the products and services that it promised, the trust levels of customers, stakeholders and other industry players for the company will suffer greatly. Lending institutions will think twice before granting any loans. Other businesses will have appr ehensions about continuing any partnership they have with the company, and they may even consider severing any ties they have with that business. This will definitely make recovery more difficult for the business, even long after the crisis has passed.The worst case scenario for businesses without BCP is the permanent end of operations. According to Agility Recovery’s Paul Sullivan, 80% of companies that have no plans whatsoever and were subsequently hit with a crisis or major disaster had to call it a day without having gone past 18 months of operations. 50% of companies that experienced inaccessibility of their business data for at least 10 days filed for bankruptcy right after.In the BCM lifecycle, the first stage is all about policy and program management, which is essentially the phase for planning the business continuity program of the business. In the succeeding discussion, we will focus on the Business Continuity Plan â€" what it is, what it is for, and how to write it.[sl ideshare id=39582108doc=businesscontinuityoverviewslideshare-140926170330-phpapp02w=640h=330]THE BUSINESS CONTINUITY PLANThe Business Continuity Plan, which we will refer to from here on as “The Plan”, is the documentation of the outputs or results of a company’s BCP, presenting the processes and strategies that aim to help the company minimize, if not eliminate, the negative impact of disruptions to its business operations.The Plan has two components:Plans: These plans refer to the arrangements, measures, tactics and policies designed to ensure continuity of business operations, so that critical products and services are still delivered to customers.Resources: The second component refers to the resources or assets that are necessary for recovery measures, thereby supporting business continuity. These resources often include manpower or personnel, information, facilities, machinery and equipment, physical security tools, legal support, and funding.STEPS IN DEVELOPING A BUSINES S CONTINUITY PLANBefore you can get down to writing The Plan, there are several steps that must be performed.Step 1: Identify the scope of The Plan.As in most business planning processes, the first thing that must be done is to define the scope and objectives of the plan being made. In this case, it is the Business Continuity Plan.In addition, there is also a need to define the assumptions that will prevail in the conduct of BCP. It is also during this phase that budgeting is conducted, with the initial program budget taking into consideration the expenses that may be incurred in the process of developing the plan. These include costs of research, trainings and seminars, and other services sought in the process of moving the plan along.Step 2: Form your business continuity team.There is a need to establish a governance structure within the BCP in order for management to have order and control in its conduct. This implies care and prudence in choosing the people who will be assigned the task of planning for the continuity of the business.This involves identification of the key roles in the team, and their functions or roles and responsibilities. In addition, the qualifications for each role should also be identified, in order to justify the choice of personnel to fill the roles within the team. Lines of authority and accountability, as well as management succession, should also be defined clearly.The usual composition of a typical BCP team includes:BCP senior or executive manager â€" He is the overall leader of the committee, and the major link between top management and the BCP team.Program Coordinator â€" His responsibility includes BCP budgeting and budget implementation and monitoring, development of BCP policies, and coordination of BCP activities, such as the conduct of BIA, quality assurance, staffing, and training of BCP team members. In short, he is the team leader.Information officer â€" He will be responsible in ensuring the smooth and steady flow, a s well as access to and retrieval of data to be used in BCP.Representatives from the various business units or divisions of the company â€" They are excellent sources of input and relevant information, and will also aid in the analysis of BCP data. Usually, there is a representative for every critical process or function, as well as support processes or functions.There is no limit to how many people should comprise the business continuity team or committee. A team could have only five people on board, or it could have as much as 20 or even 30 members. The number of people and the size of the team will largely depend on the nature of the business and the size and scale of its operations.Step 3: Conduct a Business Impact Analysis (BIA)Conducting a BIA is crucial since its results will be the major input in business continuity planning. Through BIA, the team will be able to predict or forecast the potential impacts or consequences of business operations. It will also aid the team in ga thering information that will be helpful when it comes to developing strategies that can be adopted by the company for its recovery from the crisis.Briefly, let us take a look at the core concerns of BIA:Key business areas, or the core operations of the business;Functions and processes of the business that are considered critical and/or time-sensitive;The resources required to ensure the continuity of these key business areas and critical processes and functions;The dependencies (and interdependencies) between and among the business areas and functions or processes;The acceptable or tolerable downtimes for each critical process or functionThe BIA will facilitate the prioritization of critical processes and functions (or critical products and services) of the company, so management will have a clearer idea on which areas need more resource allocation in case of an emergency. Usually, estimates and approximations are made with respect to financial variables, such as lost revenues, add itional costs, and other possible losses.Step 4: Strategizing and PlanningBased on the results of BIA, the team will then identify response and recovery strategies and plans to address the effects of the disruption, and present them in detail. It is in this phase where the team will provide details on the arrangements and measures that the company will undertake in order to mitigate threats and risks.For every critical function, process, service, or product, there should be corresponding continuity responses, measures or plans. Cost estimates should also be included. That is how detailed this phase should be.It should also talk about the readiness procedures that must be implemented, and how they will be implemented.Step 5: Compilation and DocumentationThis involves the writing of the Business Continuity Plan. Usually, there will be a first draft, since the succeeding steps involve testing the recovery plans and strategies, making adjustments and re-testing until such time that The Plan can be finalized.Also, it is important to note that BCP is an ongoing process. That means that The Plan must be tested frequently, and updated when necessary. Thus, The Plan is subject to changes, as applicable.Step 6: Implementation and TestingThe prevention and mitigation strategies formulated in Step 4 will now be implemented. This involves communication of the plan to all members of the organization, making them aware of their part in it. This involves training them on their roles if the event does happen. External stakeholders should also be made aware of the plan.The emergency response and recovery strategies will undergo testing, mostly through drills and scenario exercises that will require the participation of the concerned employees or members of the organization. Through testing, the business continuity team will be able to assess whether the plan will be effective or not. This is their opportunity to make the necessary adjustments and corrections.Testing and evaluat ion must be done periodically in order to take into account the ever-changing nature of businesses.Step 7: Adjustments and ImprovementsThe program may need to be adjusted due to the following:Evaluation and testing of the strategies may reveal that they are ineffective or inefficientThere may be deficiencies in the strategiesSome roles and responsibilities are vague and need clarificationChange in the roles and members of the business continuity teamIntroduction or occurrence of new or additional factors or circumstances, such as new equipment, opening of a new branch, relocation of operations, and new technology or system that modified critical processes.Since testing and evaluations are done periodically, there is an equal chance that the program has to be adjusted several times. It follows that the Business Continuity Plan will have to be rewritten to accommodate or reflect these adjustments.WRITING THE BUSINESS CONTINUITY PLANAfter performing the first three steps mentioned abov e, you are now ready to compile and document your business continuity planning activities in the Business Continuity Plan, modifying it for finalization purposes after testing and audit. Basically, everything that you performed in BCM will be documented in The Plan.Depending on the nature of the business, The Plan may have special features or additional parts. But generally, a Business Continuity Plan has the following sections:1. Program AdministrationUsually, this comes in the form of a Mission Statement which contains the following:The purpose of the plan, stated to benefit and involve the organization as a whole and not in partsThe scope, goals and objectives of the company’s BCPThe methods of evaluation that will be employedThe budget, specifically the anticipated and estimated costs that will be requiredOther resource requirementsAnticipated timeline of the conduct of BCPCompliance with any relevant legal and/or regulatory requirements2. GovernanceThis will detail the format ion of the business continuity team. Emphasis must be placed on the following information:The team members, their titles or designations, as well as their roles and responsibilities as members of the BCP team. Include their contact details.The lines of authority and succession of management, clearly demonstrating the delegation of authority and accountabilities.External entities or organizations that the business will interact with in the conduct of BCP. They include vendors, distributors, contractors, suppliers, and the like.Presentation of this section is reinforced by including an organizational or functional chart showing the lines and interconnections among the members of the team and external parties.3. Business Impact AnalysisDocument all the results of the BIA conducted by the team. Again, be as detailed as you possibly can.Results of any prior risk assessment procedures undertaken by the company should be included, as these will figure greatly in the conduct of BIA. By iden tifying the vulnerabilities of the company and their potential impact on its operations, the company will be able to determine its state of readiness and responsiveness in the event a disaster does happen that may cause disruptions.Other points that must be highlighted in this section are:Recovery Time Objectives (RTO) for business processes and functions, in case of disruption. This is basically the estimate of the maximum duration or length of time that disrupted processes and functions must be recovered or restored, before the continuity of the business is seriously threatened.Recovery Point Objective (RPO) for data restoration. This is the maximum length of time in which data in a company’s IT infrastructure or database might be lost or inaccessible because of an emergency or disaster. When system designers and analysts are called in to work on recovery or restoration of data, they will know how much time they are given to accomplish that.4. Business continuity strategies and requirementsAll the plans, measures, procedures and arrangements, as well as the resources and other requirements to implement them, must be documented in this section, in great detail.Take note that BCM is an ongoing process, which means planning strategies that will be employed before, during, and after a disruptive event.Examples are detailed strategies and resource requirements for:Implementation and execution of prevention and control strategies, or the activities that will be undertaken before the event takes place. Examples are:Installing physical protection facilities, systems and measures, such as emergency generators and storm shutters.Diversification of resource providers and expanding the supply chain, maybe by looking for other alternative suppliers and vendors so as to not be entirely dependent on a single source.Setting up off-site facilities as backups or alternates for servers, storage and warehousing, among other thingsImplementation and execution of emergency resp onse strategies, or the activities during the event. Examples of these emergency responses are:Set up of an incident response command centerEvacuation proceduresInformation dissemination to the media and the general publicDelivery of notifications and status updates to suppliers, vendors, distributors and customersImplementation and execution of recovery strategies, or activities after the event has taken place and efforts are made to resume operations. Example strategies are:Relocation or transfer of operations to another geographical areaAlternative methods or processes, such as manual workarounds, or temporary methods employed or used by the company to facilitate the continuation of critical processes and functions in the absence of normal systems and personnelData restoration, especially when the company’s information technology units received the brunt of the disruption5. Training, Testing and EvaluationWith respect to Training, the Plan should include details of the followin g:Training program or curriculum that will be followed by the members of the business continuity team and the other members of the organization.Timeline or training schedule of the team members and other personnelWhen evaluating the planned strategies, the following should be in The Plan as well:Testing procedures for the recovery and response strategiesTesting schedule or timeline for the conduct of the proceduresForms and documents that will be used in the testing and evaluationDescription and the finer details on the exercises that will be conducted6. Program MaintenanceThe Plan will also serve as a historical record or reference to trace how the business continuity management process went about. Thus, when writing about updates or adjustments made, there should be a reference on the deficiencies or issues that were addressed by the adjustments or corrective actions.The Business Continuity Plan is essentially the Bible of the company during times of crisis or when it has to deal with the fallout of a disaster. Usually, people have trouble thinking straight during such major events and upheavals, and The Plan will serve as the guide that will steer the company in the right direction.When writing a Business Continuity Plan, accuracy is of high importance, from the personal information of all individuals and entities involved to their roles and responsibilities. It should also remain relevant at all times, and that can be achieved by making sure that it is kept up to date. Finally, when writing The Plan, do it in such a way that it can be easily understood by everyone who reads it, from senior management to the lowliest employee in the organization. It won’t be of any use if trying to make sense of what it written on it becomes a hardship.

Discover William Inges Play Picnic

Picnic is a three-act play written by William Inge, the author of Bus Stop and Come Back, Little Sheba. Set in a small town in Kansas, Picnic details the lives of ordinary Americans, from hopeful widows and embittered spinsters to idealistic teenagers and restless wanderers. The play was first performed on Broadway in 1953 and was adapted into a motion picture in 1955, starring William Holden and Kim Novak. The Basic Plot Mrs. Flora Owens, a widow in her forties, runs a boarding house with the help of her two teenage daughters, Madge and Millie. Madge is constantly admired for her physical beauty, but she longs to be acknowledged for something more substantial. Her younger sister, on the other hand, has brains but not a boyfriend. A young stranger (who at first seems like a vagrant) is passing through town, working for food at the neighbors house. His name is Hal, a strong, shirtless, sometimes shifty hero of the play. Nearly all of the female characters are entranced by him, especially Madge. However, (and heres where the conflict starts to come into play) Madge has a serious boyfriend named Alan, an up-and-coming college student who leads a life of privilege. In fact, Hal has breezed into town hoping that Alan (his old college buddy) will be able to use his connections to land him a job. Alan is happy to help, and for a short time, it seems that Hal might be able to give his aimless life direction. Although handsome, Hal isnt the most cultured of young men. During the Labor Day festivities, he feels very awkward while socializing with others. Mrs. Owens and her tenant Rosemary, an aging school teacher, do not trust Hal, maintaining their first impression that deep down he is merely a bum. The communitys perception of Hal worsens when he allows Millie to drink whiskey. (Although in Hals defense, the illegal booze is supplied by Rosemarys boyfriend, Howard the traveling salesman. While Millie is getting drunk, Rosemary (also under the influence) makes a move on Hal while dancing. When he is uncomfortable with the school teachers advances, Rosemary viciously insults Hal. Millie then becomes sick and Hal is blamed, incurring the wrath of Mrs. Owens. The Plot Thickens: (Spoiler Alert) The increasing animosity toward Hal softens Madges heart. She feels both empathy and desire. When Alan isnt around, Hal steals a kiss from Madge. Then, the two lovebirds (or lust birds?) have sex. The copulation doesnt occur onstage, of course, but a sudden natural portrait of premarital sex demonstrates how Inges dramatic work was a harbinger of the sexual revolution of the 1960s. When Alan finds out, he threatens to have Hal arrested. He even throws a punch at his ex-friend, but Hal is too fast and strong, easily defeating the book-wormish college boy. Realizing that he must catch the next train (hobo style) and leave town before the cops toss him in jail, Hal departs — but not before announcing his love for Madge. He tells her: HAL: When you hear that train pull outa town and know Im on it, your little hearts gonna be busted, cause you love me, God damn it! You love me, you love me, you love me. Moments later, after Hal has caught the train headed for Tulsa, Madge packs her bags and leaves home for good, planning to meet up with Hal and begin a new life together. Her mother is shocked and despondent as she watches her daughter head off into the distance. The wise neighbor Mrs. Potts consoles her. FLO: Shes so young. There are so many things I meant to tell her, and never got around to it. MRS. POTTS: Let her learn them for herself, Flo. The Sub-Plots As with other plays by William Inge, an ensemble of characters deal with their own squashed hopes and wistful pipedreams. Other storylines that run throughout the play involve: Rosemary and her reluctant boyfriend: By the end of the play she coerces Howard into marriage, allowing her to shed her old maid lifestyle.Mrs. Potts and her elderly mother: Surprisingly optimistic about life, Mrs. Potts is often tied down by the demands of her severely debilitated mother.Millie and Alan: After Madges relationship with Alan falls apart, Millie finds the courage to admit that she has always had a crush on the young man. (And who can blame her? The original Alan was played by Paul Newman.) Themes and Lessons The prevailing message of Picnic  is that youth is a precious gift that must be savored instead of squandered. In the plays beginning, Flo speculates that her daughter might be working at the towns dime store well into her 40s, a depressing idea for Madge. In the plays conclusion, Madge embraces adventure, thwarting the convention wisdom of older characters. Throughout the play, the adult characters envy the young. During her tirade aimed at Hal, Rosemary vehemently declares: You think just cause youre young you can push people aside and not pay them any mind... But you wont stay young forever, didja ever thinka that?

Chaucers Canterbury Tales - Comparing The Pardoners Tale...

Irony in The Pardoners Tale and The Nuns Priests Tale Irony is the general name given to literary techniques that involve surprising, interesting,or amusing contradictions. 1 Two stories that serve as excellent demonstrations of irony are The Pardoners Tale and The Nuns Priests Tale, both from Chaucers The Canterbury Tales. Although these two stories are very different, they both use irony to teach a lesson. Of the stories, The Pardoners Tale displays the most irony. First and foremost, the entire telling of the story is ironic, considering just who is the teller. The Pardoner uses this story to speak out against many social problems, all of which he himself is†¦show more content†¦The Nuns Priests Tale is also laden with irony, the most obvious of which is the characters themselves. The story begins by telling of an old woman who owns several farm animals, but while the woman is described as a poor old widow, who led a patient, simple life, (1 6) while the animals are described as royalty. For example, the animals had regal names and titles, yet the woman had none at all. The first concrete example of irony, occurs after Chanticleer has told Pertelote of his dream, and she makes fun of him. Chanticleer says Mulier est hominis confusio, which he tells her means Woman is mans delight and all his bliss, but in reality means that woman leads to the destruction of man. Although Chanticleer means to tease her, it becomes ironic when Pertelotes advice for Chanticleer to ignore his dream ends up leading to his downfall. His downfall occurs when Chanticleer is tricked by the fox into his trap, but what is ironic is the downfall of the fox. When the fox has caught Chanticleer he says to him, that misfortune will come to those who talk when they should be quiet, but this lack of silence from the fox leads to his loss. The fox had captured Chanticleer by flattering him until he did something foolish

American Society During The 1950S Was An Industrial Society

American society during the 1950 s was an industrial society it was a time where the economy was transformingfrom a wartime economy to a consumer economy. The growth in the population lead to a demand and production of American goods [in Europe that] fuel[ed]†¦ the American economy. and allowed for home appliances and vehicles that were only available for [those in] the upper classes to be affordable to those in the middle class. Not only was America an industrial society it was also viewed, at the time, as an egalitarian society. A society where it provides equal access to resources and prestige (sociology dictionary.org) but sadly this was not reflected. People were sold, with the help of the media, on this false belief that†¦show more content†¦The social role that is reflected during the 1950 s as well as in the play is the gender roles within society. Gender roles dictates things such as how a man or a woman should behave, what jobs may be suitable, and what is considered to be masculine and feminine. According to the gender role men are expected to be the head of the family, to work a respectable job, and be able to provide their family with basic as well as material needs. As individuals, we are always adjusting our self-concept since it includes... our self-image... that is subject to constant change... based on...[the] different positions that one holds in society.( Stets Burke 5-7) The characters in the play Death of A Salesman are faced with this issue of trying to fulfill their social role to the best of their abilities. Biff, Willy s son, for example struggles to fit into his father s dream, the American dream, as well as his role as a man in society. BIFF. No, I m mixed up very bad. Maybe I oughta get Married. Maybe I oughta get stuck into something. Maybe that s my trouble. I m like a boy. 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