October 24, 2019

The legal problem of The Movie Cache me if you can

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The movie Catch Me If You Can is based on a true story that in 160s Frank Abagnale Jr. impersonated a co-pilot, a doctor or lawyer spanning 50 states and over 0 foreign countries, while forging and cashing more than .5 million worth of fraudulent checks.Whereas he was only 16 years old, he became the youngest con man. The most impressive part is that Mr. Abagnale became one of the most respected authorities on the topics of forgery, embezzlement and documents security.As we know, check fraud is growing dramatically, as computers, laser printers and color copiers are available and Regulation CC, which reduces the time banks are allowed to hold deposited funds as uncollected itemsonly two days for local checks and five days for out-of-town checks, is adopted. Therefore, how to prevent and detect check fraud is the one of the most popular subjects in accounting, auditing and legal field.


Check fraud describes a number of activities including


1. Check Kiting involves opening multiple checking accounts so that checks from one account are written to cover checks from another account


. Counterfeiting creates or duplicates checks or removes some information on a check in order to replace with other information Write my Essay on The legal problem of The Movie Cache me if you can for me


. Forgery includes two common types. One is that stolen checks can be endorsed for payment at banks using false identification documents. The other type is that employee issue checks without authorization.


4. Paperhanging describes intentionally writing checks on closed accounts or reordering checks for closed accounts.


As Frank forged a lot of airline payrolls, con men view corporate payroll and accounts payable department as great targets. But fraud actually occurs in every business no matter what type it is.Before 1, banks had full responsibility in check fraud incidents. However, the current UCC code specifies respective responsibilities for banks and companies on check fraud cases. In other words, UCC shifted some of the burden of check fraud prevention to companies, which means that companies have to exercising ordinary care by following commercial standards to prevent check fraud. For example, it is the responsibility of companies to ensure that bank statements are received, reconciled and reviewed in a proper and timely manner. That is, if companies do not exercise ordinary care, it is the companies' negligence which causes check fraud. Clearly, companies and banks should work together to prevent check fraud.


The most effective way to stop check fraud is to prevent it. Companies should take strong internal control on various check procedures.


1. Write the payee line in full. For instance, payers should write Internal Revenue Service rather than IRS so that a check forger cant change IRS to MRS


. Remember the Federal Reserve code number that is printed on the check. The code is the first two numbers of the routing code. Each of the 1 Federal Reserve banks in the United States is assigned a number. If some check has a different route code, the check is suspicious.


. Reconcile bank statements and report any losses quickly, which is the most important fraud prevention step any company can take. Statements should be reconciled no longer than 0 days after receipt and reconciliation must be performed under separation of duties


4. Separate all accounts receivable and banking functions to prevent dishonest employees from issuing checks to themselves, removing them from bank statements and adjusting account records to hide the theft.


5. Use secure check stock and maintain tight security over the check stock


6. Observe whether employees change lifestyle abruptly


7. Destroy obsolete check stock. If old checks from a closed account are stolen from a company's check stock and passed on to a third party, the company would likely be considered negligent and held responsible for any loss.


8. Restrict access to vendor and personnel master file records. Supervisory approval and supporting documentation should be required for changing or adding new vendors or employees. This step will preventdishonest employees from writing checks payable to non-exist vendors or employees


. Establish mandatory vacation policies while every employee is required to be out of the office and without transaction control for at least one week each year, especially employees with access to financial assets or records, other employees probably find the misrepresentation in the accounting records.Besides, rotating employees who work in financially sensitive areas is a good way to find embezzlement


10. Conduct periodic audits. Surprise audits, conducted by independent experts in systems and theft detection, should be conducted to ensure that your control functions are working properly


11. Use bank services such as "Positive Pay," and signature verification systems to protect accounts payable, payroll and accounts receivable activities


1. Review all hiring procedures. Utilize a background checkfor employees working in vendor assignment, check issuance or check reconciliation areas


In sum, if every company adopts the above-mentioned means to control checks, the losses due to check fraud will be reduced to the low level.


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October 21, 2019

"Discuss the extent to which the formalisation of procedures can deliver equality of outcome"

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Defineused or done or held in accordance with rules, convention or ceremony


Precisely what is meant by this term may vary from one writer to another, but includes reference to the formal design of an organisation, perhaps conceptualised as a chart showing job titles, with specific responsibilities arranged into hierarchies of accountability and command. Reference will also be made to the formal. Documented rules and procedures that are understood to govern organisational practice within these hierarchies.We know that women and men tend to occupy different positions within organisational hierarchies.On explanation for the persistence of this is that once segregation has been established it becomes very difficult to the break the pattern.This argument is made by Kanter, a US business consultant and academic, in her book Men and Women of the Corporation (177), which was one of the first detailed empirical studies of gender and organisation and remains widely cited today.Kanter begins with an observation about numbers; at the time of writing, 6 per cent of mid senior managers in the US were men, and in Indsco (the pseudonym she gave to the organisation she studied) women comprised onlyper cent of the officials and managers but 87 per cent of the clerical and office workers.The explanation for this, she argues, lies with historical factors which are no longer relevant in today's world. Namely, she continues, it is the fact that men were the first to colonise the bureaucracies which expanded in the US from the late nineteenth century onwards.Women were relative latecomers, only entering bureaucratic employment as opportunities in domestic service contracted during the first two decades of the twentieth century. The increase in women's presence was dramatic in 1870 the US census takers recorded just seven female stenographers (typists); by 10 the census recorded 500000 women doing the same job.As women entered business organisations they moved into routine clerical work because, Kanter argues, management had already been established as a masculine rolethat is, something which men, and not women, carried out.This she claims was simply a function of the need for the newly emergent and rapidly expanding occupation of 'management' to create a


'spirit of managerialism' that gave ideological coherence to the control of a relatively small and exclusive group of men over a large group of workers and also differentiated to viewpoint of managers from that of the owner-entrepreneurs. (Kanter 177a0)


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Just as the managerial role makes men behave in ways which reinforce male dominance of management positions, Kanter argues that women's segregation into routine clerical positions, with few possibilities for promotion, causes them to behave in ways which ensure that they stay there.At Indsco great status was conferred on those who moved up the ladder. But for those who did not the message was clear; 'You do not mean much to your company unless you get the chance to move on' (17711).In this context Kanter argues that if you give people opportunities then their ambitions and their capabilities soar.If opportunity is denied they perish.Using this argument Kanter claims that women struck in dead-end jobs start to appear disinterested in their work, unmotivated and more inclined to familial and domestic concerns. All these are claims which have been made by those who believe that women and men have fundamentally different orientations because of their distinctive genetic make-up.But Kanter's point is to refute these claims.It is not that women display these tendencies because they are women, but rather because they are stuck in dead-end jobs.


A rather different argument about the relationship between gender and organisational structures suggests that, far from a contingent outcome of history, gendered organisational structures are actively sustained by men in their own interests.In this argument, it is not simply gender-neutral organisational imperatives which maintain the historic imbalance between women and men across the hierarchy but the mobilisation of male power. Ressner (187) in her study of Swedish government bureaucracies argues that bureaucratic hierarchies should also be seen as patriarchal structures and that men dominate not only as managers but also as men.


First, attention is drawn to the methods of recruitment and selection. Since the 170s most Western countries have implemented legislation which makes it illegal to specify a preference for either a male or a female in recruitment and selection of staff. However, even where they appear to be entirely gender-neutral, procedures in this area of organisational practice have been shown to impact differentiallyon women and men. In some organisations, 'informal' recruitment still takes place.This means that word of mouth is used to make people aware of a vacancy and/or that appointments are made without the establishment of formal job specifications, selection criteria or interview. While it can still be claimed that the 'best person for the job' is being sought, regardless of sex, this type of recruitment can restrict who even knows about the job toa select bandand may allow full rein to any prejudices or stereotypes which managers might hold (Collinson et al 10). However some would argue that informal recruitment is not a properly bureaucratic mode of practicesince it is governed by overt rules and proceduresand that it is precisely in its informality that discrimination is allowed to flourish.By contrast, it is suggested, formalising recruitment and selection- establishing proper bureaucratic structureswill ensure that individuals are treated on their merits alone (Webb 11).Such claims for bureaucratic formalisation have been widely used by equal opportunities campaigners for many years.


Nonetheless, there is still a substantial body of evidence to unsettle this faith in formalisation.Even where jobs are openly advertised, decisions made about where to advertise might mean that womenand other groups- are less likely to see the advertisement. Connected to this, the advertisement might imply preference for one sex or the other, for example by using a photograph which shows only men performing the task.Even where these prejudices are eradicated, the job requirements might persist in favouring men over women.Many examples have been uncovered of hidden assumptions in adverts and selection criteria which have precisely this effect. For instance, qualifications may be asked for which, in fact are totally unnecessary to perform the job.If these are qualifications which men are more likely to hold (for example higher-level qualifications in design and technology) the process of recruitment will discriminate against women.(Scouller 1).


Even where women and men are recruited to the same posts, recruitment practices may contribute to gendered careers.Studies of British high-street banking organisations make this point particularly well.Up until the 170s, banks recruited women and men to separate clerical posts.The grades, payment and promotion opportunities were quite distinct. In particular, the ceiling for women's grades stopped before management level.Following the attentions of the Equal Opportunities Commission (Crompton and Jones 184) banks revised recruitment so that women and men were both recruited to identical clerical posts.However, the common practice of recruiting women with lower-level qualifications gained at 16 years old, and men with higher level qualifications gained at 18 years old, established a tiering system whereby women were denied access to study for Institute of Bankers qualifications and automatically discounted for promotion to senior positions because of their lack of qualifications.Thus, even where the same clerical positions were held by both sexes the structuring of recruitment in these organisations meant that the jobs held very different opportunities for the two sexes. As Crompton and Jones concluded, in their influential study White Collar Proletariat (184), the office proletariat is not a homogenous mass but is structured by sex. Indeed, Morgan (186) argues that the maintenance of boundaries between workers can be interpreted as one aspect of the exercise of power inside organisations.


In the 170s the Labour government introduced two major pieces of legislation aimed at women workers the Equal Pay Act 170 and the Sex Discrimination Act 175.The Equal Pay Act (EPA) makes it unlawful to discriminate between men and women with regard to pay and other contractual terms and conditions.To be covered by this legislation women had to be engaged in identical or broadly similar work, to men or prove, through a job evaluation study, that their work was of equivalent value to that done by men. The Sex Discrimination Act (SDA) applies to training, education, the provision of services and the disposal and management of premises as well as to employment.The act makes it unlawful to practice either direct discrimination or indirect discrimination against either sex or against people on the grounds of marital status. For instance, were a job advertisement for a clerical assistant to state that all applicants should all be six feet tall, this would constitute indirect discrimination because more men than women would be able to meet the requirement because more men than women would be able to meet the requirement and there is no justifiable reason for specifying this criterion (Straw 18).The SDA allows sex-specific recruitment to only if sex can be established as a 'genuine occupational qualification' for that job. This is the only instance of discrimination still allowed in law; any other 'positive' discrimination for either sex remains illegal in Britain.Examples include female social workers to work with women who have been beaten by their husbands or where the job holder has to be a man because of pre-existing legislation preventing women from certain work (for example, health and safety, overtime, night shift legislation).The latter example is important because it illustrates the premise that, at the time it was introduced, the SDA did not take primacy over pre-dated legislation.Rather the earlier legislation was taken as binding (this was changed in 18). The SDA also established the Equal Opportunities Commission (EOC).As well as producing research publications and campaigning for chance, the EOC has the specific power to issue notices against employers found to be discriminating against women (and men) requiring them to desist and to take legal proceedings if employers fail to respond.


It is widely believed that this legislative 'equality package' marked a milestone in the history of the efforts to challenge workplace gender inequalities.Symbolically the government had legitimated women's claims for equal treatment.This alone can be interpreted as a significant exercise of power, redefining dominant and socially acceptable meanings and identifying the state as a guarantor of women's equality. However, there is a widespread consensus that the challenges apparently offered by the original legislation have, in practice, been severely limited, and this has prompted some to take a cynical view of state action on equality.


The legislative interventions described above enshrine some basic rights for women workers, but organisations were only required to ensure that that they did not break theselaws and, as we have seen, this has had limited effect in challenging the gender inequalities embedded within work organisations. However, in Britain it was always hoped that legislation would prompt extended voluntary initiatives (Dickens 18).Although such actions were rare at first by the late 170s a few British local authorities had begun to take some action. Initially these were highly politicised interventions, originating with feminists organised within urban, left-wing Labour Parties, who successfully pressurised for the establishment of women's committees and equal opportunities committees (Halford 18a).Most of these initiatives employed women as bureaucrats, for 'femocrats' to devise and coordinate policy across the organisation.Throughout the 180s the number of these initiatives expanded rapidly, beyond the pro-feminist urban left, and by 188 as many as 6 per cent of all local authorities had made some policy commitment to equality for women workers, although many of these involved no specialist staff or budget (Halford 18b).The early 180s also saw the beginnings of organisational intervention in a few other British organisations (the BBC, the Inner London Education Authority, Littlewoods, Barclays Bank, London Weekend Television (Straw 18, Stamp and Robarts 186) but it was the second half of the decade that such organisational interventions really began to take off.In 18, a survey by the British Institute of Management revealed that as many as 0 per cent of employers had equal opportunities policies (Dickens 18).In 11 the British government-backed organisation Business in the Community launched the programme Opportunity 000 to provide an organisational umbrella for employers wishing to pursue proactive equality interventions.Broad goalsprincipally relating to improving the numbers of women across organisational hierarchieswere encouraged by Opportunity 000 and affiliated employers established their own commitments within these guidelines. The aim was to establisha bandwagon effect, whereby peer pressure would spread commitment across the organisations.


First, and most popularly, there have been interventions which aim to improve women's access to job and particularly to improve women's chances of building hierarchical careers.Such policies are partly premised on notions of 'fairness' and giving women an 'equal chance' to occupy positions of organisational power, both seen as end goals in themselves.But there is also a hope that more women in structurally powerful positions will, as a consequence, transform organisational life.Kanter (177) for instance strongly advocates a 'critical mass' argument, claiming that once enough women are in managerial positions then the mechanisms which maintain masculine dominance will cease to operate.In other words once women 'have' power, sex will cease to be a significant feature inside work organisations. In order to achieve this, common policies include new recruitment and selection procedures designed to ensure that women know about jobs; that they feel encouraged to apply; that there are clear job descriptions and person specifications; that sexist questions are not asked; that all candidates are asked the same questions; and that all interviewers have undertaken sexism awareness training.Personnel departments may also monitor applications and appointments to see if there are systematic sexist biases in outcomes.Training has been another policy to enhance women's career opportunities including women only assertiveness training, support for vocational part-time study to improving chances of promotion to enable women to move into traditionally male occupations. Finally job re-evaluation schemes have been used to upgrade women's work, sometimes resulting in new promotion opportunities. Linked to this, some employers have also introduced new posts or new grades enabling workers previously segregated into an area of work with a short career ladder to link into other longer career ladders. One way of measuring the success of these policies involves setting targets for increasing the numbers of women in non-traditional and senior positions and monitoring the gender composition of organisational workforces. Targets have been highly controversial since many believe they entail appointing or promoting women even if they are less suited than men to particular posts


The second category of interventions involve enhanced organisational support for workers' responsibilities outside the workplace, particularly around childcare, and are sometimes referred to as 'family friendly' policies (Rees 1).Here, staff are no longer conceptualised in the abstract, as a set of skills or capacities (Acker 1) but acknowledged to be rooted in complex familial relations.On the basis of this, expectations of staff may be modified and there is a re-evaluation of the place of the organisation in accommodating the private with the public.These policies became more widespread towards the end of the 180s but, perhaps because they are expensive for employers, they are less common than those initiatives described in the category above.


The third category of organisational intervention involves challenging sexism inside the organisation.This is about changing sexist attitudes towards both female and male workers.Equal opportunities training is provided by some employers in a bid to challenge perceived assumptions about women, or men.In some organisations this is voluntary, in others it is compulsory for all those involved in interviewing job candidates and taking promotion decisions, while in others still it is compulsory for all staff. This issue of sexual harassment will frequently be one subject in this training.That is encouraging awareness of what constitutes harassment and how to tackle it.Although sexual harassment is covered by the SDA, cases have proved difficult to pursue under this legislation (Stockdale 11), and a few organisations have established special grievances and complaints procedures.


The fourth and final category of organisational challenges promises more fundamental disruption to the gendering of organisation and to gendered power relations within organisations. 'Changing the culture of the organisations' entails questioning fundamental aspects of 'organisation', such as ways of working and how hierarchies are constructed and may include investigation of the ways gender is embedded in everyday practice and in the cultural assumptions and expectations beneath this.Here, 'culture' is understood as something which an organisation 'has' (rather than 'is') and is something which can be manipulated to desired ends. In some local authority initiatives officers pioneered collective working, which some claim is more suited to women's ways of being and more compatible with feminist politics (Ferguson 184, Brown 1); re-evaluating expectations of systematic overtime (Kanter 18); or reconsidering established norms for managerial posts, such as geographical mobility (Collinson et al 10).Such changes have been more widespread than one might immediately imagine, although not so much because of pressure to improve women's opportunities as because of new models of organisation and management (which emphasises, for example, the need for flexibility, innovation, flatter structures and protecting workers from burnout) which have been sweeping management textbooks and training programmes (Peters and Waterman 18, Kanter 18).Some have suggested that women will do especially wellwithin these new paradigms (Skinner 188, Maddock 1), although there also appear to be grounds for caution (Jewson and Mason 14, Halford and Savage 15).


The diversity of the challenges described above demonstrates that there is no single, coherent or cohesive form of resistance to organisational gender inequalities.Not only may challenges take place on an individual, collective, legislative or organisational basis, but embedded within these categories are several understandings of equality and how organisations might achieve equality. Researchers, involved in deconstructing the different models embedded within challenges to gendered organisations have commonly identified two broad approaches which are usually labelled the liberal approach and the radical approach (Jewson and Mason 186), Forbes 11, Meehan and Sevenhuijsen 11, Aitkenhead and Liff 11).


In an influential article Jewson and Mason (186) lay out an ideal type model which distinguishes 'liberal' conceptions of equal opportunity from radical conceptions. The liberal approach to equal opportunities merges liberal understandings of gender, of organisation and of the way power relations operate inside organisations.While individual skills and abilities are understood to be independent of sex the problem is that some prejudiced individuals behave as if sex was an important factor.


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October 18, 2019

Why Go Back To School

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Why Go Back To School My Motivation and Reasoning


"I don't care how rich and successful a man is… he's nothing without an education." This is the counsel 50-year-old financially successful Norton (played by Rodney Dangerfield) bestowed upon his only son Jason in the comedy movie, Back To School .It is the same point I delivered recently to my son, in much the same manor, and at pretty close to the same age!


I, like the middle-aged Norton, found myself well into my career having been fortunate enough to have experienced relative financial success .However, the nagging consequence to my dissatisfaction is having never accomplished the goal of completing an education. My son would make me revisit this goal.


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As irony would have it (and what would later become an epiphany), my son's response to my counsel of being "nothing without an education" was much the same as Jason's in the movie script."Why?" my son asked, "You didn't get your degree and you did okay."It was as if we were continuing our conversation directly from the Back To School script and storyline. My son's words made me stop and think.It was the motivation I needed to take action on, what had become a stagnant educational goal.How could I explain how difficult it had been for me to make a living and pursue a career without my degree?The epiphany was if my son was following my example as justification in dropping out of college; I had better change my example.


Although setting a maternal example was not the only reason for my commitment to return to school, it was definitely what I found to be the motivation.


Long ago, an undergraduate education was something I lost sight of.The difficulty in managing to support a family, an education, and a career was practically an impossible activity set forth by mainstream colleges and universities in the United States. Not any more. Colleges now offer outreach programs enabling ruralites of all ages and job levels to earn a college degree. The University of Phoenix seems to have been a vanguard in adult education, efficiently serving working adults with family and job obligations who need to compete in an evolving and highly educated economy. It was investigating the educational philosophy and curriculum at The University of Phoenix that fueled my motivation to get my degree.I was encouraged and excited by the fact that it looked to be possible.


The motivation to go back to school was clear.However, motivation without reasoning makes it difficult for me to establish commitment. Next step I needed to establish reasons to set my goals by.This time I was determined to commit.In defining my reasoning I quickly discovered the logic for a formal education (although obvious) had not changed in the past 5 years.They were as follows


1. Fulfilling that ever present longing for more knowledge; for the latest in information; and the involvement in new interests.


. To rekindle my inherent drive to broaden and create new experiences; to develop new ideas; and establish new view points.


. Finally, to invest in myself. An investment in building the self confidence and self esteem that comes with starting and finishing a challenging and worthwhile goal, in this case, to earn my college degree.


"Hoping to beat Jason at his own game, Thornton enrolls in school, insisting that he and his son go through college together." (Movie Archeology and Review 001; Back To School, review by Nick Alaway.) Good idea!Being inspired by and relating to Rodney Dangerfield's portrayal of the endearing and selfless parent, I approached my son with the idea of going to college together.He was hesitant at first, but we began to get more and more excited as we looked into the idea.We listed everything we needed to find out.We divided up assignments as to how we would proceed with funding, financial aid, and student loans and/or grants. I, unlike the Thorton character, was not obnoxiously wealthy and limitless in cash stash or flow!We coordinated schedules and commitments.We each identified and shared our motivation and reasoning for returning to school.We made a promise to each other, that we would encourage each other and support each other in our educational endeavors.And, most of all, we would have fun and cherish this opportunity together.As a result, we became increasingly motivated andidentified even more reasons supporting our goal!


I have attempted to communicate my motivation and reasoning for returning to school.reviewing the above paragraphs, I see I may have fallen short in portraying the excitement I feel around this topic.Perhaps the reader is, at least curious enough to rent the movie Back To School to see if the correlation exists outside of this writer's view!


One thing is for sure, if I may reiterate… I am motivated to set an example for my son.I am committed to learn and to grow and discover new things.I have felt privileged to invest in my (four) children for the past 0 years, and I have to say I feel pretty darn good about investing in myself, this time! And,I am looking forward to getting my degree.


Back To School; Sally Kellerman as Dr. Diane Turner "Who is that?"


Back To School; Paxton Whitehead as Dr. Phillip Barbay "The worlds oldest living Freshman, and the walking epitome of the decline of modern education."


Back To School; Keith Gordan as Jason "Yea, but he's my dad, and we are SOMEthing… we have an education!" (from the script of Back To School; Movie Scripts. Com).


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October 17, 2019

A land remembered

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The novel, A Land Remembered, is the epic saga of three generations of MacIveys. The novel begins with a flash back, from the last generation MacIvey, Sol. Sol was a real estate tycoon in Miami and the surrounding areas. He has chosen to give up his life in Miami to live his last hours in the cabin his grandfather had built in Punta Rassa, Florida.Thus, the three generations of MacIveys in Florida ends.


The first generation of MacIveys consisted of the father and husband, Tobias, the mother and wife, Emma, and their young son, Zech. The family had decided to escape the pressures of the Civil War in their native Georgia, and move to the scrub of Northern Florida. The MacIveys experience many dilemmas and learn several new things during their stay in the scrub, such as meeting Indians, which will turn out to influence their life greatly. Other experiences included Tobias being recruited by Marshall Adler to drive cattle to the confederate troops and also being recruited to chop trees to build walls of defense for the confederate forces. During the excursion to chop down trees, confederate deserters raided Emma and Zech and burned down their house. Tobias and Emma made the decision that the war was getting too close to the scrub, and that moving South would be a good initiative. The MacIvey clan packed up their wagon and headed south along the St. John's and Kissimmee rivers and settled in a hammock along the Kissimmee river.


In Kissimmee is where Tobias begins his empire that turns the family into one of the wealthiest families in Florida. In the swamps of Florida, wild cows live and Tobias tries his best to capture these cows and make a drive, but without horses and dogs, Tobias makes little headway in his project. In the woods one day, Skillet, a freed slave, was found. Skillet agreed to stay on with the MacIveys and help them start their empire. Dogs and a marshtackie were given to the MacIveys by their Indian friends they helped in the scrub. The MacIveys now popped cows out of the swamp and their first drive to Punta Rassa ended in a disaster with all the cows being lost to a great flood. The determined MacIveys never looked back and gathered another heard and the whole clan drove the cows to Punta Rassa. In Punta Rassa, the cows were sold for fifteen dollars a head and the MacIvey empire begins. Also on this first trip, Hendry, the cattle buyer, bets a 150 acres of land that Ishmael, Zech's marshtackie, can't beat his bay horse. Ishmael beats him and the MacIveys got the deed.


The MacIveys begin to make drives often where many events take place, such as Tobias and Zech meeting the Indians in the Everglades, Zech meeting Glenda, his wife, and Tawanda, his Indian lover, and the beginning of Tobias' citrus empire. The first generation MacIveys acquire land and prosper but eventually Emma dies, and Tobias soon follows. The second generation involves Zech, Glenda, and their son Sol, who concentrate on citrus and acquire valuable land in what is now Miami and Biscayne Bay. Glenda dies in a freak accident with a cow, and Zech dies crossing a flooded stream and drowning. Sol leaves Kissimmee to start a vegetable business in the everglades which prospers. Sol meets Bonnie, but never marries her because he saw his father and grandfather mourn over their wives, yet she lives with him. Bonnie dies in a hurricane and Sol retires to his mansion on Biscayne Bay where he lives his years in solitude, until he decides he needs to move back to the cabin in Punta Rassa.


The character of Tobias, in my opinion, was the most influential character of the book. His personality was that of a strong-willed cracker trying to live and make it in the uncharted lands of Florida. A particular occurrence of Tobias being strong-willed was a scene where Tobias was driving cows over railroad tracks. A train came and ran over some of his cows. After a period of exchanging words, Tobias picked up his gun and blew a huge gash in the boiler of the train. Tobias was also quite loving, but he didn't get around to do much loving until the one he loved was gone. Tobias also lived the American dream in a land that seemed so far away from the governmental centers along the eastern seaboard. Tobias had packed his belongings in a wagon and set off to find a better life, and he found that in his citrus groves and cattle drives in Kissimmee.


Tobias' personality allowed him to get along well with other people, such as Skillet and the Indians. On their first cattle drive, Skillet was asked to eat outside the caf, but Tobias wouldn't have that, because he was family, and he went as far as threatening the server with his double barrel shotgun, which many people said resembled a cannon. Tobias' relations with the Indians also proved to be of good use as the two parties helped each other through difficult times.


Tobias acted uniquely because he knew that if he was kind to the people he interacted with, he would receive something in return. Tobias' only weakness was that he didn't do enough for Emma, until it was too late. Tobias had the heart of ten men and was a great leader as he led his family into a foreign land and aimlessly to a Babylon by the name of Punta Rassa.


The setting the author, Smith, portrays is unbelievably accurate. Smith talks of many things that specifically include the description of the type of people that settled around the state, the landscape of the vast inner region of Florida, the tropical paradise of nineteenth century Miami, and the landscape of the Great Cypress Swamp. Smith wrote of how the coasts were being filled up with the Yankees, and Don Groom said,All the Yankees congregate on the seacoasts. You get two miles inland and you're in deep Cracker country. Alligator hunters. Cattle Ranchers. Seminoles. The inner part of the state is portrayed as a grassy plain with palmetto clumps dotting the landscape, and the Big Cypress Swamp is described as being an area where trees touch the sky and your feet touch the water. Both of these descriptions are accurate and can be proved by not only referring to books and pictures but also exploring our Florida that has never changed. Smith also writes of a trip to Miami, that Zech, Glenda, and Sol take, in which he describes the lush tropical atmosphere and a particular woman name Julia Tuttle who sent an orange blossom to Flagler after a freeze had damaged all of the citrus in the north. All of these descriptions are accurate, even the citrus blossom sent to Flager, by a woman named Julia Tuttle.


The people of nineteenth century Florida were not by any means advanced, yet incredibly diverse. Crackers, Seminoles, and easterners all shared the land and what it had to offer, each group making a living. Life in the center of the state was hard and coast life had more amenities. People in Cracker country feared fires and floods, and coast people feared hurricanes, but would stand up to the weather to live in their tropical paradise.


I can honestly say that this book was the best book I have ever read. Patrick Smith does an excellent job of not only keeping all the facts accurate, but portraying the life of a nineteenth century Floridian accurately. The accuracy was absolutely phenomenal. Names of people were historically accurate, names of cities, steamboats, even trading posts were exact. This book had a special meaning for me because I have seen many of these sites as I traveled around Florida, and it gave me the feeling that would be equal to reading the Count of Monte Cristo while overlooking the Champs Elysees. I enjoyed this book immensely and would highly recommend it to anyone, so that they too can experience the life of a Florida Cracker turned millionaire family of Florida.


Throughout all three generations of MacIveys, all of the MacIvey men lose a woman who is so close to them and all of them realize once they are gone, that they didn't do enough for their loved one, when they easily could have. Tobias had three trunks full of Spanish gold, and all he did for Emma was buy her a cook stove. Zech had even more trunks of Spanish gold, and he never took Glenda on the trips to the far away places she wanted to go. Sol had a multimillion acre vegetable business and owned half of Miami, and he never married Bonnie, yet, when he lost her, he missed her like his wife. I believe that Smith is trying to make us realize that you shouldn't take for granted what you have, when they do so much for you. These lessons are ageless, and can be applied to today's society as well as to the first ever society. A Land Remembered is a novel that truly is the epitome of a saga, that spans the trials and tribulations of three generations of the MacIvey family as they enter Florida as a family destined to start a better life and die out as one of the wealthiest families in Florida.


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October 15, 2019

Maya's Major

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Architecture is an art where architects apply their imagination and creativity. The products of those are the buildings and works of art all over the world. Ever since her first piece of work, the Vietnam Veterans memorial, Maya Ying Lin has gone from a young undergraduate at Yale University to a prominent architect and artiest. She has created many works of art that has led to her success. Because of her huge contributions, Maya Lin has become well known for her skill in art and architecture.


Many, if not all, of those who have visited Maya's Vietnam Veterans Memorial have felt deep emotion surge through them as they touched and gazed at the names of the Americans who died or were missing in action in the Vietnam War. When she visited it herself, she said, "'I searched out the name of a friend's father. I touched it and I cried. I was another visitor, and I was reacting to it as I designed it.'" (Malone, p. 57) Instead of it being a long man-made wall that listed names of the died in the Vietnam War, it is more like a scar, forever a part of earth, that holds a powerful antiwar statement. Another memorial, the Civil Rights memorial, is a round disk that has the events about the Civil Rights Movement with water slowly flowing on it. On a wall nearby, the words of Dr. King, "'We will not be satisfied until justice rolls down like waters, and righteousness like a mighty stream.'" (Malone, p. 75) Like the Wall, the memorial caused deep emotion and many to shed tears. The tears became a part of the memorial. Many of Maya's works of art are close to nature and are deep to the human feelings.


Completely different and of new styles, her work has been criticized, but always praised. In 10, the Metropolitan Transit Authority of New York City commissioned her to create a work of art for the Pennsylvania Station Improvement Project. She decided to design a futuristic clock, fourteen feet wide, for the ceiling of the station. In 15, Maya Lin finished the ceiling clock for the Pennsylvania Station Concourse. It was named "Eclipsed Time" because of how it worked. Resembling a glowing flying saucer, the ceiling clock was made in a style that was like a solar eclipse in the ceiling. Maya had said, "… I thought of creating a solar eclipse in the ceiling… Trying to bring into the subterranean passage a more naturally occurring phenomenon." (Cooper Union School of Art, Maya Lin Fall 000…, New York, Cooper Union, 000, pg. 18) With such a unique and different style for a clock, it continues to be an object of attention at the Pennsylvania Station. When the news of Maya winning the Vietnam Veterans memorial contest came out, she had gained fame all across the United States. However, before her design for the memorial was built, a great deal of criticism arose from some of the people and some of the Vietnam War Veterans. Her style was very different from the other memorials and it was declared a "black gash of shame." (www.cofc.edu). But when it was funnily built, the criticism was stopped as people realized how unique and how well the memorial served its purposed.


In 10, Benno Schmidt, the president of Yale University, asked Maya to design a memorial that would honor the women students at Yale. So she designed what became known as the "Women's Table", which was installed on Yale's quadrangle, Cross Campus. The granite water table commemorates the women of Yale by its engraved spiral timeline that displays the number of women in Yale program.It goes from the beginning of the University to 1. The civil Rights Memorial was the first memorial in existence on the Civil Rights movement. After coming across what Dr. King had said about water and justice, Maya came upon a brilliant idea for the memorial design. "'Suddenly'," Lin said, "'something clicked. The minute I hit that quote I knew that the whole piece had to be about water.'" She was more certain about her ideas the more she thought about it. "'I wanted to work with water, and I wanted to use the words [of Dr King], because that's the clearest way to remember history.'" (Malone, p. 75) Fifty- three important events were inscribed on the memorial with water flowing gently above it. Maya Lin's memorials have honored the past well.


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Using her great skill and talent, Maya has become famous for her impacts in the field of architecture. Her works, which have been identified as modern art, are of a new and unique style. Besides commemorating the past, Maya's art has touched many. Her works will stand tall and forever be a part of earth.


1. Creative Quotations From Maya Lin. 6 Mar. 00 http//www.creativequotations.com/one/161.htm .


. Howe, Robert F. "Monumental Achievement".Smithsonian Magazine Nov. 00. 04 Mar. 00 http//www.smithsonianmag.com/smithsonian/issues0/nov0/maya_lin.html.


. Malone, Mary. Maya Lin Architect and Artist. Berkeley Enslow Publishers, Inc.


4. Maya Lin. Art 1 Inc. 05 Mar. 00 http//www.pbs.org/art1/artists/lin/index.html.


5. Maya Lin, Memorial Designer. Southern Poverty Law Center. 0 Mar. 00 http//www.splcenter.org/cgi-bin/goframe?refname=/centerinfo/maya.html.


6. Maya Lin.Mar. 00 http//www.digidot.com/sal67/Maya_Lin.html.


7. "Maya Ying Lin." Ed. Paula K. Byers. Encyclopedia of World Biography. Second edition. 0 volumes. Michigan Gate Research, 18.


8. Ross, Alex. Stanford Presidential Lectures and Symposia in the Humanities and Arts. Stanford University. 0 Mar. 00 http//prelecture.stanford.edu/lecturers/lin/works.html#vietnam.


. Wilder, Hugh. The Vietnam Veterans Memorial. Charlston College. 5 Mar. 00 http//www.cofc.edu/VietnamRetro/wilder.html.


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