GASA01H3 Study Guide - Modern Girl, Sex Symbol, Korean Wave

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cyanbeetle876

24 Apr 2012

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Essay topics for global east asia: women in modern times comparison from the mani and silverberg authors. Caf s weren"t legally obliged to satisfy their duties. They were mainly coerced by their surroundings into their current line of work. The lack of freedom and gender equality in these groups is very similar as well. The women are often treated as a subordinate to their superior male counterparts. A wife, a common sex symbol, and the waitress would also be seen in this light. The caf waitress was a working class model of the. Modern girl and as such she sang the blues. The modern girl was seen as promiscuous and autonomous for two reasons, she worked the streets, and secondly male critics addressed some of their fears of the modernity in general and pinned it to her. If freedom of movement was the hallmark of the. Modern girl, then confinement defined the lifestyle of the caf waitress.

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Mark Miller, CEO of Jefferson General Hospital, has some tough decisions to make in the future. Jefferson General is a stand-alone, not-for-profit hospital that has a long and proud tradition of serving the community in which it operates. It was founded in the midst of the great depression as Jefferson County Hospital and remained under public control for over 50 years. Then, in 1986, after years of losses, the county decided that it could no long afford to operate the hospital, and it subsequently converted the hospital from a public to a private entity.At that time, Mark was brought in as the CEO. After a shaky start, he was able to turn the hospital into a moneymaker. Still, he was very aware of the hospital’s roots, and he made sure that the hospital continued its original mission of providing healthcare services to the needy regardless of their ability to pay.Jefferson General is the smallest of the three hospitals that serve Jefferson and surrounding counties; the other two are St. Vincent’s Hospital and Northwest Regional Medical Center. St. Vincent’s has religious roots, but it is now operated as a not-for-profit, non sectarian hospital. Northwest Regional is owned and operated by a large for-profit chain. The combined capacity of the three hospitals is over 950 beds,but none of the three operates above 60 percent occupancy. Further-more, managed care is starting to take hold locally, and hospital utilization trends indicate that the service area will need only 600 beds as utilization rates are squeezed down.The most logical solution to the county’s changing healthcare market conditions is a merger between two of the three hospitals, and Jefferson General is the hospital most likely to be acquired. Mark has been approached by the CEOs of both St. Vincent’s and Northwest Regional concerning his interest in a merger. Although it was too early to speculate on the exact terms that might result if a merger takes place,past mergers in the region provide some insights into what might hap-pen to Mark should a merger occur.If the hospital were acquired by St. Vincent’s, Mark would prob-ably continue as CEO of the hospital, at about the same compensation as he currently receives. However, he would lose much of his autonomy and authority because he would now have to report to the system CEO,who most likely would be the current CEO of St. Vincent’s. If the hospital were acquired by Northwest Regional, Mark would probably relocate to a CEO position at some other not-for-profit hospital because the for-profit chain usually brings in its own management team when it makes an acquisition. But Mark would not go away empty handed. He would probably receive a large “golden parachute” as a result of his job loss, which might include lucrative stock options, a lump sum payment,and a consulting contract. The aggregate amount of such payments could easily be worth many times his current annual salary.Although the ultimate decision regarding the fate of Jefferson General rests in the hands of its board of trustees, the members of the board were chosen more on the basis of their community ties than on their business acumen. Thus, all those involved are aware that Mark’s recommendations regarding the hospital’s future will carry a great deal of weight in the final decision.

What do you think about the dilemma facing mark miller? Does this case present an ethical issue? If so, to which party (or parties)? If you could act as the ultimate authority on this situation, what would you do?

burgundygoldfish154

Read the articles and consider two people, Mon and Shaman, that can produce 2 goods, shrimp and mobile apps.

If Mon and Shaman devoted themselves to shrimp and mobile app production, the chart below shows how much each person can produce per hour.

Complete the first table by showing how many shrimp and mobile apps each person would produce if they did not specialize.

	Hours worked per year			Total amount produced if each person devotes all their working hours per year to each good.
		Shrimp per hour	Mobile Apps per hour	Total Shrimp	Total Mobile Apps
Mon	3500	50	1
Shaman	2000	10	5

In a world hungry for cheap shrimp, migrants labor overtime in Thai sheds

By Jason Motlagh, Published: September 19, 2012

Jason Motlagh/For The Washington Post - Burmese migrant workers peel shrimp at a processing factory in Samut Sakhon province in Thailand. High standards allow the factory to export its seafood to the United States.

MAHACHAI, Thailand â At an age when she should have been in a classroom, Thazin Mon discovered her knack for peeling shrimp. To help support her Burmese migrant family, the 14-year-old pulled 16-hour shifts, seven days a week, for less than $3 a day. âI am uneducated, so I work. I have to work bravely,â she says.

Although she was the best peeler in the factory, speed was never enough. Mon was beaten if she slowed down, she said, and when she asked for a day off to rest hands swollen with infection, her boss kicked her and threatened rape.

Thanks to a bottomless appetite for cheap shrimp in the West, Burmese migrants such as Mon are the backbone of a Thai shrimp industry that is the worldâs third largest. The United States is Thailandâs top customer, accounting for a third of the countryâs annual shrimp exports.

Rights groups say that overseas demand for shrimp products in greater volume has fueled a culture of exploitation in the Thai industry. They insist that the failure of foreign companies to sufficiently verify the origin of the shrimp they import allows abuses to persist.

âIf you look at the cost of shrimp overseas, itâs very, very cheap, and that comes from the exploitation inherent in the shrimp industry,â says Andy Hall, an expert on migration at Mahidol University who tracks Burmese labor in the Thai seafood industry.

Brisk business with major U.S. retailers such as Wal-Mart, Costco, Samâs Club and Red Lobster pumps more than $1 billion in revenue each year into the Thai economy, the second largest in Southeast Asia. As Thai living standards have risen, a shortage of unskilled labor has attracted tens of thousands of Burmese migrants looking to escape the poverty and job scarcity that has gripped their homeland for decades.

Most head to Samut Sakhon province, the heart of the processing industry just south of the capital, Bangkok, where modern facilities line the highway alongside fast-food chains and car dealerships. The more prominent factories are the size of football fields, with neon signage and billboards that feature smiling children. But thereâs a darker side behind the scenes, activists say.

Of an estimated 400,000 migrants at work in the province, only about 70,000 are legally registered. The rest are employed illegally in anonymous peeling sheds that supply the larger companies that must fill massive orders from abroad. At this lower end of the supply chain, according to migrant activists, crooked brokers and employers trap scores of Burmese in abusive conditions tantamount to slavery, particularly in the shrimp industry.

âThe small factory owners know that most of their workers are undocumented, so they can control the workforce however they want â such as locking workers in until they finish their work,â says Sompong Sakaew, a labor activist based in Mahachai, the provincial capital. âThere are also teenagers between 12 and 17 years old in the workforce.â

Sold into waking nightmare

Problems for Burmese migrants typically start as soon as they link up with brokers who promise steady work and a decent salary, only to sell them into a nearly inescapable cycle of debt bondage.

Min Oo, 28, a Burmese farmer who lost his home in a flood, said he paid a broker the equivalent of $500 to smuggle him across the border to Samut Sakhon, with the guarantee of a minimum-wage (about $10 a day) factory job. Instead, he said, the broker sold him into a waking nightmare, with 18-hour workdays in a shrimp-processing factory and net earnings of no more than $20 a week, leaving almost nothing to send home.

In some cases, migrant workers and rights groups allege, police officials or their relatives hold an ownership stake in unregistered peeling sheds. More commonly, the critics say, the authorities or those they protect shake down undocumented workers for bribes to supplement their incomes, knowing that the migrants would rather pay up on the spot than be deported to Burma.

Despite occasional police action and robust anti-trafficking laws, Sakaew, the labor activist, estimates that fully a quarter of the 1,200 to 1,300 factories in Samut Sakhon province are unregistered and, therefore, ripe for abuse. With so much profit-induced apathy on the Thai side, activists say reform pressure must come from Western companies whose trade partnerships drive the shrimp industry.

Codes of conduct

It is difficult to establish precise links between the larger Thai companies that process shrimp of dubious origin and the Western companies whose consumers increasingly demand ethical sourcing.

To do business overseas, Thai companies must qualify for membership in the Thai Frozen Foods Association, which adheres to globally recognized codes of conduct and carries out unscheduled inspections. Spokesman Arthon Piboonthanapatana asserts that anyone found guilty of labor -abuses would be expelled. In more than three years of inspections, he said, this has never happened.

âIf the shrimp is from TFFA members, I can 100 percent guaranteeâ that it is produced without labor exploitation, he said.

But critics say that until the Thai shrimp industry requires larger factories to provide records of lower-level suppliers and follows through with random inspections, the shrimp it exports will remain tainted by human trafficking and labor abuses.

For the past three years, the State Department has given Thailand a poor grade on human trafficking, citing it among countries that do not fully comply with the minimum standards for efforts to combat the problem.

After the release of the departmentâs report in 2012, Thai Foreign Minister Surapong Tovichakchaikul said his country would improve its performance by strengthening cooperation among agencies tasked with fighting human trafficking.

Motlagh reported with a grant from the Pulitzer Center on Crisis Reporting.

More world news coverage: - Turmoil in Egypt stalls talks on U.S. aid - Suicide blast kills 12 near Afghan capitalâs international airport - U.S. troops to cut missions with Afghan forces - Read more headlines from around the world.

Google reportedly acquiring Waze app for $1.3 billion

News ends months of rumors on deals with Apple, Facebook, or Google, according to Globes; Waze source refuses to comment

By David Shamah June 9, 2013, 7:20 pm

Waze co-founder Uri Levine at a Jerusalem conference in May (photo credit: Flash90)

After dating at least three of the biggest tech companies in the world, it appeared Sunday night that Waze was finally getting the ring â one worth $1.3 billion, according to a report in the Israeli business newspaper Globes.

Thatâs the sum Google has reportedly agreed to pay for Waze, the Raâanana-based crowdsourced driving and navigation app with 50 million users around the world. The figure is $300 million higher than Facebook reportedly offered to pay for the firm earlier this year.

A company source contacted by The Times of Israel had no comment on whether talks with Google (or any other party) were on or off. âWe donât comment on rumors and speculation in general,â the source said.

The purchase, reported by Globes citing an anonymous source, would be the biggest buyout yet for an Israeli consumer firm, far outstripping Face.comâs $60-million sale to Facebook last year. Indeed, it is believed that it would be the biggest sum paid for any app, ever.

In May, it was rumored that Facebook had offered nearly $1 billion for Waze, but negotiations broke down several weeks later, apparently over Facebookâs insistence that Waze move its R&D from Israel to one of Facebookâs existing facilities, in the US or Britain. Several weeks later, it was reported that Google was interested in Waze, and that the search giant had offered as much as $1 billion for the company as well.

Previous rumors â earlier this year â had Apple as a prospective Waze buyer, with an offer of $400 million for the Israeli company.

A Google-Waze deal would likely not get snagged over location; Google already has several large R&D facilities in Israel, and employs hundreds of engineers here. Integrating the already existing Waze group into the Google infrastructure would be much simpler than getting Waze integrated with Facebook, local social media expert Yotam Tavor told The Times of Israel.

However, it appears that location wasnât the only issue. As recently as several weeks ago â amid the rumors that Google was poised to make an offer for Waze â company insiders were quoted in news reports as saying that members of the Waze board of directors believed that they would be selling themselves short if they âsettledâ for $1 billion â and that they could raise much more with an IPO. How much Waze would fetch in an IPO isnât clear, but if the latest report is true, Google apparently agrees with the Waze officials opposed to a sale.

Google already has its own mapping and driving app, and competes with Waze, but the latter dominates in most of the markets where Googleâs Navigator app is used. As such, Google and Waze are competing in the same space, but most users agree that the Waze app is much more elegant and user-friendly than the Google one.

In addition, Waze has built an active and loyal social network, which is highly engaged with the app, as well as a built-in mobile ad platform. In its latest version, it supplies Google Maps-like recommendations â making it a perfect match for Google, Tavor said.

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	The Outcome Without Trade		The Outcome With Trade				The Gains From Trade
	What they Produce and Consume if they do not specialize according to comparative advantage.		What They Produce if they fully specialize in one good.	What They Trade	What They Consume		The Increase in Consumption
Mon	1.)	Point A	5.)	9.) 10.)	13.)	Point A^*	17.)	A to A^*
	2.)		6.)		14.)		18.)
Shaman	3.)	Point B	7.)	11.) 12.)	15.)	Point B^*	19.)	B to B^*
	4.)		8.)		16.)		20.)

Suppose Mon and Shaman do not specialize according to comparative advantage and exchange but instead choose to be self-sufficient.

Further, they devote half of their hours in each year to each good and they consume everything they produce domestically.

After specialization according to comparative advantage, they exchange 5,000 apps for 75,000 shrimp.

Compute values for the numbered cells.

Question 29

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What is the opportunity cost of producing shrimp for Mon?

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Question 30

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What is the opportunity cost of producing shrimp for Shaman?

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Question 31

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What is the opportunity cost of producing Mobile Apps for Mon?

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What is the opportunity cost of producing Mobile Apps for Shaman?

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1.) Before specialization, how much shrimp will Mon produce?

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2.) Before specialization, how many mobile apps will Mon produce?

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3.) Before specialization, how much shrimp will Shaman produce?

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4.) Before specialization, how many mobile apps will Shaman produce?

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5.) If they specialize according to comparative advantage, how much shrimp will Mon produce?

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Question 38

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6.) If they specialize according to comparative advantage, how many mobile apps will Mon produce?

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Question 39

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7.) If they specialize according to comparative advantage, how much shrimp will Shaman produce?

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Question 40

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8.) If they specialize according to comparative advantage, how many mobile apps will Shaman produce?

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Question 41

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9.) After specialization according to comparative advantage, they exchange 5,000 apps for 75,000 shrimp, i.e. each country sells some of the good in which they have a comparative advantage for the good in which they have a comparative disadvantage.

How much shrimp will Mon trade?

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Question 42

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10.) How many mobile apps will Mon trade?

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11.) How much shrimp will Shaman trade?

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12.) How many mobile apps will Shaman trade?

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Question 45

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13.) After trade, how much shrimp will Mon consume?

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Question 46

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14.) After trade, how many mobile apps will Mon consume?

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15.) After trade, how much shrimp will Shaman consume?

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Question 48

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16.) After trade, how many mobile apps will Shaman consume?

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Question 49

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17.) After trade, Monâs shrimp consumption increased by how much?

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18.) After trade, Monâs mobile app consumption increased by how much?

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Question 51

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19.) After trade, Shamanâs shrimp consumption increased by how much?

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Question 52

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20.) After trade, Shamanâs mobile consumption increased by how much?

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Question 53

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What is the total amount of shrimp produced if Mon fully specializes in shrimp production?

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Question 54

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What is the total amount of shrimp produced if Shaman fully specializes in shrimp production?

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Question 55

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How many mobile apps will Mon produce if she fully specializes in producing mobile apps?

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Question 56

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How many mobile apps will Shaman produce if he fully specializes in producing mobile apps?

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raspberrytiger386

Mark Miller, CEO of Jefferson General Hospital, has some toughdecisions to make in the future. Jefferson General is astand-alone, not-for-profit hospital that has a long and proudtradition of serving the community in which it operates. It wasfounded in the midst of the great depression as Jefferson CountyHospital and remained under public control for over 50 years. Then,in 1986, after years of losses, the county decided that it could nolong afford to operate the hospital, and it subsequently convertedthe hospital from a public to a private entity.At that time, Markwas brought in as the CEO. After a shaky start, he was able to turnthe hospital into a moneymaker. Still, he was very aware of thehospitalâs roots, and he made sure that the hospital continued itsoriginal mission of providing healthcare services to the needyregardless of their ability to pay.Jefferson General is thesmallest of the three hospitals that serve Jefferson andsurrounding counties; the other two are St. Vincentâs Hospital andNorthwest Regional Medical Center. St. Vincentâs has religiousroots, but it is now operated as a not-for-profit, non sectarianhospital. Northwest Regional is owned and operated by a largefor-profit chain. The combined capacity of the three hospitals isover 950 beds,but none of the three operates above 60 percentoccupancy. Further-more, managed care is starting to take holdlocally, and hospital utilization trends indicate that the servicearea will need only 600 beds as utilization rates are squeezeddown.The most logical solution to the countyâs changing healthcaremarket conditions is a merger between two of the three hospitals,and Jefferson General is the hospital most likely to be acquired.Mark has been approached by the CEOs of both St. Vincentâs andNorthwest Regional concerning his interest in a merger. Although itwas too early to speculate on the exact terms that might result ifa merger takes place,past mergers in the region provide someinsights into what might hap-pen to Mark should a merger occur.Ifthe hospital were acquired by St. Vincentâs, Mark would prob-ablycontinue as CEO of the hospital, at about the same compensation ashe currently receives. However, he would lose much of his autonomyand authority because he would now have to report to the systemCEO,who most likely would be the current CEO of St. Vincentâs. Ifthe hospital were acquired by Northwest Regional, Mark wouldprobably relocate to a CEO position at some other not-for-profithospital because the for-profit chain usually brings in its ownmanagement team when it makes an acquisition. But Mark would not goaway empty handed. He would probably receive a large âgoldenparachuteâ as a result of his job loss, which might includelucrative stock options, a lump sum payment,and a consultingcontract. The aggregate amount of such payments could easily beworth many times his current annual salary.Although the ultimatedecision regarding the fate of Jefferson General rests in the handsof its board of trustees, the members of the board were chosen moreon the basis of their community ties than on their business acumen.Thus, all those involved are aware that Markâs recommendationsregarding the hospitalâs future will carry a great deal of weightin the final decision.

What do you think? Does this case present an ethical issue? Ifso, to which party (or parties)? If you could act as the ultimateauthority on this situation, what would you do?

in jefferson general hospita mergers,acquisitons,and agency.what do you think about the dilemma facing mark miller? Does thiscase present an ethical issue? if so to which party? if you couldact as the ultimate authority in this situation what would youdo?

GASA01H3 Study Guide - Modern Girl, Sex Symbol, Korean Wave

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